數據狗 (DDOG) 2021 Q3 法說會逐字稿

Welcome to the Q3 2021 Datadog Earnings Conference Call.

歡迎參加 2021 年第三季度 Datadog 收益電話會議。

My name is Adrianne, and I'll be your operator for today's call.

我的名字是阿德里安娜，今天我將擔任您的接線員。

(Operator Instructions) I'll now turn the call over to Yuka Broderick, Head of Investor Relations.

（操作員說明）我現在將電話轉給投資者關係主管 Yuka Broderick。

Yuka Broderick, you may begin.

Yuka Broderick，你可以開始了。

Thank you, Adrianne.

謝謝你，阿德里安。

Good evening, and thank you for joining us to review Datadog's third quarter 2021 financial results, which we announced in our press release issued after market close.

晚上好，感謝您加入我們審查 Datadog 的 2021 年第三季度財務業績，我們在收市後發布的新聞稿中宣布了該業績。

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 的聯合創始人兼首席執行官 Olivier Pomel；和 Datadog 的首席財務官 David Obstler。

During this call, we will make statements related to our business that are forward-looking under federal securities laws and are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, including statements related to our future financial performance, our outlook for the fourth quarter and the full year 2021, our strategy, the potential benefits of our products, partnerships, investments in R&D and go-to-market, our ability to capitalize on our market opportunity.

在本次電話會議期間，我們將根據聯邦證券法做出與我們業務相關的前瞻性陳述，並根據 1995 年《私人證券訴訟改革法案》的安全港條款做出，包括與我們未來財務業績、我們的對第四季度和 2021 年全年的展望、我們的戰略、我們產品的潛在優勢、合作夥伴關係、研發投資和進入市場，我們利用市場機會的能力。

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.

預期、相信、繼續、估計、期望、打算、將和類似的表達方式旨在識別前瞻性陳述或未來預期的類似跡象。

These statements reflect our views only as of today and not as of any subsequent date.

這些聲明僅反映了我們截至今天的觀點，而不是之後任何日期的觀點。

These statements are subject to a variety of risks and uncertainties that could cause actual results to differ materially from expectations.

這些陳述受到各種風險和不確定性的影響，可能導致實際結果與預期存在重大差異。

For a discussion of the material risks and other important factors that could affect our actual results, please refer to our quarterly report on Form 10-Q for the quarter ended June 30, 2021, filed with the SEC on August 6, 2021.

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，請參閱我們於 2021 年 8 月 6 日向 SEC 提交的截至 2021 年 6 月 30 日的季度的 10-Q 表格季度報告。

Additional information will be made available in our quarterly report for -- on Form 10-Q for the quarterly period ended September 30, 2021, and other filings and reports that we may file from time-to-time with the SEC.

更多信息將在我們的季度報告中提供——截至 2021 年 9 月 30 日的季度的 10-Q 表格，以及我們可能不時向 SEC 提交的其他文件和報告。

Our filings with the SEC are available on the Investor Relations section of our website.

我們向美國證券交易委員會提交的文件可在我們網站的投資者關係部分查閱。

A replay of this call will also be available there for a limited time.

該電話的重播也將在有限的時間內在那裡播放。

Non-GAAP financial measures will be discussed on this conference call.

本次電話會議將討論非公認會計原則財務措施。

Please refer to the tables in our earnings release, which you can find on the Investor Relations portion of our website for a reconciliation of these measures to their most directly comparable GAAP financial measures.

請參閱我們的收益發布中的表格，您可以在我們網站的投資者關係部分找到這些表格，以了解這些措施與其最直接可比的 GAAP 財務措施的對賬。

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

有了這個，我想把電話轉給 Olivier。

Thanks, Yuka, and thank you all for joining us this evening.

謝謝，Yuka，感謝大家今晚加入我們。

We are extremely pleased with our performance in Q3, which was stronger than expected on robust growth with existing customers as well as strong new customer sales.

我們對我們在第三季度的表現感到非常滿意，由於現有客戶的強勁增長以及強勁的新客戶銷售，這比預期的要強。

We saw broad-based strength across product lines and across customer segments.

我們在產品線和客戶群中看到了廣泛的優勢。

Let me give you a quick summary of the quarter.

讓我給你一個季度的快速總結。

Revenue was $270 million, an increase of 75% year-over-year, and above the high end of our guidance range.

收入為 2.7 億美元，同比增長 75%，高於我們指導範圍的高端。

We ended the quarter with 1,800 customers with ARR of $100,000 or more, up from 1,082 in the year ago quarter.

我們在本季度結束時有 1,800 名客戶，ARR 為 100,000 美元或更多，高於去年同期的 1,082 名。

These customers generated about 80% of our ARR.

這些客戶產生了我們大約 80% 的 ARR。

We have about 17,500 customers, which is up from about 13,100 last year.

我們有大約 17,500 名客戶，高於去年的 13,100 名。

The leverage and efficiency of our business model is coming through with free cash flow of $57 million.

我們的商業模式的槓桿作用和效率是通過 5700 萬美元的自由現金流來實現的。

And our dollar-based net retention rate continued to be over 130% as customers increase their usage and adopted on our products.

隨著客戶增加對我們產品的使用和採用，我們基於美元的淨保留率繼續超過 130%。

At a high level, positive business trends over some quarters continued in Q3.

在較高的水平上，第三季度繼續保持某些季度的積極業務趨勢。

Usage growth from existing customers was very strong this quarter across products.

本季度現有客戶的各種產品使用量增長非常強勁。

(inaudible) ARR was robust with some large new deals closing and churn remains low and in line with historical rates.

（聽不清）ARR 強勁，一些大型新交易完成，客戶流失率仍然很低，與歷史比率一致。

Taking all these factors into account, we had a record quarter of ARR added, and we crossed the milestone by exceeding $1 billion in ARR in Q3.

考慮到所有這些因素，我們的 ARR 增加了創紀錄的季度，我們在第三季度的 ARR 超過了 10 億美元，從而跨越了里程碑。

Next, our platform strategy continues to resonate in the market.

接下來，我們的平台戰略繼續在市場上引起共鳴。

As of the end of Q3, 77% of customers are using 2 or more products, up from 71%, a year ago.

截至第三季度末，77% 的客戶使用 2 種或更多產品，高於一年前的 71%。

Additionally, 31% of customers are now using 4 or more products, which is up from 20% last year.

此外，31% 的客戶現在使用 4 種或更多產品，高於去年的 20%。

And this quarter, about 70% of new logos landed with 2 or more products.

而本季度，大約 70% 的新徽標使用 2 種或更多產品。

Most strikingly, our whole platform saw strong growth in the third quarter.

最引人注目的是，我們的整個平台在第三季度實現了強勁增長。

At Pune, in particular, that all of our major products added a record amount of ARR during the quarter, but also that the year-over-year growth of infrastructure monitoring ARR on its own accelerated this quarter.

特別是在浦那，我們所有的主要產品在本季度都增加了創紀錄的 ARR，而且本季度基礎設施監控 ARR 的同比增長也在加速。

And finally that our log management and APM suite, which includes Synthetics, reason monitoring and continuous profiler, remain in hyper growth mode.

最後，我們的日誌管理和 APM 套件（包括 Synthetics、原因監控和持續分析器）仍處於高速增長模式。

Together in Q3, they exceeded $500 million in ARR.

在第三季度，他們的 ARR 超過了 5 億美元。

Now let's move on to product and R&D.

現在讓我們繼續討論產品和研發。

Our teams continue to innovate at a rapid pace.

我們的團隊繼續快速創新。

We had 40 new product-related announcements in Q3, and we made many announcements last week at DASH, or annual user conference.

我們在第三季度發布了 40 個與新產品相關的公告，上週我們在 DASH 或年度用戶大會上發布了許多公告。

You can review our DASH press releases as well as 2 nights earnings for further description.

您可以查看我們的 DASH 新聞稿以及 2 晚收入以獲得進一步的描述。

But to summarize this briefly, we announced the availability of CI visibility, session replay, funnel analysis, network device monitoring, digital apps and all in archives for log management.

但簡單總結一下，我們宣布了 CI 可見性、會話重播、漏斗分析、網絡設備監控、數字應用程序以及所有用於日誌管理的存檔的可用性。

We launched private betas for Cloud Cost Management, observability pipelines, universal service monitoring and application security.

我們針對云成本管理、可觀察性管道、通用服務監控和應用程序安全推出了私有測試版。

And we also announced official Datadog support of the Vector open-source product.

我們還宣布了對 Vector 開源產品的官方 Datadog 支持。

Now looking back at a couple of these announcements.

現在回顧一下其中的一些公告。

Some of them will increase Datadog's usefulness for business personas.

其中一些將增加 Datadog 對業務角色的有用性。

Users who are not engineers, and can benefit from all the data flowing to Datadog.

非工程師的用戶可以從流向 Datadog 的所有數據中受益。

With session replay and analysis, we believe support organizations, product designers and product managers can get value from understanding user behavior and interactions with applications.

通過會話回放和分析，我們相信支持組織、產品設計師和產品經理可以從了解用戶行為和與應用程序的交互中獲得價值。

And we expect Cloud Cost Management will be useful to anyone involved in understanding and controlling the expense of cloud implementations from engineering teams to product managers to finance teams.

我們希望云成本管理對任何參與理解和控制從工程團隊到產品經理再到財務團隊的雲實施費用的人都有用。

We are also advancing our efforts to support our customers with large-scale complex data needs.

我們還在努力為滿足大規模複雜數據需求的客戶提供支持。

So I want to talk a bit, Vector, obsolete pipelines and online archive.

所以我想談談，Vector，過時的管道和在線存檔。

9 months ago, we acquired Timber, the developer of Vector.

9 個月前，我們收購了 Vector 的開發商 Timber。

Vector is an open-source product that allows users to collect, enrich and transform useability data and automatic robotics to the decision of their choice.

Vector 是一種開源產品，允許用戶收集、豐富和轉換可用性數據和自動機器人技術，以做出他們選擇的決定。

Our Observability pipelines product extends Vector and increased enterprise-level capabilities for its data pipelines, and the ability for users to seamlessly manage it from Datadog across both on-premise and -- in cloud accounts.

