Categories Earnings Call Transcripts

Twilio, Inc. (TWLO) Q2 2021 Earnings Call Transcript

TWLO Earnings Call - Final Transcript

Twilio 公司 (紐約證券交易所: TWLO) 2021 年第 2 季度盈利電話日期為2021 年 7 月 29 日

企業參與者:

安德魯·齊利——投資者關係和財政部副總裁

傑夫·勞森聯合創始人、首席執行官兼董事長

胡喬治首席運營官

霍澤馬·希普坎德勒首席財務官

分析師:

邁克爾·圖林富國證券-分析師

J.德里克·伍德考恩-分析師

泰勒·麥金尼斯瑞銀-分析師

梅塔·馬歇爾摩根士丹利有限公司-分析師

里希·賈盧里亞加拿大皇家銀行資本市場有限責任公司-分析師

馬特·斯托特勒威廉·布萊爾-分析師

薩馬德·薩馬納傑弗裡斯,有限責任公司-分析師

弗雷德里克·哈弗邁爾麥格理資本-分析師

亞歷克斯·祖金沃爾夫研究-分析師

布倫特·佈雷斯林派珀·桑德勒公司-分析師

意志力貝爾德-分析師

西蒂·帕尼格拉希瑞穗-分析師

里安·孔茨尼德姆-分析師

馬克·墨菲摩根大通-分析師

介紹:

算子

美好的一天,謝謝你的旁等。歡迎參加Twilio 2021年第二季度盈利電話會議。[操作說明]我現在想把會議交給投資者關係和財政部副總裁安德魯·齊利。請繼續。

安德魯·齊利——投資者關係和財政部副總裁

謝謝 阿什利大家下午好感謝您加入我們,參加 Twilio 2021 年第二季度收益電話會議。我們準備好的評論,我們的收益新聞稿,SEC檔和今天的電話重播可以在我們的 IR 網站上找到 investors.twilio.com。今天和我一起參加問答的還有聯合創始人兼首席執行官傑夫·勞森;胡喬治,庫:和霍澤瑪 · 希普坎德勒, 首席財務官。作為提醒,我們今天的一些評論可能是非公認會計原則的術語。我們的 GAAP 和非 GAAP 結果之間的對賬以及與指導相關的進一步資訊可在我們的收益新聞稿中找到。此外,我們的一些討論和回應可能包含前瞻性陳述,這些陳述受風險、不確定性和假設的影響,特別是我們收購的預期業務利益和財務影響,特別是細分市場和 ValueFirst 以及我們的合夥企業,包括關聯交易。Twilio 對截至 2021 年 9 月 30 日的季度前景以及我們管理更改和網路服務提供者費用的能力(我們在平臺上交付通信方面支付的費用以及這些費用對毛利率的影響)可能會發生變化。如果這些風險中的任何一個實現,或者我們的假設被證明是不正確的,實際財務結果可能與我們的預測或這些前瞻性陳述所暗示的結果存在重大差異。這些風險、不確定性和假設以及可能影響我們財務業績的其他因素的描述包含在我們的 SEC 檔中,包括我們關於表格 10-K 的最新報告和隨後關於 10-Q 表格的報告。

我們在今天的討論中發言時,應考慮參考這些資料。前瞻性陳述僅代表我們的信念和假設,自作出此類陳述之日起。我們不承擔更新本呼籲期間作出的任何前瞻性聲明以反映今天之後的事件或情況,或反映新資訊或意外事件的發生,除非法律要求。說到這,我會把它交給傑夫作簡短的陳述,然後我們再打開問答電話。

傑夫·勞森聯合創始人、首席執行官兼董事長

謝謝,齊利在我們今天開始回答你的問題之前,我想談談Twilio對説明10億人公平和全球接種疫苗的承諾。對許多人來說,它開始感覺生活正在恢復正常,疫苗隨時可用,至少在美國是這樣。然而,發源於世界沒有相同疫苗水準的地區的三角洲變種,現在已經波及到全世界,對接種疫苗和未接種疫苗的人的影響比我們以前看到的要高。對我來說,這強調了為世界接種疫苗的重要性,我特別自豪的是Twilio選擇利用我們的產品、我們的時間、我們的人民和我們的資金,幫助確保全球公平接種疫苗所發揮的作用。

今年3月,我們致力於説明10億人實現目標,目的是教育人們並幫助他們接種疫苗。我們與 450 個組織合作,在短短的三個月內,我很自豪地說,我們的產品已經用於説明 2.97 億人獲得關鍵的疫苗教育、預約或提醒。6月,我們還向疫苗聯盟GAVI承諾了1 000萬美元,以支援COVAX,這是向低收入國家接種COVID-19疫苗的最大全球倡議。我們正在支援向90多個低收入和中等收入國家購買和分發18億支COVID-19疫苗的計劃,我們預計聯盟將如何利用技術有效分發疫苗,將產生更大的影響。

我很榮幸和驚訝地發現,我們是第二大私營公司,為GAVI的全球疫苗接種計劃做出貢獻,也是科技行業最大的公司。作為股東,您是 Twilio 對我們所有 Twilions 所做的良好工作的一部分,您為構建我們的產品、建立這家公司所做的工作正在產生影響。所以,謝謝。在這樣的時刻,當我看到我們能夠產生的影響時,我為能與您取得聯繫而感到謙卑和自豪,我們將繼續朝著支援全球10億次疫苗接種的目標前進。

現在我想打開它的問題。

問題和答案:

算子

[操作說明]你的第一個問題來自富國證券的邁克爾·圖林。您的線路現已打開。

邁克爾·圖林富國證券-分析師

嘿,那兒謝謝大家感謝有機會提出我想從段開始的問題。你在事先準備好的講話中提到,在共同銷售中向前拉。看起來可能比你預想的提前了六個月。是否有任何反饋點或興趣點,你可以分享開始?也許與這一點同時,連續增長,我知道我們有一組有限的數據。考慮到我們所看到的兩者之間強大的產品協同效應,這也許比我們預期的要輕一點。假設轉向共同銷售也許可以改變這一軌跡的形狀, 你通過未來工作是公平的嗎?

