Pinjalim Bora: Hey, thank you so much and congrats on the quarter. Ragy, obviously, AI is kind of the topic du jour and you talked a little bit about it and we all know that Sprinklr has been investing in AI for quite some time. But I wanted to ask you how do you kind of think about as you even double down on AI with open AI connections? How do you think about the productivity improvements that AI provides, which might end up resulting in reducing the opportunity in terms of number of seats versus any opportunity from Sprinklr to kind of drive price increases to monetize the value that customers get?
Ragy Thomas: Yes, Pinjalim, great question. So we are big believers in AI, as you said. We are very thrilled with the new development and progress on the generative AI front. As you know, we have AI models in every part of the platform. So this pitch of we are going to make your dollar work harder is the reason why we are growing. And so this is, it doesn’t change the story for us. So we make the ad dollars work harder and marketing resources get you farther. And on the contact center side, as we €“ you heard the story from HDFC, we make things significantly better. Now what as a disruptor in the marketplace, we do have pricing models for AI-based services that are not seat dependent. And as you know, we €“ a part of the disruption also is that we bring self-service.
We have a product called Sprinklr Community that we deploy alongside your contact center and apply a lot of the learnings that we have in the contact center and make it available to consumers from the outside model, then that’s an ongoing real time optimized way of just making sure that your customers are getting better experience. So on the whole, our approach to contact center has been, hey, best care is no care. The second best is you can solve it to yourself. And third best is, you call in, get the issue resolved in the first call and our pricing models and our approach is a platform has always been around that. And increasingly, as you buy more and more, you end up with a ELA that would just kind of give you a lot more and not worry about seed based or resource based pricing.
Pinjalim Bora: Got it. Understood. And one follow-up, seems like you’re already seeing some success in the salesforce ecosystem with the social studio side. Maybe help us understand or map out the opportunity there. How are some of those conversations been? And if you can provide any fidelity in terms of how that your relationship with Salesforce is different from some of the partnerships of some of your competitors, that would be helpful?
Ragy Thomas: Yes, Pinjalim. We look €“ what’s consistent about what we are seeing is that when it is a target customer that fits, what looks like an ideal customer profile for us. We have been winning very, very consistently for a long time and we still are. So I don’t know where the noise is coming from. But for us, we encourage customers to move to the best solution for themselves. And our approach to the marketplace has been that, hey, we provide a better solution, provide better service and we want you to take advantage of what’s best in the marketplace. Our partnership with Salesforce has been strong. They have been a great partner and honestly, we’re in a world of such open and transparent access to information that it’s very hard for what used to work 20 years ago in terms of marketing it makes to sway a customer.
So we have €“ we know we have a better product for our customer profiles that are suited for us, and we stand behind it, and we’ve been seeing consistent success. And there is a lot of noise in the down market, which, frankly, that’s not of interest to us.
Pinjalim Bora: Understood. I’ll get back in the queue. Thank you.
Operator: Thank you. Next question is coming from Arjun Bhatia from William Blair. Your line is now live.
Arjun Bhatia: Perfect, thank you guys and congrats on the quarter. I wanted to maybe start off on the €“ just the go-to-market changes. It seems like you’re putting into place a lot of efforts to actually make that motion more efficient. Can you just give us a high-level view of how your reps are ramping and what you think some of these go-to-market changes can do from a productivity perspective in the organization?
Ragy Thomas: Yes. Arjun, so I can confirm that for the last, I’d say, about nine months, we identified four priorities for the company and making it easier to sell was at the top of it. And it’s a first principle-based approach. You look at customers who come in through year after year, quarter after quarter, buy more and they are happy. I talked to 310 customers last year. And I’ve found them to be pretty happy and growing and satisfied. And so the premise was, there’s €“ we got to remove friction for the people, who are out there trying to find a new customer and make it easier for them to expedient Sprinklr. So these changes are deep go-to-market changes. And we’ve been open that about the fact that that’s not an area that we focused on in our earlier part of our life stage.
We’ve been focused on the platform. We’ve focused on success, retention and, I think, the times come for us to focus on go-to-market. And those changes that we’re doing aren’t revolutionary productivity-based models and growth and deciding what markets to enter and get out of based on productivity, verticalizing our solutions and going to market with the solution approach. They’re all very consistent and these are plays that a large perspective, enterprise software giants have done forever. So we consider this to be a long game. We think it’s an appropriate time for us with the scale that we have now to focus on go-to-market and get some of those best practices in the field. These changes, I would say, to your expectations take time. And I would €“ our own internal plan is to get this €“ most of it executed this year.
And hopefully, starting next year, we’ll begin to see some impact from our streamlined operations.
Arjun Bhatia: Got it. That’s helpful, Ragy. And actually another one for you back to the generative AI topic. It seems like, I think from what I picked up in your prepared remarks, you’ve integrated generative AI capabilities into social maybe care, but can you just broadly speak on the road map in terms of adding generative AI capabilities to the rest of the product suite. Where is that in terms of a priority for you? And what should we expect from a timeline perspective on that integration?
Ragy Thomas: Absolutely, Arjun. So we have signed a contract with Urban AI, and we have started rolling out a bunch of changes, as you rightly pointed out, with social and self-service first. We are committed to rolling it out across all product suites and everywhere. It can possibly help. Now remember that in some cases, we predictability and brand consistency is super important for our customers on the kind of companies we deal with. So it’s very important that we train these models on bound datasets, and make the responses very predictable. It’s cute if you’re doing an online search. And if something comes back, it’s not true and funny, will be a cute story, but that’s not what you expect from the top banks or a travel company or any brand that’s been sometimes decades and scores of years building their brand.
So we take €“ we’re going to go all in, but we’re going to take a very thoughtful, cautious approach to where to use it and how to use it, but very bullish on generative AI and what it can do to expand our own AI.
Arjun Bhatia: Perfect, sounds very exciting, looking forward to it. Thanks guys.