我們的 Observability 管道產品擴展了 Vector 並增加了其數據管道的企業級功能，以及用戶從 Datadog 跨本地和雲帳戶無縫管理它的能力。

Vector and observability pipelines let customers make value-based decisions on data as early as possible before they send data to Datadog or any other partner.

矢量和可觀察性管道讓客戶在將數據發送給 Datadog 或任何其他合作夥伴之前儘早對數據做出基於價值的決策。

We are always looking for ways to give customers more control over how they use their data and how they manage the cost of their cloud deployments.

我們一直在尋找方法讓客戶更好地控制他們如何使用他們的數據以及他們如何管理他們的雲部署成本。

This is another step in that direction.

這是朝著這個方向邁出的又一步。

And with online archives, we are aiming to solve the growing problem of storing all logs and being able to run complex historical investigations on them.

通過在線檔案，我們的目標是解決存儲所有日誌並能夠對它們進行複雜的歷史調查的日益嚴重的問題。

Online Archives is an always-on log-warehousing solution that provides 15 months or more of extremely cost-effective storage and live-growing abilities.

Online Archives 是一種始終在線的日誌倉儲解決方案，可提供 15 個月或更長時間的極具成本效益的存儲和實時增長能力。

I also wanted to mention a database monitoring, which we announced for general availability in August, and which gives our customers deep visibility into the performance and execution of queries across all of their databases.

我還想提到一個數據庫監控，我們在 8 月份宣布全面推出，它讓我們的客戶能夠深入了解他們所有數據庫中查詢的性能和執行情況。

Finally, as announced in the press release issued this evening, we acquired Ozcode, a live debugging solution for .NET applications, which lets developers solve problems in real time, whether in development or in production environments.

最後，正如今晚發布的新聞稿中所宣布的那樣，我們收購了 Ozcode，這是一種針對 .NET 應用程序的實時調試解決方案，它讓開發人員能夠實時解決問題，無論是在開發環境中還是在生產環境中。

It is another example of our growing push into developer workflows.

這是我們不斷推進開發人員工作流程的另一個例子。

So as you can tell, we were very busy in Q3.

如您所知，我們在第三季度非常忙碌。

And I want to thank our engineering and product teams for their hard work and their relentless focus on our customers.

我要感謝我們的工程和產品團隊的辛勤工作以及他們對客戶的不懈關注。

Now moving on to sales and marketing.

現在轉向銷售和營銷。

Our go-to-market teams continue to be very productive, and we added 1,100 net new customers this quarter.

我們的上市團隊繼續保持高效，本季度我們新增了 1,100 名淨新客戶。

So let's review some of our Q3 wins.

因此，讓我們回顧一下我們在第三季度取得的一些勝利。

First, we had our largest deal ever by total contract value, and over $60 million 5-year upsell with a multinational financial services company.

首先，我們與一家跨國金融服務公司達成了有史以來最大的合同總價值交易，以及超過 6000 萬美元的 5 年追加銷售。

Our history of success with this customer has led to the use of 9 products, including early adoption of newer products such as RUM, Synthetics and NPM.

我們與該客戶的成功歷史促成了 9 種產品的使用，包括早期採用 RUM、Synthetics 和 NPM 等新產品。

This customer began the second phase of their migration to the cloud and is standardizing on Datadog, adopting our newer products as we add them to our platform.

該客戶開始了遷移到雲的第二階段，並在 Datadog 上進行標準化，在我們將新產品添加到我們的平台時採用它們。

Next, we had a 6-figure land with a global fashion retailer based in Asia.

接下來，我們與一家位於亞洲的全球時尚零售商合作，獲得了 6 位數的土地。

These customers saw e-commerce sales increased dramatically during the pandemic, and they began to use Datadog after several outages resulted in missed sales.

這些客戶在大流行期間看到電子商務銷售額急劇增加，在幾次中斷導致銷售錯失後，他們開始使用 Datadog。

After a disappointing implementation of a competing solution, they chose Datadog APM across their global e-commerce sites and saw immediate improvement in stability.

在實施了一個令人失望的競爭解決方案後，他們在其全球電子商務網站中選擇了 Datadog APM，並發現穩定性立即得到改善。

Next, we had a 6-year land with a U.S.-based professional sports league, which came in partnership with Google Cloud Platform.

接下來，我們與一個與穀歌云平台合作的美國職業體育聯盟擁有了 6 年的土地。

This customer experienced a large spike in application usage as funds are returning to games for in a pandemic, but they had no clients at monitoring and therefore, nowhere to analyze and optimize the user experience.

隨著資金在大流行中回歸遊戲，該客戶的應用程序使用量大幅飆升，但他們沒有客戶進行監控，因此無處分析和優化用戶體驗。

With Datadog real user monitoring and Synthetics, along with infrastructure monitoring and APM, the customer now has a single solution to manage experience from front end to back end.

借助 Datadog 真實用戶監控和 Synthetics，以及基礎設施監控和 APM，客戶現在擁有一個管理從前端到後端的體驗的單一解決方案。

Next, we had a 7-figure land with the advertising division of a Fortune 10 company.

接下來，我們在一家財富 10 強公司的廣告部門獲得了 7 位數的土地。

This company has very strict SLAs for their platform as their customers rely on always-on availability to adjust ad budgets in real time.

這家公司為其平台製定了非常嚴格的 SLA，因為他們的客戶依靠始終在線的可用性來實時調整廣告預算。

After conducting a full evaluation of internal solutions and APM providers, this customer began using Datadog infrastructure monitoring and APM and are motivated to expand their use of our platform within the enterprise.

在對內部解決方案和 APM 提供商進行全面評估後，該客戶開始使用 Datadog 基礎設施監控和 APM，並有動力在企業內擴展他們對我們平台的使用。

Finally, we had a large 6-figure land with a U.S. distributor of plumbing and building equipment.

最後，我們擁有了一塊 6 位數的大型土地，其中有一家美國管道和建築設備經銷商。

This company needed to migrate from on-premise to Azure, and to deploy on Azure subunit services.

這家公司需要從本地遷移到 Azure，並在 Azure 子單元服務上進行部署。

But its existing APM solution had limited visibility into containers.

但其現有的 APM 解決方案對容器的可見性有限。

With Datadog, this customer is able to effectively monitor the health of the Azure ecosystem, allowing them to confidently and efficiently complete migrations in retail legacy infrastructure.

借助 Datadog，該客戶能夠有效地監控 Azure 生態系統的運行狀況，讓他們能夠自信而高效地完成零售舊式基礎設施的遷移。

As you can see, our go-to-market teams had another quarter of strong execution.

如您所見，我們的上市團隊又有四分之一的執行力強勁。

I want to thank them for once more successfully helping both new and existing customers to generate value from Datadog.

我要感謝他們再次成功地幫助新老客戶從 Datadog 創造價值。

Now moving on to our longer-term outlook.

現在繼續我們的長期展望。

If you could not join us for our investor meeting last week, I encourage you to watch a video on the Investor Relations section of our website.

如果您不能參加我們上週的投資者會議，我鼓勵您觀看我們網站投資者關係部分的視頻。

At the meeting, we described our long-term opportunities, our differentiators and the expansion of our platforms over the years.

在會議上，我們描述了我們的長期機遇、我們的差異化優勢以及多年來我們平台的擴展。

To summarize my bit of the presentation, we see digital transformation and cloud migration as large forces driving exponential growth.

總結一下我的演講，我們將數字化轉型和雲遷移視為推動指數增長的重要力量。

We believe Datadog helps solve the growing problem of managing complexity for our customers and that our open-ended unified platform, designed to be simple but not simplistic, is deployed everywhere and used by everyone at our customers and that it helps break down silos between teams.

我們相信 Datadog 有助於為我們的客戶解決日益嚴重的複雜性管理問題，並且我們的開放式統一平台旨在簡單但不簡單化，可以部署在任何地方並被我們客戶的每個人使用，它有助於打破團隊之間的孤島.

We believe it is still early days for our opportunity and observability.

我們相信，我們的機會和可觀察性還處於初期階段。

And while we have made a lot of progress in building out a broad observability platform, we still have much to do to solve all of our problems customer pain points.

雖然我們在構建廣泛的可觀察性平台方面取得了很大進展，但我們仍有很多工作要做，以解決客戶痛點的所有問題。

One next step for us is in security, with our cloud security platform.

我們的下一步是使用我們的雲安全平台在安全方面。

And we believe we have a part to play in breaking down silos between development, corporations and security teams.

我們相信我們可以在打破開發、公司和安全團隊之間的孤島方面發揮作用。

But we're also making offers inroad in pure developer workflows with the general availability of CI Visibility.

但我們也通過 CI Visibility 的普遍可用性在純開發人員工作流程中提供服務。

And we think over time, we have opportunities to help our customers in several other large adjacent markets as well.

我們認為，隨著時間的推移，我們也有機會幫助其他幾個大型相鄰市場的客戶。

In other words, we are just getting started.

換句話說，我們才剛剛開始。

With that, I would like to turn the call over to our CFO.

有了這個，我想把電話轉給我們的首席財務官。

David?

大衛？

Thanks, Olivier.

謝謝，奧利維爾。

In summary, we had a very strong Q3.

總之，我們有一個非常強勁的第三季度。

Revenue was $270 million, up 75% year-over-year and up 16% quarter-over-quarter.

收入為 2.7 億美元，同比增長 75%，環比增長 16%。

Usage trends were strong and showed broad-based growth.

使用趨勢強勁，並顯示出廣泛的增長。

Customers continuing to adopt more products across the platform, and new logo generation was also strong.

客戶繼續在整個平台上採用更多產品，新標識的生成也很強勁。

To provide some more context.

提供更多上下文。

First, growth of existing customers was robust in Q3, and our dollar-based net retention rate remained above 130% for the 17th consecutive quarter.

首先，第三季度現有客戶增長強勁，我們的美元淨留存率連續第 17 個季度保持在 130% 以上。

Usage growth was very strong, driven by customers' expanded usage of existing products and the adoption of new products.