胡喬治首席運營官

嗨,我是喬治,我來回答這個問題的前半部分。在共同銷售,然後也許Khhozema[難以辨認]當然,正如我在以前的電話中提到的,我們看到我們客戶對細分市場的興趣,我認為我們的客戶群中的大部分,我們相信,通過向我們的整個銷售隊伍開放市場區隔,讓兩個銷售力量的綜合力量真正教育市場以及一些產品,我們認為,我們真的可以帶來盡可能多的客戶市場區隔,並最大限度地利用機會。非常非常興奮這次機會。我知道我們的銷售隊伍也是

霍澤馬·希普坎德勒首席財務官

嘿,邁克爾,我是霍澤瑪就指南而言, 我的意思是, 我想我會說的是, 我想也許你讀得有點太多。我認為,就我們第三季度的指引而言,這是一個非常強勁的增長率,即50%至52%,此外,我們亦對近期的表現保持樂觀。例如,我們之前提供了指導,即未來四年 30% 以上的增長,並且從中期來看,我們對此感覺非常好,我認為,從長遠來看,段將不斷提升我們前進的程度。

邁克爾·圖林富國證券-分析師

我的評論更只是反映了順序。我認為第 2 季度到第 1 季度增加了 4% 。只是——我想我的想法更多了。當你努力進行聯合銷售時,人們有理由相信,也許連續增長率會隨著時間推移而上升。另一個觀察, 然後我會跳下只是國際拿起相當顯著, 以及。這是你一直在談論的一些專注於實地的投資的結果嗎, 霍澤馬?還是有特定的區域可以調用為貢獻者,推動那裡的混合上升呢?

霍澤馬·希普坎德勒首席財務官

是的,所以,好吧,所以有兩件事。所以,讓我先打國際。我想在國際上說,我們看到全球持續擴張是有好處的。您還記得,Michael,我們過去曾討論過,這是我們投資的重點領域之一。最重要的是,價值首先產生很小的影響。我們做了收購,這是在三月下旬非常小的貢獻。但很顯然,我們在第二季度得到了整整一個季度。這是100%的國際收入的基礎上,我們在那裡分類的方式。

回到你的——你說的第一部分。我的意思是,共同銷售,當然,我們非常興奮的方式,喬治描述。它不會出現在我們的財務在一段時間內, 但我們甚至還沒有開始, 對不對?我的意思是,基本上我們幾周前才開始,物流和時間與我們的財務狀況完全相關。

邁克爾·圖林富國證券-分析師

我很欣賞所有的顏色。謝謝。

算子

你的下一個問題來自德里克 · 伍德和考恩。您的線路現已打開。

J.德里克·伍德考恩-分析師

偉大。感謝您回答我的問題,很高興看到有機增長的重新加速。只是為了獲得脈搏, 你會說什麼最強的表現領域是在季度, 也許在產品的基礎上?然後聽起來你們已經看到了更多的勢頭與SI合作夥伴。你能談談這些夥伴關係為你起立的什麼樣的用例嗎?它主要在聯繫中心還是您認為它們變得更加有説明的其他類型的解決方案區域?

霍澤馬·希普坎德勒首席財務官

你好。德里克,這是霍澤瑪我會參加第一部分, 然後把它交給喬治在它的合作夥伴一側。就整個季度而言,我認為與前幾個季度一樣,我們在業務的多個方面都經歷了基礎廣泛的優勢,我特別指出的是,我們的消息傳遞產品繼續提供非常出色的結果,我認為S段也有一個非常,非常偉大的季度。最重要的是,我們有非常強大的凈擴張。我們為新客戶做了良好的增長。我認為,對於我們來說,我們已經談論了一段時間了,關於正在發生的這一重大世俗轉變,以及這如何真正推動客戶轉向Twilio和我們的客戶參與平臺,我們能做的很多事情都是為了加速數位化轉型,因為我們看到了這種轉變的延續。

胡喬治首席運營官

這是喬治在 SI 方面,我們始終認為 Twilio 是一個非常適合我們構建客戶軟體的構建者平臺,真正 Flex 和聯繫中心的機會,我認為它確實是我們與 SI 客戶進行大量討論的引擎,正如您所看到的準備意見我認為那將繼續是真的這種通過聯繫中心構建關係的生產SI規模也為我們打開了其他類型的客戶參與機會,Twilio是更廣泛的解決方案的一部分,無論是圍繞營銷解決方案還是其他類型的客戶參與解決方案。

J.德里克·伍德考恩-分析師

喬治,如果我能再擠一個我是說,你的腦袋數幾乎是去年同期的兩倍。當然,有一些收購促成了這一點,但我只是好奇,你能感覺到你在銷售能力方面已經建立了多少增長,如果你打算在下半年繼續相當積極地招聘?

