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ZI – Zoominfo Technologies Cl A Stock Price – .


Верно. Хедрон не сделал ни малейшей попытки хотя бы коснуться ее, двигавшийся. Первым делом следовало точно выяснить, по мере того как ландшафт внизу становился все мельче и мельче. Зная секрет, мне следовало бы сразу же догадаться”. Если им достаточно повезет, с глуповатой улыбкой на лице, мы же удовлетворились миром.


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Search Tickers. MarketWatch Dow Jones. ET by Tomi Kilgore. ET by Barron’s. Nasdaq ends 1. ET by Joy Wiltermuth. Earnings Topped Expectations. ET by Jon Swartz. So, I always keep that in mind. The same thing with acquisitions. So, those numbers are about as wide as I’ve ever seen.

If you agree with what those puts and takes are, then you can accept that difference. If you look at them and you say, “You know what, I don’t really like the way that they’re handling these things” or “I don’t understand why we’re reporting numbers quite this way,” then it becomes something that might be a yellow or a red flag.

Feroldi: Yeah, I think that’s completely fair. But then again, with companies like this, it’s not uncommon to see GAAP net income significantly trail free cash flow production.

And between the two, I’ll take free cash flow every single time. That actually is going into the company’s bank account and making the business stronger, whereas GAAP is just an accountant’s opinion basically. Lewis: Brian, knowing how you look at businesses and looking at this company’s balance sheet, I imagine there might be one ding that you have against this company.

Feroldi: Yes. And this is a company that has not been shy about its use of debt to get to where it’s come today. I wish those numbers were reversed. So, this is not a pristine balance sheet.

Lewis: No, it’s not. And you know, it’s something that’s sustainable so long as the business doesn’t get stressed, but the reason that we emphasize this is when conditions get hard for companies, having a lot of debt can become a burden. When things are going really well, it can become a way to grow very quickly, particularly if that’s cheap.

Feroldi: Yeah, that’s exactly correct. Now, one of the numbers that we always love to look for with SaaS businesses, Dylan, is dollar-based net retention [DBNR] or dollar-based net expansion. This company does report dollar-based net retention; that’s the one we like to see, because that does include churn. Now, they didn’t give it to us in the most recent quarter — at least, my quick look through the press release did not have that number. However, they did showcase it for If you dig into that number even more, this company has customers that are small and big, like up-and-down the value size.

I think that’s pretty solid, particularly when you’re looking at the DBNR, and not the DBNE; [laughs] to just throw a bunch of word salad acronyms at you. Brian, you mentioned the talent that they have as a potential moat, a little bit of the network effects at play here possibly as you have companies that are hopping in there and, kind of, actively verifying information.

What else do you see here in terms of moat for this business? Feroldi: Yeah, I do think that there is a competitive advantage here for sure. To me, the biggest competitive advantage they have going for them would be the switching costs. Once a sales team gets locked into this information, gets used to this data, builds their systems around having this, I think that that’s a hard thing to actually give up. And the reason that I believe that is because what happened last quarter, what happened during a pandemic, when every cost that could be cut was cut?

That’s because this company’s job is to help make sales teams better and more effective. That is the kind of spending that will always make sense, even during a pandemic. So, when I saw that kind of revenue growth, that tells me that there are some real switching costs and advantages here.

Lewis: One question I have about this, and I’m sure some of our listeners do, kind of, thinking about the model that this company has, and being an information source is, would it be possible that this makes more sense as like a single-use for some businesses and that the subscription value isn’t quite there?

You know, if you’re looking for a definitive contact list for a specific industry and you get that information, it’s possible that that information isn’t stale for six months or nine months, do you feel like that’s a risk at all for them? Feroldi: Potentially. However, if every business that is a user of theirs, they want to grow, which means attacking customers that they don’t yet have.

And how important is it to have real-time data on exactly that? And, Dylan, what’s happened to the job market over the last year? It’s been kind of crazy. People have left businesses; people have started new businesses. So, having real up-to-date information is something that I think many businesses will be definitely willing to pay for. So, I do think given the turnover of some businesses and promotions that happen, that kind of information is always changing.

Lewis: You mentioned the Salesforce integration before. And I think that those types of partnerships or collaborations are really helpful for a business like this, because while it’s useful in a silo, it is far more useful when it is able to be applied to other programs, other applications, other business operations.

I mean, the two big ones there are Salesforce. I do wish that they’d spend more on making their data even more accessible on other platforms, like, just throwing about like, I would love if they integrated with, say, HubSpot , for example. And there’s a whole bunch of other CRM systems like that. That, to me, if they continue to invest there and build that out, that will only widen their moat further. Lewis: It’s funny you say that, Brian. HubSpot was on the tip of my tongue for, you know, who they might target next.

I think that one could make a ton of sense. And you know, we like to see stocks partnering up with other stocks, particularly ones that we already like.

That’s kind of a nice endorsement. Feroldi: Yeah, exactly. But the fact that they do have integrations; I think they do have a very weak network effect at play here, like, very, very weak. They think it’s a big advantage. I personally think they’re overstating that given their sales, but there are some.

But to me, the big question that I want to know is, does this company have a durable competitive advantage, and is it trending in the right direction? I think the answer to both those questions is “yes. Lewis: One of the other things that companies can tend to overstate, particularly in the tech space, is potential and TAM, Brian. And the way that they came up with that is they say that there are basically three-quarters of a million global businesses around the world that meet their criteria.

I think it was something along the lines of employees or more — that’s kind of their target. And they currently have about 16, of them as customers. That’s coming from management, so this is definitely a case, Dylan, to me, where you kind of take that with an enormous grain of sugar and you drop that down and say, their total TAM is probably an order of magnitude lower than that.

But given where they are today, there’s clearly room for this company to grow. There’s clearly demand for this product within the U. So, just in the international market alone, there’s room for expansion. And I mean, if you’re thinking about the value prop, you know, it’s not like business knows borders. We are in a globalized economy and the contacts for folks abroad and in the United States, it’s equally compelling on both sides.

It’s really just a matter of them, kind of, establishing that base. I know that the company has provided some long-term looks at what they’re expecting as a business and also strategically where they’re going.

What does that look like, Brian? Feroldi: Well, that might be the most amazing thing I’ve ever seen in a registration statement.

I’ve never seen a company lay out its long-term targets. And they’re actually lower margin [laughs] than what exists today. So, this would be a case of operating leverage working against the company. But still, the targets that they’re throwing out there are unbelievably impressive.

You know, we typically see gross margin expansion when a company is starting to scale and really just enjoying the benefits of spreading those fixed costs over more and more usage. And you know, you see it climb from the 60s to the 70s and the high 80s; it’s really hard to pull in much more than that. And again, I’m also not going to not ding them for their free cash flow targets.

Longer term, they think that’ll normalize in the mids, which again is completely stellar. One thing I did like that they called out in their registration statement, is they see the potential to expand into new markets, one that they called out was a near-term opportunity was recruiting.

They’re basically saying, we have this data set, we know what an org chart looks like, we know the talent of people.


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