在客戶擴大使用現有產品和採用新產品的推動下，使用量增長非常強勁。

Our new customers from the last several quarters have expanded their usage quite rapidly, and we had some significant renewals with large customers in Q3.

我們過去幾個季度的新客戶已經迅速擴大了他們的使用量，我們在第三季度與大客戶進行了一些重要的續約。

We also had a record quarter of ARR adds, including record ARR adds in all of our major products.

我們也有創紀錄的季度 ARR 增加，包括我們所有主要產品的 ARR 增加。

And we saw strong growth across geographical regions, with all regions accelerated on a year-over-year basis compared to Q2.

我們看到各個地理區域的強勁增長，與第二季度相比，所有區域都同比增長。

New logo results were also strong.

新標誌的結果也很強勁。

Our enterprise and commercial sales teams had a crisp execution in this quarter, and new logo ARR was up strongly year-over-year.

我們的企業和商業銷售團隊在本季度表現出色，新徽標 ARR 同比強勁增長。

We continue to see opportunities broadly across industries and customer sizes.

我們繼續看到跨行業和客戶規模的廣泛機會。

Remember that given our usage-based revenue model, new logo wins generally do not immediately translate into meaningful revenue.

請記住，鑑於我們基於使用的收入模型，新徽標的獲勝通常不會立即轉化為有意義的收入。

Next, our platform strategy continues to resonate with customers.

接下來，我們的平台戰略繼續引起客戶的共鳴。

And as we mentioned, 77% of our customers are now using 2 or more products, and 31% of our customers are using 4 or more products.

正如我們所提到的，我們 77% 的客戶現在使用 2 種或更多產品，31% 的客戶正在使用 4 種或更多產品。

And lastly, churn remained low and in line with historical levels.

最後，客戶流失率仍然很低，與歷史水平一致。

Our dollar-based gross retention rate remained unchanged in the mid-90s and is similar across all our customer segments and products.

在 90 年代中期，我們以美元為基礎的總保留率保持不變，並且在我們所有的客戶群和產品中都是相似的。

Turning to billings.

轉向比林斯。

The billings were $309 million, up 98% year-over-year.

賬單為 3.09 億美元，同比增長 98%。

There were no pro forma impacts in the quarter.

本季度沒有備考影響。

Note that we called out shorter-term billings duration in Q3 2020 last year.

請注意，我們在去年 2020 年第三季度取消了短期賬單期限。

And billing duration in 3Q of this year is in line with recent quarters but is higher on a year-over-year basis, driving higher year-over-year billings growth.

今年第三季度的計費持續時間與最近幾個季度一致，但同比增長，推動了更高的同比計費增長。

Remaining performance obligations, or RPO, was $719 million, up 127% year-over-year driven by strong sales activity, increased contract duration, and it was growing against an easier compare in the third quarter of last year.

剩餘履約義務 (RPO) 為 7.19 億美元，同比增長 127%，這主要得益於強勁的銷售活動、合同期限的延長，並且與去年第三季度相比有所增長。

The increase in contract duration was driven by several large renewals with multiyear terms.

合同期限的增加是由幾項具有多年期限的大型續約推動的。

As a reminder, multiyear commitments are built annually, and we don't incentivize our sales team towards multiyear deals.

提醒一下，多年承諾是每年建立的，我們不會激勵我們的銷售團隊進行多年交易。

Current RPO growth was about 100% year-over-year as our mix shifted away from month-to-month deals to -- on a year-over-year basis more towards semiannual and annual.

當前的 RPO 同比增長約 100%，因為我們的組合從按月交易轉變為 - 在同比基礎上更接近半年度和年度。

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

我們仍然認為，收入比賬單和 RPO 更能反映我們的業務趨勢，因為它們可能會根據開票時間和客戶合同期限而相對於收入波動。

Now let's review the income statement in more detail.

現在讓我們更詳細地查看損益表。

As a reminder, unless otherwise noted, all metrics are non-GAAP.

提醒一下，除非另有說明，否則所有指標均為非公認會計原則。

We have provided a reconciliation of GAAP to non-GAAP financials in our earnings release.

我們在收益發布中提供了 GAAP 與非 GAAP 財務數據的對賬。

Starting with gross profit.

從毛利開始。

Our gross profit in the quarter was $210 million, representing a gross margin of 78%.

我們本季度的毛利潤為 2.1 億美元，毛利率為 78%。

This compares to a gross margin of 76% last quarter and 79% in the year ago quarter.

相比之下，上一季度的毛利率為 76%，去年同期為 79%。

Due to our continued efforts to drive efficiencies in cloud costs, we expect our gross margin to increase sequentially in Q4.

由於我們繼續努力提高云成本效率，我們預計我們的毛利率將在第四季度環比增長。

In the mid- to long term, we expect gross margin to remain in the high-70s range, typical of our historical performance.

從中長期來看，我們預計毛利率將保持在 70 年代的高位區間，這是我們歷史表現的典型特徵。

R&D expense was $84 million or 31% of revenue compared to 30% in the year ago quarter.

研發費用為 8400 萬美元，佔收入的 31%，而去年同期為 30%。

We continue to invest significantly in R&D, including high growth in our engineering headcount.

我們繼續在研發方面進行大量投資，包括工程人員人數的高速增長。

Sales and marketing expense was $65 million or 24% of revenue compared to 32% in the year-ago quarter.

銷售和營銷費用為 6500 萬美元，佔收入的 24%，而去年同期為 32%。

We continue to see strong efficiencies with our frictionless land-and-expand selling motion.

我們繼續通過無摩擦的土地和擴張銷售行動看到強大的效率。

We also had relatively few in-person events in Q3, but we continue to plan for increased travel and events cost going forward depending on local health and travel guidelines.

我們在第三季度的面對面活動也相對較少，但我們將繼續根據當地的健康和旅行指南計劃增加旅行和活動成本。

G&A expense was $17 million or 6% of revenues compared to 8% in the year ago quarter.

G&A 費用為 1700 萬美元，佔收入的 6%，而去年同期為 8%。

Operating income was $44 million or a 16% operating margin compared to an operating income of $14 million or 9% in the year ago quarter.

營業收入為 4400 萬美元或 16% 的營業利潤率，而去年同期的營業收入為 1400 萬美元或 9%。

We continue to invest heavily against the large and dynamic market opportunity we see in front of us.

我們將繼續大力投資，以應對擺在我們面前的巨大而充滿活力的市場機會。

But our product innovation, coupled with a strong go-to-market effort and a frictionless land-and-expand model is driving strong revenue growth and business model efficiencies.

但我們的產品創新，加上強大的市場推廣力度和無摩擦的土地和擴張模式，正在推動強勁的收入增長和商業模式效率。

Non-GAAP net income in the quarter was $44 million or $0.13 per share based on 344 million weighted average diluted shares outstanding.

根據 3.44 億股加權平均稀釋流通股，本季度非 GAAP 淨收入為 4400 萬美元或每股 0.13 美元。

Turning to the balance sheet and cash flow.

轉向資產負債表和現金流。

We ended the quarter with $1.5 billion in cash, cash equivalents, restricted cash and marketable securities.

我們在本季度末擁有 15 億美元的現金、現金等價物、受限現金和有價證券。

Cash flow from operations was $67 million in the quarter.

本季度運營現金流為 6700 萬美元。

After taking into consideration capital expenditures and capitalized software, free cash flow was $57 million for a free cash flow margin of 21%.

考慮到資本支出和資本化軟件後，自由現金流為 5700 萬美元，自由現金流利潤率為 21%。

Now for our outlook for the fourth quarter and the full year 2021.

現在是我們對第四季度和 2021 年全年的展望。

We remain highly optimistic about our long-term opportunities, and we continue to work hard to execute against these opportunities.

我們對我們的長期機會保持高度樂觀，我們將繼續努力把握這些機會。

Taking this into account with the usual conservatism applied, we are updating our guidance as follows.

考慮到這一點並採用通常的保守主義，我們正在更新我們的指導如下。

For the fourth quarter, we expect revenues to be in the range of $290 million to $292 million, which represents 64% year-over-year growth at the midpoint.

對於第四季度，我們預計收入將在 2.9 億美元至 2.92 億美元之間，中點同比增長 64%。

Non-GAAP operating income is expected to be in the range of $38 million to $40 million, and non-GAAP net income per share is expected to be between $0.11 and $0.12 per share based on 347 million average diluted shares outstanding.

非 GAAP 營業收入預計在 3800 萬美元至 4000 萬美元之間，基於 3.47 億股平均攤薄流通股，非 GAAP 每股淨收入預計在每股 0.11 美元至 0.12 美元之間。

For the full year 2021, revenue is expected to be in the range of 293 to -- sorry, $993 million to $995 million, which represents a 65% year-over-year growth at the midpoint.

對於 2021 年全年，預計收入將在 293 美元至 - 抱歉，9.93 億美元至 9.95 億美元之間，中點同比增長 65%。

Non-GAAP operating income is expected to be in the range of [$113 million] (sic, see press release, "$133 million") to $135 million, and non-GAAP net income per share is expected to be in the range of $0.39 per share to $0.40 per share based on approximately 344 million weighted average shares outstanding.

非 GAAP 營業收入預計在 [1.13 億美元]（原文如此，見新聞稿，“1.33 億美元”）至 1.35 億美元之間，非 GAAP 每股淨收入預計在 0.39 美元範圍內根據約 3.44 億股加權平均流通股，每股增至每股 0.40 美元。

Now some notes on guidance.

現在有一些關於指導的說明。

while usage growth remained strong in Q3, when providing guidance, as usual, we use more conservative assumptions.

雖然第三季度的使用增長依然強勁，但在提供指導時，我們像往常一樣使用更保守的假設。

We would note that we typically see slower business activity towards the end of the fourth quarter as employees take vacations around the winter holidays.

我們會注意到，由於員工在寒假前後休假，我們通常會在第四季度末看到業務活動放緩。

Next, our strategic focus remains to invest aggressively in R&D and go-to-market to optimize for the long-term growth, and our model assumes greater expenses related to travel and in-person events going forward.