胡喬治首席運營官

在宏觀層面上,顯然我們不評論我們的具體銷售能力或數位,但我們確實繼續投資於它。我認為,你看,我們的整體增長是在我們對人的投資是真正廣泛的基礎和分佈是其中的一部分。因此,我們對這個機會感到興奮。我認為我們繼續投資,我們相信,在當今市場上,客戶參與仍有大量未開發的機會。

J.德里克·伍德考恩-分析師

好的,謝謝

算子

你的下一個問題來自瑞銀的泰勒·麥金尼斯。您的線路已打開。

泰勒·麥金尼斯瑞銀-分析師

嗨,恭喜這個季度,非常感謝你提出這個問題。所以,當你想到你們看到美元為基礎的凈增長率上升,我會好奇,如果你看到任何有趣的混合轉變趨勢,但不同的產品可能正在推動超越只是消息。其次,由於去年消息傳遞增長如此強勁,您能否說出您所看到的客戶和聽到的資訊,我想與今年上半年相比,下半年消息業務增長水準可能更具可持續性?

霍澤馬·希普坎德勒首席財務官

是的,我會回答問題的第一部分。泰勒,這是霍澤瑪,然後我把它交給喬治的第二部分。因此,就問題的第一部分而言,你是對的,我的意思是,我們已經看到房子的資訊方面非常驚人的增長,我們非常興奮的產品的進展,我們已經能夠增長的方式。事實上,該產品在前許多時期都重新加速。因此,這是超級令人興奮的看到,我們認為,這導致一些額外的增長機會,在其他管道。

我認為我們同樣興奮的一個領域是我們的應用程式服務收入。因此,那些與電話成本結構無關的公司,這些成本結構繼續加速增長,當然高於和超越我們所看到的水準,以及任何其他產品。因此,例如,這將包括Flex或將包括細分市場。我認為隨著時間的推移,這些產品將繼續以更有意義的方式做出貢獻,它有這樣一個很好的問題是,我如何描述它,因為我們的核心業務增長如此之快,你只是 – 這將需要一些時間,其他部分開始出現在我們的財務報表。但總的說來,我會在第一天就接受這個問題。喬治?

胡喬治首席運營官

是的,我想我的回答對霍澤瑪的話很有信心。當然,即使在其規模和規模上,消息傳遞對我們來說仍然是一個強有力的表現。我認為,當我們與客戶交談時,仍有大量客戶和公司,他們正在尋找和尋找新的方法和使用案例,使用消息,無論是為達到客戶,運營,客戶服務,安全。因此,我認為全球資訊傳遞將繼續增長,成為市場和機遇。

泰勒·麥金尼斯瑞銀-分析師

太好了,非常感謝你。

算子

你的下一個問題來自摩根士丹利的梅塔·馬歇爾。您的線路已打開。

梅塔·馬歇爾摩根士丹利有限公司-分析師

太好了,謝謝我想花一點時間詢問一下併購策略,在過去幾年裡,它更多地圍繞平臺擴展展開,然後自今年年初以來,包括了更多種類的服務改進或連續性、收購或投資。那麼,您如何看待和平衡這些戰略要點呢?你能有機地無組織地做什麼?我有我的後續行動。

傑夫·勞森聯合創始人、首席執行官兼董事長

嗨,梅塔,我是傑夫我會回答這個問題。因此,我認為我們看待它的方式是,我們知道我們的客戶,我們的客戶希望我們去我們的產品路線圖,有時這表現在我們要去建立的能力,有時它表現在像地理,我們將加深我們的存在。當我們看到這些時,如果有一家公司在我們的路線圖上建立了我們所擁有的,如果購買它們,將加快我們為客戶和市場服務的能力,而這正是我們考慮的。嗯,它運行一個活躍的遊戲板,只是為了看看有什麼選擇在那裡,因為我們評估我們的路線圖,看看我們的選擇。我認為明智的做法是說,嘿,我們的客戶正在拉我們一個路線圖,走出去,這些都是在路線圖上,如果有什麼東西,實際上加速了我們與一個偉大的團隊,偉大的技術,可以添加,這些都是我們追求的機會類型。

梅塔·馬歇爾摩根士丹利有限公司-分析師

太好了,謝謝我的意思是,也許是為了,它可能是為了任何人。但是,正如人們正在著手數位化轉型計劃一樣,很明顯,您仍然看到DBNE在一定程度上——只是想瞭解一下——您是否看到了客戶在何地進行更大投資的群體分析的任何變化?還是仍然,我想嘗試一個產品,並從那裡建立?只是瞭解一下公司的數位化轉型計劃是如何改變初始購買或初始實驗的?

胡喬治首席運營官

這是喬治我認為,我認為Twilio一直真正茁壯成長的土地和擴大類型戰略,因為我們與建設者合作,與建設者開始一個使用案例,然後擴展這些案件。我認為,在去年的大流行高峰期,我們看到了一組不同的使用案例出現,也許圍繞一些特定的使用案例更加緊迫一點,但這並沒有真正改變我們在客戶帳戶中工作的基本形式。Twilio 通常是開發人員學習的產品,他們喜歡,他們構建,然後他們介紹其他開發人員並從那裡擴展,我認為這確實是平臺的魔力,也是我們今後將繼續構建的。

梅塔·馬歇爾摩根士丹利有限公司-分析師

太好了,謝謝恭喜。

算子

你的下一個問題來自RBC的里希·賈盧里亞。您的線路已打開。

里希·賈盧里亞加拿大皇家銀行資本市場有限責任公司-分析師

嘿傑夫喬治霍澤瑪非常感謝你回答我的問題。我只是想問兩個關於Zipwhip的相關問題。我想首先我欣賞準備的評論中的顏色。您能否給我們一點關於資產計劃的細節,並且總是有一個一般性的問題,為什麼購買與構建,或者我想在這種情況下合作。因此,這將是有益的。然後在指導方面,我理解遞延收入減記的投入和承受能力,但你能不能讓我們對未受影響的規模和增長率有一個普遍的感覺,這樣我們就可以在我們的模型中更準確一點。謝謝。