接下來，我們的戰略重點仍然是大力投資研發和進入市場以優化長期增長，我們的模型假設未來與旅行和麵對面活動相關的費用會增加。

However, we will remain flexible depending upon local regulations and our highest priority is protecting the health of our employees.

但是，我們將根據當地法規保持靈活性，我們的首要任務是保護員工的健康。

Regarding items below operating income, we expect approximately $0.7 million of Q4 non-GAAP net interest and other income, which includes interest income on our cash and marketable securities and the interest expense of our convertible debt.

對於低於營業收入的項目，我們預計第四季度非公認會計原則淨利息和其他收入中約有 70 萬美元，其中包括我們的現金和有價證券的利息收入以及我們可轉換債券的利息支出。

We do not expect to be a federal taxpayer but of a tax provision related to international entities.

我們不希望成為聯邦納稅人，而是與國際實體相關的稅收規定。

We expect that tax provision to be approximately $600,000 in Q4 and $2 million for the full year.

我們預計第四季度的稅收準備金約為 600,000 美元，全年為 200 萬美元。

And now to summarize, we are very pleased with the results of this quarter.

現在總結一下，我們對本季度的結果非常滿意。

Our platform is resonating in the marketplace, and we saw strong performance across our products in Q3.

我們的平台在市場上引起了共鳴，我們在第三季度看到了我們產品的強勁表現。

We continue to invest aggressively in R&D.

我們繼續大力投資研發。

And with the launch of database monitoring and CI Visibility, we now have 13 generally available products to offer our customers.

隨著數據庫監控和 CI Visibility 的推出，我們現在有 13 種普遍可用的產品可以提供給我們的客戶。

Our execution against our go-to-market goals remain strong.

我們對上市目標的執行力依然強勁。

And our ability to help our customers manage through their cloud migration and digital transformation efforts continues to expand.

我們幫助客戶管理他們的雲遷移和數字化轉型工作的能力繼續擴大。

And with that, we will open up the call for questions.

有了這個，我們將打開提問的電話。

Operator, let's begin the Q&A.

接線員，我們開始問答吧。

(Operator Instructions)

（操作員說明）

And our first question comes from Sanjit Singh from Morgan Stanley.

我們的第一個問題來自摩根士丹利的 Sanjit Singh。

Congrats on another really, really strong quarter.

祝賀另一個非常非常強勁的季度。

I had a question for Olivier.

我有一個問題要問奧利維爾。

It's kind of more of a higher-level product-related question coming off of the user conference.

這更像是來自用戶會議的更高級別的產品相關問題。

And I guess the theme of it is that we hear the word observability much more often in 2021 and in 2019.

我猜它的主題是我們在 2021 年和 2019 年更頻繁地聽到可觀察性這個詞。

I think you're starting to refer to different aspects of software in different domains.

我認為您開始提到不同領域中軟件的不同方面。

And I'm wondering from your perspective, you guys obviously have a lot on your plate plenty of opportunity.

我想從你的角度來看，你們顯然有很多機會。

When we're talking about bringing observability into other domains, whether it's the data pipeline or going to potentially in process mining because you guys do have log analytics solutions, are those potential opportunities in terms of bring observability to different domains from the Datadog perspective?

當我們談論將可觀察性引入其他領域時，無論是數據管道還是潛在的流程挖掘，因為你們確實有日誌分析解決方案，從 Datadog 的角度來看，這些潛在的機會是否可以將可觀察性帶到不同的領域？

Or are you sort of kind of confining it to more of IT?

還是您將其限制在更多的 IT 領域？

We know we're all about breaking down silos and bring more use cases, more personalized under the same roof.

我們知道我們都在打破孤島並在同一屋簷下帶來更多用例，更加個性化。

And we are strong believers that with digital transformation, the application is going to run the business.

我們堅信，通過數字化轉型，應用程序將運行業務。

And so if you understand the application, you can understand everything that has to -- that happens around the business, which gives you an opportunity to bring many more teams in.

因此，如果您了解該應用程序，您就可以了解所有必須要做的事情——這發生在業務中，這讓您有機會引入更多的團隊。

So long term, yes, I mean all of these are interesting things for us to do, and we see some of our customers implementing some new use cases that we haven't productized on Datadog already today.

從長遠來看，是的，我的意思是所有這些對我們來說都是有趣的事情，我們看到我們的一些客戶實施了一些我們今天還沒有在 Datadog 上產品化的新用例。

I would say, today, we're still focused on the products we have brought to market and the ones that are still in beta, and we're taking it step-by-step.

我想說，今天，我們仍然專注於我們已經推向市場的產品以及仍處於測試階段的產品，並且我們正在逐步進行。

But yes, there's much more we can do and want to do.

但是，是的，我們可以做和想做的還有很多。

Understood.

明白了。

And then sort of talking about some of the usage and cohort behaviors that we've seen over the last several quarters, coming off the slowdown that we saw at the end of last summer, I think the theme has been is that the usage trends and the expansion trends have sort of been reverting to normal and getting back to even higher than the pre-pandemic -- sort of in line with the sort of pre-pandemic levels.

然後談論我們在過去幾個季度看到的一些使用和隊列行為，擺脫了我們在去年夏末看到的放緩，我認為主題是使用趨勢和擴張趨勢有點恢復正常，甚至恢復到比大流行前更高的水平——有點與大流行前的水平一致。

As we stand in sort of going into the end of the year, how have those cohorts sort of changed?

當我們即將進入年底時，這些群體發生了怎樣的變化？

Is it just sort of continuing sort of usage?

它只是一種持續的使用嗎？

Or are you seeing different sort of longer-term contracts?

或者您是否看到了不同類型的長期合同？

And in what sense -- or what commonalities are you seeing across these cohorts that are different than just sort of the recovery off the end of last year?

在什麼意義上——或者你在這些群體中看到了哪些與去年底的複蘇不同的共性？

There's actually not many differences between what we see in the most recent cohorts and the previous cohorts.

實際上，我們在最近的隊列和之前的隊列中看到的差異並不大。

The 2 main trends that we see that are underpinning the success you've seen in the past few quarters.

我們看到的兩個主要趨勢是您在過去幾個季度中看到的成功的基礎。

As you identified earlier, the fact that the pace of cloud migration and digital transformation has resumed to where it was.

正如您之前指出的那樣，雲遷移和數字化轉型的步伐已經恢復到原來的水平。

That's the first ingredient.

這是第一個成分。

The second ingredient is that our newer products are reaching scale and are being successful and are basically propping up our growth as we solve a larger and larger problem for our customers.

第二個因素是我們的新產品正在達到規模並取得成功，並且在我們為客戶解決越來越大的問題時基本上支持了我們的增長。

So the combination of those 2 things really is what drives the success you've seen.

因此，這兩件事的結合確實推動了您所看到的成功。

And we continue to have our usage increase be about 2/3, usage of products the client had already, and about 1/3 adoption of new products.

我們繼續將我們的使用量增加大約 2/3，使用客戶已經擁有的產品，以及大約 1/3 的新產品採用。

That's been pretty consistent over time.

隨著時間的推移，這是相當一致的。

So we continue to see similar types of adoption path.

因此，我們繼續看到類似類型的採用路徑。

Makes some sense and very helpful, David, in terms of shedding some light on the split between those 2 vectors.

大衛，在闡明這兩個向量之間的分裂方面，這是有道理且非常有幫助的。

And congrats on the strong Q3.

並祝賀強勁的第三季度。

And our next question comes from Raimo Lenschow from Barclays.

我們的下一個問題來自巴克萊的 Raimo Lenschow。

Congrats from me as well.

我也祝賀你。

Olivier, can you -- you mentioned some of the large renewals you saw this quarter.

奧利維爾，你能 - 你提到了本季度看到的一些大型續訂。

And obviously, that we would think they're kind of heavy users of Datadog.

顯然，我們會認為他們是 Datadog 的重度用戶。

Can you just describe like how much of their estate is actually getting monitored by you, i.e., like how much have you penetrated them?

您能否描述一下您實際上監控了他們的財產有多少，即您滲透了他們多少？

And what kind of differentiates those customers from guys that are kind of smaller on your platform.

以及這些客戶與您平台上較小的客戶的區別是什麼。

So is that just a maturity thing?

那麼這只是一個成熟的事情嗎？

Or what are the drivers here that we need to think about?

或者我們需要考慮的驅動因素是什麼？

I think it depends a little bit on the customers, obviously.

顯然，我認為這在一定程度上取決於客戶。

But for some of the customers we've mentioned, it's very clear that they're standardizing on Datadog.

但是對於我們提到的一些客戶來說，很明顯他們正在對 Datadog 進行標準化。

As I mentioned, a very large 5-year deal, which is still somewhat atypical for us.

正如我所提到的，一個非常大的 5 年交易，這對我們來說仍然有些不典型。

But what this shows is that this is a customer that is far enough in their cloud transformation that they know where they're going.

但這表明，這是一個在他們的雲轉型中足夠遠的客戶，他們知道他們要去哪裡。

They're standardizing on us, and they plan over those 5 years to basically bring substantially everything they have into the cloud and in Datadog.

他們正在對我們進行標準化，他們計劃在這 5 年內基本上將他們擁有的所有東西都帶入雲和 Datadog 中。

So that's the -- that's what's behind it.

所以這就是 - 這就是它背後的原因。

And Again, right now, we only see that from the -- those of our large customers that are far enough in their cloud migration, and many of the -- of our large enterprise customers have started this cloud migration more recently.

同樣，現在，我們只能從那些在雲遷移中走得足夠遠的大客戶以及我們的許多大型企業客戶最近才開始進行雲遷移。

But we think it's representative of what's going to happen at a larger scale a few years from now.

但我們認為它代表了幾年後更大範圍內將要發生的事情。

Yes.

是的。

And then one for David.

然後是大衛。

If I look at the billings growth, you pointed out that you were at slightly better duration this year last year?

如果我看看比林斯的增長，你指出你去年的持續時間略好？

Like do you think you would be able to quantify that a little bit?

就像你認為你可以量化一點嗎？

Is that like a -- like is that a 20 points being, 10 points swing like some material, some materiality but not too much.

是不是像一個——像一個 20 分的存在，10 分的波動像一些物質，一些物質，但不是太多。

Like could you help us there?

你能幫我們嗎？

What we said in billings duration was we had large -- generally been in sort of the 7 months plus or minus then we had, had some contraction when in COVID last year down into the 6s.

我們在比林斯期限中所說的是我們有很大的時間——通常在我們所擁有的 7 個月左右的時間裡，在去年的 COVID 中下降到 6 個月時出現了一些收縮。

And now we're back up into that same range on billings duration that we had before in sort of the 7 to 8 months.

現在我們又回到了與之前 7 到 8 個月相同的計費持續時間範圍。

The same thing happened in contract duration.

同樣的事情也發生在合同期限上。

Although the contract duration, we said was complemented by multiyear contracts, which expanded the RPO in this quarter, and maybe a bit unique in terms of the number of multiyears that happened this quarter.

我們說，雖然合同期限得到了多年期合同的補充，這擴大了本季度的 RPO，並且就本季度發生的多年期數量而言可能有點獨特。

And our next question comes from as Kash Rangan from Goldman Sachs.

我們的下一個問題來自高盛的 Kash Rangan。

This is Nicolas (inaudible) sitting in for Kash.

這是 Nicolas（聽不清）為 Kash 坐席。

The question we have for you is, number one, can you please take rank for us the factors that have been contributing to revenue reacceleration?

我們要問您的問題是，第一，您能否為我們列出導致收入重新加速的因素？

You talked about all the various pieces of the puzzle here, but is there any way to stack rank them in terms of most influential versus list influential?

您在這裡談到了難題的所有各個方面，但是有沒有辦法按照最有影響力和最有影響力的名單對它們進行排名？

What drove the revenue acceleration here?

是什麼推動了這裡的收入加速？

The 2 main factors really are the resumption of cloud migration to the speed it had before the pandemic, and that's number one.

兩個主要因素確實是雲遷移恢復到大流行之前的速度，這是第一大因素。

And this one, we don't fully control, right?

而這個，我們不能完全控制，對吧？

I mean that's something that is highly dependent on the business environment around us.

我的意思是，這高度依賴於我們周圍的商業環境。

The second factor is the success of our new products and decide that we're -- we mentioned on the call, our APM and log products together reached more than $500 million in ARR.

第二個因素是我們新產品的成功，並決定我們 - 我們在電話會議上提到，我們的 APM 和日誌產品的 ARR 總計超過 5 億美元。

So not only are they growing very fast, like they say in hypergrowth but also, they contribute quite a bit to the revenue of the company.

因此，它們不僅增長非常快，就像他們在超增長中所說的那樣，而且它們為公司的收入做出了相當大的貢獻。

And we have more products coming up after that, that are also going very fast.

之後我們還會推出更多產品，這些產品的發展速度也非常快。

So this is the second factor.

所以這是第二個因素。

The third factor is that on the back of that, like with all the demand environment being there and with us solving a larger and larger problem, we successfully scaled the go-to-market teams so we can actually go after this opportunity.

第三個因素是，在此背景下，就像所有需求環境都存在並且我們解決了越來越大的問題一樣，我們成功地擴大了上市團隊的規模，因此我們實際上可以抓住這個機會。

So combine all those 3. That's how you get the direct generation of growth, yes.

所以結合所有這 3 個。這就是你獲得直接增長的方式，是的。

And as a follow-up, can you please comment on the hyperscalers to what extent they be contributing to growth?

作為後續行動，您能否評論一下超大規模企業在多大程度上促進了增長？

You signed deeper relationship with Azure last year, GCP as well, and others.

去年，你與 Azure、GCP 等簽署了更深層次的關係。

How important of that -- how important those partnerships can become in terms of go-to-market motion for you?

這有多重要——這些合作夥伴關係對你來說有多麼重要？

So we see that in a number of deals.

因此，我們在許多交易中看到了這一點。

I would say it's -- there's no drastic change from what we've seen before.

我想說的是——與我們以前看到的相比沒有太大的變化。

It's a continuation of what we've done with the hyperscalers before.

這是我們之前對超大規模計算機所做的工作的延續。

I think in some areas, we're a little bit more deliberate now in terms of the partnerships we put in place, and I think they are a little bit more defined than they used to be before maybe in some cases.

我認為在某些領域，就我們建立的合作夥伴關係而言，我們現在更加慎重，而且我認為在某些情況下，它們可能比以前更加明確。

But I would say they are not -- like these partnerships don't have any specific capacity -- set capacity attached to them online, but they are not part of our model for growth going forward.

但我會說他們不是——就像這些合作夥伴沒有任何特定的能力——在網上設置能力，但它們不是我們未來增長模式的一部分。

They're all upside from where we are.

它們都比我們所處的位置好。

So we keep investing in those partnerships.

因此，我們繼續投資於這些合作夥伴關係。

We think they are part of what we do, but they're not the main way we go-to-market. .

我們認為它們是我們工作的一部分，但它們不是我們進入市場的主要方式。 .

And your next question from Sterling Auty from JPMorgan.

還有來自摩根大通的 Sterling Auty 的下一個問題。

Yes.

是的。

I'm curious in terms of your existing customer growth that you saw in the quarter.

我對您在本季度看到的現有客戶增長感到好奇。

Can you characterize how much of that growth is just coming from their growth and expansion in the number of cloud hosts versus adopting more Datadog products?

您能否描述一下這種增長有多少來自云主機數量的增長和擴張，而不是採用更多的 Datadog 產品？

Yes.

是的。

I think we said that similar to previous quarters, about 2/3 of our growth.

我認為我們所說的與前幾個季度類似，約占我們增長的 2/3。

And that's comparing the size of the customer today versus the previous year comes from -- has come from expansion of their use of products that they had already bought.

這是比較今天與前一年的客戶規模來自 - 來自他們對已經購買的產品的使用擴展。

And about 1/3 has come from their adoption of the new products, and that's been pretty consistent over time.

大約 1/3 來自他們對新產品的採用，而且隨著時間的推移，這一直是相當一致的。

So that's how that splits.

所以就這樣分裂了。

At the back of the end -- you can you know roughly how the cloud providers are growing, and you see how we're going compared to them.

在最後——您可以大致了解雲提供商的增長情況，並且您可以看到我們與他們相比的情況。

So it gives you an idea basically of the lift we're getting from additional sales capacity around additional coverage, but also the -- the growth of our product suite.

因此，它基本上讓您了解我們從額外覆蓋範圍的額外銷售能力中獲得的提升，以及我們產品套件的增長。

Understood.

明白了。

And then one quick one on sales.

然後是一個快速的銷售。

Can you characterize where you are on sales capacity and your efforts to continue to hire to fuel the growth?

您能否描述一下您的銷售能力以及您為繼續招聘以推動增長的努力？

Well, so we're doing -- we have more capacity than last quarter and much less than next quarter.

好吧，所以我們正在做——我們的產能比上一季度要多，但比下個季度要少得多。

So we're still investing heavily.

因此，我們仍在大力投資。

We're growing those teams.

我們正在發展這些團隊。

And we're also investing not only in the hiring of the retention, but also in all of the enablement and training and the career pathing so we can make the most of our go-to-market team.

我們不僅投資於保留人才的招聘，還投資於所有的支持和培訓以及職業發展，這樣我們就可以充分利用我們的上市團隊。

So there's no -- again, no big change there from previous quarters where we keep investing.

因此，與我們繼續投資的前幾個季度相比，沒有什麼大的變化。

And the next question comes from Brad Reback from Stifel.

下一個問題來自 Stifel 的 Brad Reback。

Oli, on that massive financial services deal that you signed in the quarter, how much influence it newer on-prem products like networking and pipelines have on the decision there?

Oli，關於您在本季度簽署的那筆大規模金融服務交易，網絡和管道等較新的本地產品對那裡的決策有多大影響？

Or is that potential longer-term upside even with that large client?

或者即使有那個大客戶，這種潛在的長期上行空間？

With that specific client, without getting into too much detail, not much.

對於那個特定的客戶，沒有過多的細節，不多。

Because it's a client that is, I would say, a bit further along in their cloud migration.

因為它是一個客戶，我想說，在他們的雲遷移中走得更遠。

And they're moving a lot of their workloads into cloud environments in the end.

他們最終將大量工作負載轉移到雲環境中。

For some other of our customers that we're not mentioning on this call, this is a big deal, and this is something that they're spending quite a bit of time on with us right now.

對於我們在本次電話會議中沒有提及的其他一些客戶來說，這是一件大事，這是他們現在花費大量時間與我們在一起的事情。

So it -- you probably will hear us about it in further calls, I would say.

所以——我會說，你可能會在以後的電話中聽到我們的消息。

And the next question comes from Tyler Radke from Citi.

下一個問題來自花旗的 Tyler Radke。

Can you hear me now?

你能聽到我嗎？

Yes.

是的。

Sorry about that.

對於那個很抱歉。

I wanted to talk about the strength that you saw on some of the larger lands.

我想談談你在一些較大的土地上看到的力量。

And I think you called out a number of 7-figure lands.

而且我認為你提到了一些 7 位數的地。

And I'm curious, do you think at a high level, this is mainly driven by specific go-to-market investment?

我很好奇，你認為在高層次上，這主要是由特定的上市投資驅動的嗎？

I know you've obviously been growing the sales force including the enterprise.

我知道你顯然一直在發展包括企業在內的銷售隊伍。

Or is this simply just the product set kind of at a maturity point where you're just kind of seeing this demand more organically?

或者這僅僅是產品集的成熟點，你只是更有機地看到了這種需求？

It's a bit of everything, right?

什麼都有，對吧？

So obviously, the product strength is what we rest on so that when it solves the problem -- the customer problem really well and it's very easy to adopt in no fractions.

所以很明顯，產品實力是我們所依賴的，所以當它解決問題時——客戶問題非常好，而且很容易被採用。

So that's not new.

所以這並不新鮮。

That's what we've built the company the whole time and it's still there.

這就是我們一直在建立公司的東西，而且它仍然存在。

But also, with a product that is growing very fast at customers, as you grow your go-to-market teams, you have to be deliberate about the way you organize these -- this go-to-market team so that you don't just stop at the customers.