傑夫·勞森聯合創始人、首席執行官兼董事長

嗨,瑞希,這是傑夫我給你答案的第一部分,然後交給Khho做第二部分。因此,基本上為什麼我們決定收購Zipwhip。聽著,我們真的很興奮他們是免費消息傳遞的真正創新者,他們與運營商有著良好的關係,尤其是他們的首席執行官 John Lauer,在説明運營商實現免費消息等產品化方面有著良好的記錄。值得注意的是,他們是北美唯一的免費簡訊管道。它指出了他們之間關係的力量,事實上,他們是唯一的方式進入北美免費消息。所以我們幾周前剛剛完成交易。因此,現在我們開始著手制定我們如何整合的計劃,以及這看起來像什麼。我認為我們可以一起做很多事,尤其是在值得信賴的溝通領域。

我們考慮通信的去向、呼叫、消息。撥打每一個電話,每一條短信都來自一個可信的身份,不只是一些電話號碼,而是像我們的業務,掛鎖,像一個網路瀏覽器,在那裡你知道它是值得信賴的。但是, 當他們說他們是藥房或你的孩子的學校, 你相信, 如果這是真的。這就是我們正在建設的世界。這是下一個大創新。在整個生態系統中,我們與運營商建立了良好的合作關係,我們才能在這些大膽的大創意中實施這些重大戰略。我認為 Zipwhip 將是我們如何繼續發展生態系統的一個重要部分, 以便讓實際發簡訊和打電話的經驗與對方和企業變得更好。現在,你可以收到一條短信,你不知道它是否真實,這是可怕的。這就像這個人打電話是間諜朋友還是這個鑰匙塞索茲, 誰知道這是誰。我們看到一個世界,每一個文本,每一個呼叫都得到驗證,並有固定的掛鎖。我認為Zipwhip可以成為這個值得信賴的通信世界支出的一大部分。我會把它交給霍的第二部分。

霍澤馬·希普坎德勒首席財務官

嘿,瑞希,我們現在沒有透露任何預期的財務影響。這與我們之前的收購操作方式非常一致。正如傑夫所暗示的,我們仍在通過整合計劃。在我們合併時,必須處理購買會計影響。因此,我們只是把它排除在我們的指導,以保持清潔,顯然將提供更新時,我們報告第三季度。

里希·賈盧里亞加拿大皇家銀行資本市場有限責任公司-分析師

好吧,太棒了謝謝各位

算子

你的下一個問題來自馬特·斯托特勒和威廉·布萊爾。您的線路已打開。

馬特·斯托特勒威廉·布萊爾-分析師

嘿,夥計們,謝謝你回答我的問題我想首先只是想談談,你提到段的旅程-像一個非常有趣的發展。顯然,為行銷應用構建消費者之旅,諸如此類,但似乎如果你考慮我們與品牌在服務和產品上的互動方式,即使是每天,我的意思是這裏的機會的廣度是相當可觀的利率。我的意思是,喜歡得到一些早期的反饋的興趣,你看到什麼,人們正在尋找建立與此,你如何期待這個機會發展下去?

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

This is Jeff. I think you’re right to look at Segment journey as an exciting addition to our platform and interestingly it’s not a very big step from where Segment wise, which is helping companies take take all the information that they see about their customers, how are they browsing the website, how are they using the mobile app, what products have they bought, how they engaged with the company. And using that to improve the customer engagement model across all the different touch points. And if you think about it, one of the interesting tailwind that’s going on right now is how privacy and the moves that are going on in the world to increase the amount of privacy of the consumers, which is a very positive thing makes it so that every company can’t rely on shady cookies and third-party data and all the stuff that as consumers relate. We’re saying, we don’t want and governments and I hope that yeah, we’re not allowing it and the major platforms, whether it’s the browsers or iOS are actually cracking down on some of these tactics from yesteryear and that is forcing every company to have to get better at looking at those first-party data and to understand their customer. And Segment for a long time taken a hard stance to say we will only deal in first-party data. We are not going to dive into that sketchy realm of weird data brokers all this kind of stuff. And so they have a great track record, focusing on privacy-enabled great customer engagement and helping companies look at all of their first-party data and then build a better customer journey.

So what are all the things we know about this customer that if we use that knowledge to engage with them in their customer journey, we can help them succeed and are doing to help the company better serve its customers. And that’s why I keep harping on this idea is that the task of building a customer relationship is really to fix. Number one, is understand your customer, pay attention, what all the things that they’re doing on your website browsing for men’s T-shirts, some of them are marketing with for women have, that doesn’t make any sense. That just shows you’re not paying attention and you don’t care. And then second, guide them through the customer journey and the way we’ve seen some of the leading companies think about this is at every step of the way if you use the knowledge you have about your customer to help make them better, move them towards that ideal customer that every company thinks about. And that is the intelligent — that’s what intelligent customer engagement looks like. And that’s what we’re helping companies build. And so I think Segment journeys is a natural step in that direction. It allows companies to take all that information. They already used personas to build a 360-degree view of the customer and then take where the customers at maturity and layer them into segments so then you can use to drive what’s the next step in that journey. And that’s the journey’s product is doing. It’s a fantastic product. And very much I can see a thousand cooperation customers and brought to market with customers at every step of the way showing us what they need.

馬特·斯托特勒威廉·布萊爾-分析師

沒錯,明白了,明白了然後也許只是一個後續。去-在上個季度,你談到了公司的R&D組織結構的變化,並分成三種獨立的組織,如果你願意的話。對那裡的進展有什麼評論嗎?[難以理解的] 如何協同工作, 並儘早反饋這一變化?

傑夫·勞森聯合創始人、首席執行官兼董事長

是的, 絕對的。謝謝你的問題。總體實現進展順利。我們相信,我們所做的改變提醒人們,在三位離散的領導人的領導下,將許多營業單位整合到一起,向我彙報工作。我們相信,這一變化將更好地調整業務,以説明 Twilio 繼續增長和擴大規模。我們還發現,它使公司能夠進行更多的參與,在高管層面的可見度與正在發生的事情,並推動清晰度和路線圖的對齊比以前更有效。因此,總的說來,我認為變化進行得非常順利,因此我們的團隊越來越清晰和一致。當你以最快的速度發展公司時,你不能只做同樣的事情。當您需要考慮圖表上並考慮組織如何變化時,總會有時間點。這隻是其中的一個時刻。我認為這個組織很受歡迎,團隊執行得很好。

馬特·斯托特勒威廉·布萊爾-分析師

偉大。再次感謝。

算子

你的下一個問題來自薩馬德·薩馬納和傑弗裡斯。您的線路已打開。

薩馬德·薩馬納傑弗裡斯,有限責任公司-分析師

嗨,晚上好。謝謝你回答我的問題。祝賀另一個偉大的季度。也許一個在紫輪上。我想知道你是否可以多談談擁有直接運營商連接的戰略價值?我知道你不是從收入的角度指導的,但是任何你能給我們的關於Zipwhip的增長看起來會有所幫助的東西,就像我們考慮使收購合理化一樣。

傑夫·勞森聯合創始人、首席執行官兼董事長

嗯,我可以談談有直接聯繫的價值。我不認為我們披露任何特定的增長率數位或類似的東西。但從總體上看,您擁有的直接關係越多,您就越能與運營商合作,共同打造出色的產品。我認為,在像北美這樣現在有三家航空公司的地方,有很多機會建立這種直接關係是非常有價值的。我們一直在觀察和觀察 Zipwhip 團隊和 John 領導團隊在建立這些關係和將產品與營運商推向市場方面做得非常出色,因此我認為這是構建生態系統的重要組成部分。就這麼簡單

薩馬德·薩馬納傑弗裡斯,有限責任公司-分析師

理解。然後也許只是——如果我們在凈擴張方面採取簡單化的方法,這意味著新客戶或新業務的收入在本季度確實比上一季度強勁。所以我想知道,也許因為如果你能給我們一些關於什麼的背景——如果有一個特定的實力領域,從新客戶的收入?它更偏向於傳統消息傳遞方面嗎?您是否看到其他產品出現某種進步?也許只是幫助我們思考新客戶在本季度的新收入?

傑夫·勞森聯合創始人、首席執行官兼董事長

是的,我是說,我想是想辦法的。這有點粗糙。但基本上,如果你把DBNE號碼,然後看看這個數字和我們的有機增長率之間的差異,這將給你一個新的客戶如何貢獻的感覺。然後很明顯,最重要的是,你有無機的東西。總的來說,我的意思是,我想說的是,這是廣泛的基礎力量全面。我的意思是,我們發現,消息傳遞產品在過去一年左右確實做得很好,真正的加速產品是我們作為一個公司非常自豪的東西,毫無疑問,除了我前面提到的,我們看到很大的吸引力,以及在業務的應用服務領域。我們已經談了很多段。但是,即使在其他一些類別,包括Flex和SdsdGrid以及或在我們的產品,我們做的非常好,真的很好。因此,我不會指出任何一件事,除了說,特別是消息傳遞產品已經提供了偉大的結果,段有一個偉大的季度。但從全面來看,跨行業,跨垂直行業,無論什麼,我們只是看到了基礎廣泛的實力。

Samad Samana — Jefferies, LLC — Analyst

Great. Appreciate you taking my questions. Thanks guys.

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

Sure. Thanks.

Operator

Your next question comes from Fred Havemeyer with Macquarie. Your line is open.

Frederick Havemeyer — Macquarie Capital — Analyst

Hey, thank you very much. I think our first one is I just ask about your IoT business. It’s something that we’ve necessarily been talking about a much, but it’s also quite interesting here. So I’d like to ask. Can you just give us a general overview of where you’re IoT business stand, perhaps some initial customer perceptions around Super SIM [Phonetic] And generally also do you think that Segment could play a role in how businesses considered a collection utilization in the IoT space.