而且，對於在客戶中增長非常快的產品，隨著你的上市團隊的壯大，你必須仔細考慮組織這些的方式——這個上市團隊，這樣你就不會' t 只是停在客戶身上。

You have the data already drive a lot of growth.

您擁有的數據已經推動了很多增長。

You also go out of your way to acquire new ones.

你也會不遺餘力地獲得新的。

And so we're also always tweaking the way we run the go-to-market teams to make sure that we focus the teams and reward the teams for landing new customers.

因此，我們也一直在調整我們運行上市團隊的方式，以確保我們專注於團隊並獎勵團隊吸引新客戶。

So yes, we keep tweaking that over time to make sure that we don't become victims of the success of our product when it comes to organically growing within customers.

所以，是的，我們會隨著時間的推移不斷調整，以確保在客戶內部有機增長方面，我們不會成為我們產品成功的受害者。

Yes.

是的。

And just a follow-up on that.

只是對此的跟進。

I'm curious, obviously, at DASH, you talked about a lot of security products.

我很好奇，很明顯，在 DASH，你談到了很多安全產品。

To what extent is the product road map around application security really influencing these larger deals?

圍繞應用程序安全的產品路線圖在多大程度上真正影響了這些大型交易？

And is that an important consideration with these customers making these commitments, just kind of where they see your product road map going?

這些客戶做出這些承諾是否是一個重要的考慮因素，就像他們看到你的產品路線圖的方向一樣？

It starts coming up in conversations more and more, but it's still early for the convergence of DevOps and security.

它開始越來越多地出現在對話中，但 DevOps 和安全性的融合還為時過早。

So when you talk about a 5-year strategic alignment with customers, security is a part of the conversation.

因此，當您談論與客戶的 5 年戰略一致性時，安全性是談話的一部分。

But for most of our customers today, it's still a second step.

但對於我們今天的大多數客戶來說，這仍然是第二步。

Like they start with observability.

就像他們從可觀察性開始一樣。

They start with the cloud.

他們從雲開始。

They start with what we have today.

他們從我們今天所擁有的開始。

And then they want to actually bring security under the same roof as observability data.

然後他們希望將安全性與可觀察性數據置於同一屋簷下。

And your next question comes from Matt Hedberg from RBC.

您的下一個問題來自 RBC 的 Matt Hedberg。

Yes.

是的。

This is actually Matt Swanson on for Matt Hedberg.

這實際上是馬特·斯旺森為馬特·海德伯格效力的。

And my congratulations on the quarter as well as the new acquisition Ozcode.

我祝賀本季度以及新收購的 Ozcode。

Could you go a little bit more into the technology there?

你能更深入地了解那裡的技術嗎？

And specifically, kind of what you're adding, that's differentiated from your automated incident management product?

具體來說，您添加的內容與您的自動化事件管理產品有什麼不同？

Because I know you said you could do debugging in production.

因為我知道你說過你可以在生產中進行調試。

Is it just part of the actual beginning stages of the DevOps life cycle?

它只是 DevOps 生命週期實際開始階段的一部分嗎？

Or is that maybe you could get merged into that product?

或者，也許您可以合併到該產品中？

Yes.

是的。

So it's actually -- where it stands in the stack is it's live debugging, meaning that the same way you can use a debugger on your laptop and you place a breakpoint in and see what the code is doing and the variables in the code are and things like that.

所以實際上 - 它在堆棧中的位置是實時調試，這意味著您可以在筆記本電腦上使用調試器並放置斷點並查看代碼正在做什麼以及代碼中的變量是和像這樣的東西。

This is technology that lets you do that in production environment.

這項技術可以讓您在生產環境中做到這一點。

So you can -- in your ID, you can place a breakpoint in the code and the coding production is actually going to tell you what's going on in the code at that moment at that time.

所以您可以-- 在您的ID 中，您可以在代碼中放置一個斷點，而編碼產品實際上會告訴您當時代碼中發生了什麼。

You don't have to update the code.

您不必更新代碼。

You don't have to shift software.

您不必更換軟件。

So it's something that developers are used to doing in development environment.

所以這是開發人員習慣於在開發環境中做的事情。

And this is technology that lets you do that in production as well.

這項技術也可以讓您在生產中做到這一點。

So it's very interesting to us.

所以這對我們來說非常有趣。

It's also something that corresponds to some work we've been doing internally.

這也與我們內部一直在做的一些工作相對應。

So there's 3 things that are interesting to us about the Ozcode acquisition.

所以我們對 Ozcode 的收購有 3 件有趣的事情。

One is live debugging technology, which is very interesting.

一是現場調試技術，很有意思。

Second is, it's a (inaudible) that focuses, that specializes on .NET, which is a capability that is very interesting to many of our large enterprise customers.

其次，它是一個（聽不清），專注於 .NET，這是我們的許多大型企業客戶非常感興趣的一項功能。

And that is often underserved by newer -- I would say, newer innovations in the market.

而這往往被市場上更新的 - 我會說，更新的創新服務不足。

And then the third thing that's interesting to us is that this is going to be our first engineering team in Israel.

然後對我們來說有趣的第三件事是，這將是我們在以色列的第一個工程團隊。

And we do intend to grow that team and invest quite a bit.

我們確實打算擴大該團隊並進行大量投資。

That's really helpful.

這真的很有幫助。

One other thing, I guess, thinking more from a higher level, when we think about DevSecOps.

另一件事，我猜，當我們考慮 DevSecOps 時，從更高的層次思考。

I feel like it's a term that we're hearing more and more from more companies.

我覺得這是一個我們從越來越多的公司那裡聽到的術語。

So I mean, kind of core to establishing -- breaking down those silos is going to be consolidating spend down to certain vendors.

所以我的意思是，建立一種核心——打破這些孤島將把支出整合到某些供應商身上。

Is there a way you guys think about kind of the gravity of those budgets between the 3 sections.

你們有沒有辦法考慮這三個部分之間這些預算的嚴重性。

Is there 1 area that you need to be at the core of?

您是否需要成為 1 個領域的核心？

Do you think developers have the most power, security has the most power?

你認為開發者的權力最大，安全的權力最大嗎？

I'm just trying to think as more and more companies try to build across those 3 areas.

我只是在想，隨著越來越多的公司試圖跨越這三個領域進行建設。

What do you see as deciding who wins that consolidation?

您認為決定誰贏得整合的因素是什麼？

Yes.

是的。

Well, I think there are 3 things that have been massive.

嗯，我認為有 3 件事是巨大的。

One is there's many more developers than any other role.

一是開發人員比任何其他角色都多。

So they have power by virtue of being the most populous and the largest salary mass and everything else.

因此，他們憑藉人口最多、薪酬最高的群體以及其他一切而擁有權力。

So you get quite a bit of yield in serving developers.

因此，您在為開發人員服務方面獲得了相當多的收益。

The second thing that is massive is the amount of friction for instrumenting applications.

第二個巨大的問題是儀表應用程序的摩擦量。

And the third thing that is massive is the data volumes in terms of logs.

第三件事是大量的日誌數據量。

And I think we have a strong advantage on all 3 compared to pure-play security vendors for that space.

而且我認為與該領域的純安全供應商相比，我們在這三個方面都具有強大的優勢。

And our next question comes to Brent Thill from Jefferies.

我們的下一個問題來自 Jefferies 的 Brent Thill。

David, the numbers are obviously all accelerating.

大衛，這些數字顯然都在加速。

I guess, kind of underpinning the numbers, is there anything new you would call that was striking to you that you haven't seen.

我想，作為這些數字的基礎，有什麼新的東西你會稱之為你沒有見過的讓你印象深刻的東西。

Is there any common themes that maybe we can't see in the numbers that also account to the strength and what you're seeing in the overall results this quarter?

是否有任何共同的主題可能我們無法在數字中看到，這些主題也說明了實力以及您在本季度的總體結果中看到的內容？

I think it's a combination of a number of things at the same time, strong lands over a number of quarters, which then began to use the product and accelerate -- acceleration of budgets around cloud migration, which caused the usage to increase, and continue to be strong, and cross-sell of other products as our product suite gets adopted and the success there, more of the products as we showed are getting adopted by the clients.

我認為這是同時發生的一些事情，在多個季度強勢登陸，然後開始使用該產品並加速——圍繞雲遷移的預算加速，導致使用量增加，並繼續為了變得強大，並在我們的產品套件被採用並在那裡取得成功時交叉銷售其他產品，我們展示的更多產品正在被客戶採用。

So the combination of all of those at the same time and strength geographically across all the regions caused the acceleration from last year's post-COVID type of results.

因此，所有這些因素的結合以及所有地區的地理優勢導致了去年 COVID 後類型結果的加速。

And maybe for Olivier, just as it relates to cloud migrations, one of the things we continue to hear about is a dual-cloud strategy or even multi-cloud strategy.

也許對於 Olivier 來說，正如它與雲遷移有關，我們不斷聽到的一件事是雙雲戰略甚至多雲戰略。

Are you seeing that starting to help your business?

您是否看到這開始對您的業務有所幫助？

Or is that still yet to come?

還是那還沒有到來？

We definitely see it.

我們肯定看到了。

Our customers are very clear on the fact that they are going to be multi-cloud.

我們的客戶非常清楚他們將成為多雲。

They often start multi-cloud even though initially, they're going to have more weight in 1 cloud than another.

他們經常啟動多雲，即使最初，他們在一個雲中的權重會比另一個更大。

So it's frequent for customers when they start their cloud migration to have -- to pick 2 of the major clouds to have maybe 95% of their volume in 1 and 5% in the other.

因此，當客戶開始他們的雲遷移時，他們經常會選擇 2 個主要雲，以便將 95% 的容量放在 1 中，將 5% 放在另一個中。

But their goal is always to be able to, further down the road, choose whether they make further investment in 1 or the other or even on a third on-prem option and that would be a private cloud.

但他們的目標始終是能夠在更遠的道路上選擇是否對其中一個或另一個甚至第三個本地選項進行進一步投資，這將是私有云。

So this is a plan that we hear more and more from pretty much all of our customers.