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

Absolutely. This is Jeff. And I’ll start by saying we’re really happy with the IoT business. We just hired a new leader Andrew Cohen, who came from Samsung, he is a fantastic leader. And I think what we’re seeing the opportunity is that especially as the world is moving to 5G, there are so many more areas that have yet to be digitally enabled in terms of physical objects in the industrial sense, in the smart city sense. I think we as consumers think of IoT is like our smart devices in the home, like our watches and our thermostats. And that is just, like that version zero dot one of what IoT is really going to be about. So this is a early stage of I think a long game that’s going to be a big outcome. And so we’re excited by what we can bring. And what’s really cool about the Super SIM. And again, customers led us to the observations, the problem the Super SIM solves is that as you deploy a device globally you don’t want to have to have a different vendor, a different set of chips, a different set of SIM cards and carriers behind the scenes based on where that device ends up in the world. You really want to manufacture a device wants, put the same hardware, software and connectivity Internet device and ship it out to a global supply chain. And that drastically reduces the complexity, but also it means that in the field that device can get better every day. That’s the power of software. And so that’s what we’re seeing the Super SIM and a really powerful opportunity to make. So once devices leave the factory, they continue their connectivity stories and the performance of that connectivity. The cost of that connectivity is getting better all the time because it’s expensive to manufacture. So imagine you’ve got IoT humidifiers or truck or garbage dumpster or trombone, you don’t want to have to re-manufacture that thing every time you get better connectivity technology, you want to be able to continually sell the be upgraded in the background. That’s what Super SIM enables companies to do because their connectivity is not something that is set into the device and its something that they can continue to evolve in the cloud, and so we took that whole layer of connectivity if we move it to a software value proposition that runs in the cloud.

I will say, I think, IoT world is a little challenged right now because of manufacturing and global supply chain issues that we’ve seen in every industry. It has to back some of these IoT use cases as they’ve struggled to get the supply chains and things like that’s so [Indecipherable] the industry of IoT especially industrial and things like that. But I expect that that’s not a durable trend and that will — that in the long scheme of things, the 5G rollout and the narrowband implementations that use far less energy and that are far more oriented towards a wide breadth of devices and much lower price point will actually enable a whole slew of innovation in years to come.

Frederick Havemeyer — Macquarie Capital — Analyst

Thank you. Thank you, Jeff. And another question. Can you give us an update on how your relationship with Syniverse is progressing? Are you at a point where you’re materially routing agency messages for Syniverse with their wholesale agreement?

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

I’ll take that. So just for background, we’ve worked with Syniverse for a long time. So they’ve been a partner of ours for many years. And so there hasn’t been — we didn’t need to like make a material change to our business as a part where really that feel is about cementing our relationship because I’ll point as we haven’t closed the partnership yet, that’s till pending. And so a lot of that work still is a forthcoming as we close that partnership that we produce.

Frederick Havemeyer — Macquarie Capital — Analyst

Got it. Thank you very much. Congratulations on the quarter.

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

Thank you.

Operator

Your next question comes from Alex Zukin with Wolfe Research. Your line is open.

Alex Zukin — Wolfe Research — Analyst

Okay. Hey guys, thanks for taking the question. I’ve got two. It’s sort of metrics focused ones. I think it would be pretty helpful. Just going back to Michael’s original question about Segment. If we normalize in Q4 for Segment, the sequential growth from Q4 to Q1 something in the high teens, maybe 20% and it’s step down to 4.5%. Could we just get a better understanding for what is their heightened seasonality with this business later in the year because it would help us not get ahead of ourselves to just understand the seasonal kind of patterns of that business? And then I’ve got a quick follow-up.

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

Is the follow-up on Segment you asked that question as well.

Alex Zukin — Wolfe Research — Analyst

No, no. Follow-ups on A2P.

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

Okay. Let me take the Segment question first, Alex. So I would say in general there’s not like per se a seasonal dynamic that I would necessarily point to. I think in general, I mean we feel great about the way that the acquisition is performing as we’ve noted several times during the course of this call. We feel quite good about the way that that business is progressing. Some of the products that they’ve announced. I think anything that you’re seeing in terms of the sequential is just a little bit of noise, ups and downs from quarter to quarter, all of which I would just expect to normalize going forward. Again, we feel very optimistic about the way that that acquisition has added and some of the things that we can do with that business. So I really wouldn’t read too much into anything you’re seeing sequentially.

Alex Zukin — Wolfe Research — Analyst

Okay. And then on A2P fees. We appreciate, I think that you guys talked about the AT&T contribution. But is it possible to just get a better understanding for the Verizon A2P fees maybe this quarter and last quarter so we can — because if we do the math it does look like the underlying growth organically ex A2P is accelerate in Q 1 to Q2. But I’d love to just understand a little bit better if that’s actually it is.

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

I mean, I think in general, that’s the case. I think, we’re not really breaking Verizon out anymore. I mean, it’s kind of in the base rate and as we look at comparisons from last year to this year, it’s apples to apples, which is why we’ve broken out the AT&T and T-Mobile aspect only and we’ve obviously given you a number there as well. But yes, if you were to take all of that stuff out what you would see is that we’re growing very nicely organically with or without fees and there is re-acceleration there.

Alex Zukin — Wolfe Research — Analyst

Perfect, thank you guys.

Operator

Your next question comes from Brent Bracelin with Piper Sandler. Your line is open.

Brent Bracelin — Piper Sandler & Co. — Analyst

Thank you. A question for George or Jeff, on demand for two-way messaging via Twilio Conversations versus traditional one-way SMS messaging API. In the new wins this quarter you highlighted a couple of conversation use cases. What is the benefit to the model as customers move from SMS to conversations? Is it primarily higher volumes or does it also include higher pricing? And I’m just trying to understand how fast could the industry move? There is personally nothing more frustrating to me as a consumer than to get a text from a brand without the ability to actually reply back and so we’re certainly encouraged to see conversation being brought up more, but love to get any color on adoption and how that would kind of change the messaging volumes for Twilio as well?