所以這是一個我們從幾乎所有客戶那裡聽到的越來越多的計劃。

And we see that -- as we see our customers getting further along like the some of the ones, we've mentioned on the call today, we definitely see them making multi-cloud decisions there.

我們看到了——當我們看到我們的客戶像我們今天在電話會議上提到的一些客戶一樣相處得更遠時，我們肯定會看到他們在那裡做出多雲決策。

And our next question comes from Michael Turits from KeyBanc.

我們的下一個問題來自 KeyBanc 的 Michael Turits。

I just want to ask 2 overlapping questions about the sales force.

我只想問兩個關於銷售人員的重疊問題。

On the one hand, and I think Tom may have talked about this a bit at Dash, but how are you addressing with the single primary sales force, the different buying centers and buyers between security, development and business users.

一方面，我認為 Tom 可能在 Dash 上談到了這一點，但你如何處理單一的主要銷售人員、不同的購買中心和安全、開發和業務用戶之間的買家。

And also, how is the sales force evolving from reps that probably, really sold essentially 1 product and now have to sell so many more products.

而且，銷售人員是如何從銷售人員演變而來的，這些銷售人員可能實際上只銷售了一種產品，而現在必須銷售更多的產品。

That's frequently a tough time for transition in the sales force.

這通常是銷售隊伍過渡的艱難時期。

Yes.

是的。

So today, we're still not specializing the sales force.

所以今天，我們仍然沒有專門化銷售隊伍。

We've discussed a little bit in the past call, we still -- we think with security, we might have to do a little bit of specialization.

我們在過去的電話會議中討論了一點，我們仍然 - 我們認為安全，我們可能需要做一些專業化。

We're testing a few things, but we haven't felt the need to do anything drastic just yet.

我們正在測試一些東西，但我們還沒有覺得有必要做任何激烈的事情。

For the rest of our products, today, it works quite well to have the same sales force carry the various products.

對於我們的其他產品，今天，讓相同的銷售人員攜帶各種產品非常有效。

And a lot of that has to do with the fact that the adoption of those products tends to be frictionless.

這在很大程度上與這些產品的採用往往是無摩擦的這一事實有關。

And so we don't need to land all the products at once.

所以我們不需要一次登陸所有的產品。

We're going to land a few.

我們要降落一些。

And then we need to nudge our customers a little bit to start adopting more of them over time as they get more and more value from Datadog.

然後我們需要稍微推動我們的客戶，隨著時間的推移開始採用更多的客戶，因為他們從 Datadog 獲得越來越多的價值。

But the lift there is not as heavy as if we had to come back and do a big bank sale every single time.

但是那裡的電梯沒有我們每次都必須回來做大銀行銷售那麼重。

So today, no specialization, yet.

所以今天，還沒有專業化。

I think it -- some of it is likely to happen over time in all likelihood with security, but we haven't done anything yet there.

我認為它 - 其中一些很可能會隨著時間的推移而發生，但我們還沒有在那裡做任何事情。

And as I said, do you find that the sales force that's been with you selling -- I mean your product is always diverse, but was essentially an observability product, more in the traditional monitoring sense.

正如我所說，您是否發現與您一起銷售的銷售人員 - 我的意思是您的產品總是多樣化的，但本質上是一種可觀察性產品，更多的是傳統的監控意義。

Is that same sales force adapting to this much wider portfolio?

相同的銷售隊伍是否正在適應這個更廣泛的產品組合？

Or are you starting to see a turnover in that sales force to accommodate that?

或者您是否開始看到該銷售人員的人員流動以適應這種情況？

Yes.

是的。

The sales force is adapting.

銷售人員正在適應。

I think mostly what we're working on is the structures behind the scene to target the sales force and to enable the sales force so they know basically who to talk to about what product when.

我認為我們正在研究的主要是幕後結構，以針對銷售人員並使銷售人員能夠基本上知道何時與誰談論什麼產品。

And it's actually one of the things that Adam Blitzer has been working on, bringing to us a bit of his experience with similar problems at his previous company.

這實際上是 Adam Blitzer 一直在做的事情之一，為我們帶來了他在前公司遇到類似問題的一些經驗。

And your next question comes from Kamil Mielczarek from William Blair.

您的下一個問題來自 William Blair 的 Kamil Mielczarek。

Congrats on the main quarter.

恭喜主季。

It's great to hear about the record deal and the record ARR adds across the platform.

很高興聽到唱片交易和 ARR 在整個平台上添加的唱片。

As your largest customers scale and standardize on Datadog, can you talk about how conversations have changed around pricing?

隨著您最大的客戶在 Datadog 上進行擴展和標準化，您能否談談圍繞定價的對話發生了怎樣的變化？

Are there any particular modules where maybe you're seeing relatively higher levels of pushback on costs?

是否有任何特定的模塊，您可能會看到相對較高的成本阻力？

And given the rapid -- especially given the rapid growth in data and the pricing changes made by some of your competitors over the past 2 years?

考慮到快速——尤其是考慮到數據的快速增長和一些競爭對手在過去 2 年中做出的定價變化？

Well, I mean, usually the module for which is the most pushback is the one that happens to be the biggest item for that customer.

嗯，我的意思是，通常最受反對的模塊是那個客戶碰巧是最大的項目。

Overall, the -- there's 1 thing that you've correctly identified, which is data volumes are just going to explode much faster than customers' revenues are going to go up.

總體而言，您已經正確識別了一件事，那就是數據量的爆炸式增長速度將遠快於客戶收入的增長速度。

And so we need to be able to differentiate from a technical perspective to solve these problems in a different way of our customers or to give them more control so they can target what they add, they need to keep.

因此，我們需要能夠從技術角度進行區分，以不同的方式解決我們客戶的這些問題，或者給予他們更多的控制權，以便他們可以針對他們添加的內容，他們需要保留。

A number of these things we've announced at Dash last week actually, were meant to help with that.

實際上，我們上週在 Dash 上宣布的其中一些內容旨在幫助解決這個問題。

So I've talked about observability pipeline as one of them.

因此，我將可觀察性管道作為其中之一進行了討論。

The live archive for logs is another one of them.

日誌的實時存檔是其中的另一個。

And there's going to be more of a time to address that.

並且會有更多的時間來解決這個問題。

So we didn't make any pricing changes, but we are innovating from a product perspective to have new ways of solving these problems and to give more control to our customers.

因此，我們沒有進行任何定價更改，但我們正在從產品角度進行創新，以找到解決這些問題的新方法，並為我們的客戶提供更多控制權。

It makes a lot of sense.

這很有道理。

And on -- following up on the product innovation, your R&D expense is up more than 80% year-to-date, well above the 2020 levels of growth.

並且——跟進產品創新，您的研發費用今年迄今增長了 80% 以上，遠高於 2020 年的增長水平。

It's great to see the fruits of these investments with the numerous announcements of Datadog Dash.

很高興通過 Datadog Dash 的眾多公告看到這些投資的成果。

But can you give us more detail around the decision to accelerate the level of R&D spend over the past year?

但是，您能否就過去一年加快研發支出水平的決定向我們提供更多細節？

And has anything changed about the broader opportunity versus pre-pandemic to drive this elevated level of spend?

與大流行前相比，推動這種高水平支出的更廣泛機會是否有任何變化？

And how should we think about the targeted cadence of future product introductions?

我們應該如何考慮未來產品推出的目標節奏？

I know there's a lot there.

我知道那裡有很多。

Well, we're going as fast as we can on the engineering side.

好吧，我們在工程方面會盡可能快。

It so happens that we could sustain a very high growth on the recruiting and retention side.

碰巧我們可以在招聘和保留方面保持非常高的增長。

And we're very confident that our platform lends itself to solving bigger problems, more problems and to making those products successful.

我們非常有信心，我們的平台有助於解決更大的問題、更多的問題並使這些產品取得成功。

So we're scaling them as fast as we can.

所以我們正在盡可能快地縮放它們。

It's important to go fast when scaling those teams because there's quite a bit of a lead time between the time when you hire engineers and the time when you get new products on the other hand.

在擴展這些團隊時，重要的是要快速進行，因為從僱傭工程師到獲得新產品的時間之間有相當長的時間。

I've mentioned in other calls like maybe hiring now is a good predictor of output 2 years from now on the engineering side.

我在其他電話會議中提到過，現在招聘可能是工程方面 2 年後產出的一個很好的預測指標。

So we should get started.

所以我們應該開始了。

That's why we're doing it.

這就是我們這樣做的原因。

And our next question comes from Yun Kim from Loop Capital Markets.

我們的下一個問題來自 Loop Capital Markets 的 Yun Kim。

Congrats on the quarter as well for me.

我也祝賀這個季度。

But Oli, you're already bigger than all your near-term or nearest competitors growing faster than all of them by a couple of magnitude.

但是奧利，你已經比所有近期或最近的競爭對手都大，增長速度比他們所有人都快幾個數量級。

You talked about enterprise standardization trend that led to your largest deal in the company's history.

您談到了導致您在公司歷史上最大一筆交易的企業標準化趨勢。

So are you seeing more and more of that enterprise standardization trend with large organization?

那麼，您是否看到越來越多的大型組織的企業標準化趨勢？

And as a result, are you seeing more and more displacement deals out there rather than just simply selling into large greenfield opportunities?

因此，您是否看到越來越多的置換交易，而不僅僅是簡單地出售大型綠地機會？

So I would say it is still -- the bulk of the standardization still has to come, right?

所以我會說它仍然 - 大部分標準化仍然需要，對嗎？

And it depends on the maturity of our customers' migration into their -- into the cloud more than the adoption of our product, I would say.

我想說，這取決於我們的客戶遷移到他們的雲的成熟度，而不是我們產品的採用。

But we definitely think that it's something that's going to play a big role in the years to come.

但我們絕對認為這將在未來幾年發揮重要作用。

When that happens, when standardization happens, there is typically some displacement because what was used on the legacy side or on the other side of the shop is going to be left behind, and we're going to replace that.

當這種情況發生時，當標準化發生時，通常會有一些位移，因為在遺留端或商店另一端使用的東西將被拋在後面，我們將替換它。

And that's part of the various rationalization that takes place.

這是發生的各種合理化的一部分。

But again, today, it's still a small part of what we do.

但同樣，今天，它仍然只是我們所做工作的一小部分。

We -- the bulk of our business is still net new cloud environment, a lot of growth in the cloud environment with the occasional replacement of unsuccessful deployments of previous tools.

我們——我們的大部分業務仍然是全新的雲環境，雲環境中的大量增長，偶爾更換不成功的先前工具部署。

So just for your existing customers, are you seeing many of your customers having a mixed vendors of the observability products like, for instance, they have your product, along with some of the other parts of the organization may have some of your competitive products as well.

因此，對於您現有的客戶，您是否看到您的許多客戶擁有可觀察性產品的混合供應商，例如，他們擁有您的產品，以及組織的其他一些部分可能擁有您的一些競爭產品，例如好。

So it's just a matter of time before the customer needs to standardize on 1 platform.

因此，客戶需要在 1 個平台上進行標準化只是時間問題。

Yes.

是的。

So there is a -- what we see is any time we land into a large enterprise, for example -- and we're going to start in the cloud environment.

所以有一個——例如，我們看到的是任何時候我們進入一家大型企業——我們將從雲環境開始。

Their on-prem environments are going to have a collection of other things.

他們的本地環境將收集其他東西。

They're going to have older infrastructure monitors like the BMCs and Tivoli's of the world.

他們將擁有較舊的基礎設施監視器，例如世界上的 BMC 和 Tivoli。

They're going to have older ATMs.

他們將擁有較舊的自動取款機。

They're going to have Splunk or Elastic somewhere in on-prem as well.

他們還將在本地的某個地方安裝 Splunk 或 Elastic。

It's a given.

這是給定的。

But we're not going to displace that from day 1. We're going to be a solution that are going to be in environment and we're going to displace those products as the customers reach critical mass in the cloud, and this starts standardizing.

但是我們不會從第一天開始就取代它。我們將成為一個將在環境中的解決方案，隨著客戶在雲中達到臨界質量，我們將取代這些產品，這開始了標準化。

So we -- what we think from what we see, the customers that are doing that today are the ones who are far along in their cloud migration and started that one like a few years ago.

因此，我們 - 從我們所看到的情況來看，今天這樣做的客戶是那些在他們的雲遷移中走得很遠並且像幾年前一樣開始遷移的客戶。

So we think this is going to be play role in the years to come.

所以我們認為這將在未來幾年發揮作用。

And David, just a quick question on cash flow dynamics.

大衛，只是一個關於現金流動態的快速問題。

Obviously, your contract link is increasing.

顯然，您的合同鏈接正在增加。

You're getting more and more large number of deals.

你得到越來越多的交易。

Do you expect the cash flow to be more or less -- see more greater seasonality maybe weighted towards more second half of the year going forward?

您是否預計現金流會或多或少 - 看到更多更大的季節性可能會影響未來下半年的更多？

No.

不。

We -- I think we said in the script that even though we've gone -- we've had some more multiyears, there's still annual billing at most.

我們——我想我們在劇本中說過，即使我們已經走了——我們還有更多的多年時間，最多仍然有年度計費。

We don't go for financing the company through collecting events.

我們不會通過收集事件來為公司融資。

So there really is very little, as we talked about, long-term change in the billing dynamics.

因此，正如我們所說，計費動態的長期變化確實很少。

In terms of cash flow, we tend to see a little bit of seasonality at the end of the year when we go through our sales -- end of the year sales cycle and then collect in the first quarter.

在現金流方面，我們傾向於在年底進行銷售時看到一點季節性 - 年底銷售週期，然後在第一季度收集。

But I wouldn't see too much change in the cash flow dynamics from either the longer duration of contracts or seasonality.

但無論是合同期限延長還是季節性因素，我都不會看到現金流動態有太大變化。

And our next question comes from Gregg Moskowitz from Mizuho.

我們的下一個問題來自瑞穗的 Gregg Moskowitz。

Okay.

好的。

Olivier, just to follow up on the security go-to-market.

Olivier，只是為了跟進安全上市。

Your security monitoring product has now been GA for a while, whereas some of the other components of your cloud security platform are much newer.

您的安全監控產品現在已經 GA 有一段時間了，而您的雲安全平台的其他一些組件要更新得多。

But what I'm wondering is, how would you assess the readiness of your sales force and your channel to sell security to your installed base today?

但我想知道的是，您將如何評估您的銷售人員和您的渠道今天向您的安裝基礎銷售安全產品的準備情況？

Today, it's still a product that is being adopted by customers when they already let at our customers that we don't -- we really land with it first.

今天，它仍然是一種被客戶採用的產品，而他們已經讓我們的客戶接受了我們不接受的——我們真的首先使用它。

And that's by design, right?

這是設計使然，對吧？

That's -- as we keep developing it, and as we keep making it applicable to a broader set of customers.

那是-隨著我們不斷開發它，並且隨著我們不斷使其適用於更廣泛的客戶群。

We are starting though -- we're getting to the point where soon we'll have the full V1 of our cloud security platform.

不過，我們已經開始了——我們很快就會擁有云安全平台的完整 V1 版本。

I think for that, we're still missing the general availability of the application security component.

我認為為此，我們仍然缺少應用程序安全組件的普遍可用性。

Once we have that, I think we look into accelerating the go-to-market side a little bit and maybe doing some of the specialization we've been discussing earlier in this call, but we haven't done that yet.

一旦我們有了這個，我認為我們會考慮加速進入市場方面，也許會做一些我們在本次電話會議早些時候討論過的專業化，但我們還沒有這樣做。

And the next question comes from Kash Rangan from Goldman Sachs.

下一個問題來自高盛的 Kash Rangan。

I suppose it's a 2-for-1 deal today.

我想今天是 2 比 1 的交易。

As you look at calendar '22, you've had a -- few of new products that you've added to the portfolio, including some of the demos that you happily and (inaudible) demonstrated to us last week, I believe.

我相信，當您查看日曆 '22 時，您已經添加了一些新產品到產品組合中，包括上週您高興地（聽不清）向我們展示的一些演示。

Any changes, enhancements or tweaks to go to market as you look at 2022.

展望 2022 年，任何要上市的變化、增強或調整。

And also, as you look to clearly signing these 5-year contracts and mega contracts are a change in the way customers look at Datadog.

而且，當您希望清楚地簽署這些 5 年期合同和大型合同時，客戶對 Datadog 的看法發生了變化。

I'm curious if you're embolden to pursue a specific enterprise sales channel and having a separate go-to-market effort that is in pointedly in pursuit of mega deals.

我很好奇你是否有勇氣追求特定的企業銷售渠道，並有針對性地追求大型交易的單獨進入市場的努力。

Just like our friends at Salesforce started doing some 5, 6 years back or so, and it was definitely fruitful.

就像我們在 Salesforce 的朋友在大約 5、6 年前開始做的那樣，這絕對是富有成果的。

I'm wondering if you see the same kind of opportunity.

我想知道你是否看到了同樣的機會。

Yes.

是的。

So we do -- so first of all, I mean, we -- I mean, yes, customers see us differently over time.

所以我們這樣做 - 首先，我的意思是，我們 - 我的意思是，是的，隨著時間的推移，客戶對我們的看法會有所不同。

I mean we are definitely -- like we're becoming one of the platforms that they are going to standardize big points of their business around, and that's definitely a different relationship with them than just something -- some people on their team are using.

我的意思是我們絕對 - 就像我們正在成為他們將圍繞其業務的重點標準化的平台之一，這絕對是與他們的不同關係 - 他們團隊中的一些人正在使用的東西。

So that's the change we see.

這就是我們看到的變化。

And we see across a large number of our customers.

我們看到了大量的客戶。

Now in terms of pursuing the larger deal, I mean, we do have different ways of structuring our teams internally so that we have folks that are going after new logos that might be smaller, folks that are going after growth at reaching customers, folks that are going after the growth of the very biggest customers.

現在，就追求更大的交易而言，我的意思是，我們確實有不同的內部團隊結構方式，這樣我們就有了追求可能更小的新標識的人，追求增長以接觸客戶的人，正在追求最大客戶的增長。

And we have some segmentation internally on that, and we'll have more and more segmentation as we grow as we need to focus a little bit every one.

我們在內部對此進行了一些細分，隨著我們的成長，我們將進行越來越多的細分，因為我們需要關注每個人。

But we're still not looking for those very large deals.

但我們仍然沒有尋找那些非常大的交易。

We do them today when our customers want them.

今天，當我們的客戶需要它們時，我們就會這樣做。

When they need the -- for their own planning purposes.

當他們出於自己的計劃目的需要時。

And when they want to commit their own organizations, we'll do those deals for them.

當他們想要委託他們自己的組織時，我們會為他們做這些交易。

But this is not something that we actively seek.

但這不是我們積極尋求的。

Our product, and we've seen throughout the year that our product is very sticky, and that our product grows very well with our customers.

我們的產品，我們全年都看到我們的產品非常有粘性，而且我們的產品與客戶一起成長得很好。

So there's no point on our end in pushing for very large, very long-term deals.

因此，我們沒有必要推動非常大、非常長期的交易。

And I think on these good words, I think we'll close the call.

我認為這些好話，我想我們會結束通話。

So I want to thank you all for this -- for sticking with us through the call.

所以我要感謝你們所有人——通過電話與我們保持聯繫。

We're all very happy obviously with the performance this quarter, which is all thanks to the team at Datadog and Datadog worldwide and their hard work.

顯然，我們都對本季度的表現感到非常滿意，這要歸功於 Datadog 和全球 Datadog 的團隊以及他們的辛勤工作。

And so I want to congratulate against everyone, and thank everyone for a job very, very well done.

所以我要祝賀大家，感謝大家非常非常出色地完成了工作。

And we'll see you all next quarter.

我們下個季度再見。

Thank you.

謝謝你。

Thank you.

謝謝你。

Ladies and gentlemen, this concludes today's conference.

女士們，先生們，今天的會議到此結束。

Thank you for participating.

感謝您的參與。

You may now disconnect.

您現在可以斷開連接。