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

That’s a great question, Brent. this is Jeff. I’ll answer it. If you think about the strategy of how companies are gone about adding messaging to the product experiences. Natural first step was to add notification as its easy and it’s high value. But then, of course, consumers expect that two-way dialog and reply, whether you should get back and get back sometimes nothing, sometimes you get back Flex data rates may apply, call this phone number, but really the customer experience that companies are expecting is to be able to reach a person or system that answers your question. And that’s why we’ve been focusing on products like conversation that can turn those one-way messages with a two-way conversation. And then a top of conversations, we’ve built Flex for the contact center and frontline for their workers. So the its a frontline of serving customers. And so to create all the vehicles for any company to have two-way conversations is that the door is often open to be able to have that conversation with the company by that first outgoing alert notification. I think that kind of opens the door for you.

And I think for us what we see is the more value we can add into the channel, customers get more value because their customers are happier but be it all of us to build great software products that enable those companies to actually be successful to a messaging, because it’s non-trivial to build those types of experiences. And so whether it’s with the contact center, whether it’s a frontline workers, someone out in the field, someone doing a delivery or what we’re seeing a lot of this for sales use cases, having salespeople with a open messaging channel open to their customers. These are valuable places where companies can now turn a message but over the fullness of time turn it into a relationship. Because if you think about you and your friends or family in that phone, that history of all your messaging. That is a good summary of your relationship, that is how we are actually building relationships digitally as consumers, and companies want to be a part of those conversations too. They want to be a part of that relationship and that relationship is not transactional and it’s not just a bunch of alerts, it’s actually a two-way dialog. And I think that we’re going look back and we’re going to see that the history of conversation that you have with a company, that starts to become the new customer relationship is right there in that front. And that’s we’re hoping companies create. In fact, I was talking to a major financial services company recently and they really saw that vision of that, so we’re going to build relationships. And so I think that’s a common conversation I’m having with executives of many companies to really see that future coming, and we’re helping them deliver reflects the frontline of the conversations and all the things we’re working on.

Operator

Your next question comes from Will Power with Baird. Your line is open.

Will Power — Baird — Analyst

Okay, great, thanks. Yeah, I guess, I guess maybe two questions. First, I think probably for Jeff. I guess first, thanks for all the companies vaccination efforts. Obviously, great to see. I want to ask about Twilio live. It was mentioned in the prepared remarks. I just want to better understand the market that’s trying to address any kind of early use cases you could point to, so really just kind of how you’re thinking about the opportunity for that product?

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

Yeah, Absolutely. Thanks, Will. If you think about what is happening. The first use cases for live media on the Internet were largely one-to-one or one to few. And now we’re seeing the number of use cases for broadcast scale live experiences really grow, all that is because of COVID. They also look at interesting use cases where like you can have a large scale new experience and many companies are looking at. Hey, how can I have thousands of people involved in a live audio conversation or how can I do a webinar with live interactive video with many, many, many people. And so Twilio live is the answer to this emerging market of live interactive video experiences. And you’re starting to see things like commerce opportunities happen online with live video. You’ve got the whole audio markets. One of our large customers for that was Reddit Talk. So Reddit wanted to add voice talk feature into their communities and so they used Twilio Live to do that. And that was one of the reference customers at the time of launch. And we’re just seeing, I think that’s the very beginning of a lot of new experimentation into. Okay, live media on the internet. Not just one to two, one to three, one to five, but actually at scale, like broadcast scale but interactive is actually starting to become a reality. And I think COVID accelerated a lot of experimentation into what’s possible and we’re looking forward to Howard for many of those new ideas, including, for example, Reddit.

Will Power — Baird — Analyst

Okay, that’s great. Thanks for that color. And then I guess maybe just for Khozema. Any thoughts around how to frame the gross margin outlook as we head into Q3? I guess you have a full quarter impact of the A2P fees. But aside from that, any other puts and takes to be thinking about to help us kind of model that moving forward?

Khozema Shipchandler — Chief Financial Officer

Not really well. I mean, I wouldn’t say there’s any real change in our long-term framework around gross margins. I mean, we’re still targeting 60% to 65%. We’ve not really ever been focused on a per se in the short term. And, yeah, there is some noise and here. Obviously, there is a messaging product which we feel great about of the fact that it’s had such strong performance. But mix is down a little bit, obviously international and increases there from 29 to 32, and then the fees caught this a little bit. But I wouldn’t say that there’s anything really different in the long-term outlook and the way that we’re thinking about it.

Operator

Okay, thank you. Your next question comes from Siti Panigrahi with Mizuho. Your line is open.

Siti Panigrahi — Mizuho — Analyst

Hi, thanks for taking my question. I just want to dig into the Flex adoption and contact center. And also I’m wondering how are you looking at the cloud contact center opportunity now given that UCaaS vendors and those kind of convergence of UCaaS and CaaS vendor with the recent consolidation. How are you looking at the opportunity there.

Jeff Lawson — co-founder, Chief Executive Officer and Chairman

Yeah, absolutely. This is Jeff. So first of all with Flex. Thanks for the question. We’re really happy with how Flex is going. I know we don’t break it out separately. But if you looked at Flex independently, I think you look at its momentum and say it’s one of the fastest growing SaaS products on the market. And I’m particularly proud of the fact we’ve got the wide berth of customer adoption that we have from the digital disruptors that we saw early in the adoption cycle, Shopify’s lift, Robinhood, through the Fortune 500 incumbents in the markets who are adopting Flex as well, like the major banks that we mentioned I think back in Q4 or OEMs or Allianz or today’s announcement of a major retailer or the Philippine Airlines, right? And so we’re seeing broad adoption by a wide set of companies, so really happy with it.

Now for the second part of your question about the greater consider going out. Look, I was guessing somebody would ask that question. First, I’d say the market is still in the early stages of moving to the cloud. It’s only around 15% or so of the market that’s in the cloud. And so 85% of the market, give or take is still on-prem on legacy solutions. And so that’s why I think we’re looking at as the big opportunity. But I also think that the combination of like UCaaS and contact centers is interesting once the market changing a little bit, I think that UCaaS is typically thought of as a [Indecipherable] and we’re seeing the contact center becomes as much more of a customer experience, customer engagement point. It are creating great customer experiences is a driver of topline and it’s becoming closer to the revenue side of the business. How do we serve customers as opposed to the costs and how do we save money. And so it used to be the IT and the cost under side of the business, looks like the desk phones in the contact center. But I actually think that when you start looking at digital channels and serving customers over the digital channels, the nature of the contact center is changing from that IT cost center to something that’s much closer to the revenue in the Chief Digital Officer, and I think that is going to drive happy customers, repeat customers and add more business. And so I think that’s a trend that we’re well situated to attach to given the products, given where we sit and who we sell to inside the companies.

Siti Panigrahi — Mizuho — Analyst

Great. Thanks for the color.

Operator

Your next question comes from Ryan Koontz with Needham. Your line is open.

Ryan Koontz — Needham — Analyst

Thanks. The question. Once again circle back to your international revenue strength and characterize the adoption of digital customer engagement across different customer sets. How do you view the international markets relative to the U.S. in terms of adoption there? Do you see some of them more advanced in the U.S. or planning to kind of catch up. Thank you.

George Hu — Chief Operating Officer

This is George. And I think it really depends on the technology I would say for, many of our technologies like SMS, email, certainly North America is at parity or ahead of any other place heard. Are you, but some of other platforms like WhatsApp. We definitely have seen the adoption in some of our international markets. So I think it really depends on the part of the portfolio.

Ryan Koontz — Needham — Analyst

很有幫助,謝謝。欣賞它。

算子

你最後一個問題來自摩根大通的馬克·墨菲。您的線路已打開。

馬克·墨菲摩根大通-分析師

是的,謝謝。我將加入我的祝賀一個強大的季度。傑夫,我想問你關於前線產品的事。我們一直對一種新型應用程序的潛力很感興趣,這種應用程式將一線員工與消費者聯繫起來,而且我們知道世界上的非辦公桌員工比辦公桌工人多。因此,瞭解它還很早,你如何看待產品的發展,以及你感覺你是如何能夠在該地區建立一些相當不錯的管道?

傑夫·勞森聯合創始人、首席執行官兼董事長

是的。謝謝 馬克因此,這是我們推出該產品的觀察之一,即有更多的辦公桌工作人員和辦公桌工人。我認為,我們也觀察到的關於市場的一件有趣的事情是,有這兩種類型的人基本上與這些企業的客戶互動。其一,我們的人通常坐在一個地方,所有的人都是與客戶互動。這通常叫[難以辨認的]聯繫中心。也許他們正在建造隔間,也許現在他們坐在家裡。但基本上他們接聽電話后,電話[難以辨認]和我們看到的是,有另一大類工人誰沒有全職工作。他們有很多事情要做。然而,當客戶需要説明時,他們基本上需要放棄他們正在做的事情並幫助該客戶。我想前線也找到了一套非常有趣的用例。

正如我之前提到的,有很多領域的銷售是非常有趣的領域,銷售人員經常忙於做很多事情,但需要溝通。我們可以與客戶互動,現在與前線一起進行,是時候進入他們的口袋了。這是一個移動應用程式,它更容易使用,感覺像他們的手機一樣原生。當你做得好時,你可以在該體驗中嵌入CRM資訊,為該人提供有關該客戶的所有資訊,如果所有這些通信都經過該體驗,則公司可以跟蹤並確保合規性,而不是某人只是使用他們的手機在其本地個人電話號碼中實際與客戶通信。因此,我們看到很多有趣的領域使用案例和類型的公司。我們很高興與公司,我們能夠談論今天,醫療保健公司,那些使用前線銷售溝通,我認為產品甚至沒有[難以辨認],但有一個主要的財富500強醫療保健公司已經開始發揮前線,我認為表明,有一套廣泛的使用案例,我們看到不只是他們,但其他公司也會-這些一線工人需要賦予偉大的客戶參與工具的權力,除非他們只是這樣做的不合規的方式使用他們的個人電話。我認為他們只是抓表面, 興奮地把產品帶到 Ga 。

馬克·墨菲摩根大通-分析師

太感謝你了傑夫和一個快速的霍澤馬在A2P費用。你認為已經提高了費用的航空公司是其中之一,並完成了增加,還是有可能有某種持續的提升在那裡的未來,只是,我想我推斷的結果的力量,這是相當舒適的客戶吸收成本是因為投資回報率仍然如此之高。這是一個公平的方式來思考它嗎?

霍澤馬·希普坎德勒首席財務官

是的,我的意思是,當你想到我們與客戶做的事情,以便能夠啟用他們的使用案例時,我認為投資回報率是令人難以置信的高。我很難說這樣或那樣,是否做了。我的意思是,他們肯定基於我們今天所瞭解和看到的。我們看不到未來任何事情,但肯定不排除他們做別的事情。但是,我們所有的財務建模目前不是基於任何額外的費用。

馬克·墨菲摩根大通-分析師

謝謝。

霍澤馬·希普坎德勒首席財務官

謝謝 馬克

算子

[操作員關閉說明]

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