Daniel Burstein: While you're thinking of that, let me ask you to you know,
Posted: Mon Jan 06, 2025 6:30 am
General, I don't want to say anything private. Also, like, is there a point in there where you pivot based on that data you've gotten so far? Like, you know, so for example, some people say, well, when we do a pilot, right, we'll see the first three months and then we'll see how it goes.
And then, boy, then we'll have like a firm or forecast or is there like, you know, we're just in Germany, we're six months in, what are we doing? Okay, now we can plan our next fiscal year. I'm like, I like, is there a point in there where you're like, like, okay, I had that plan. But now let's circle back to see, like, where I can get a tighter forecast.
Purna Virji: Yes, exactly. So what I would do then is I would denmark whatsapp resource do a proof of concept model even before I do a pilot in some cases. But depending on the risk and the resources involved, I'm like, if I know this is going to be something that's global, like many teams, logical, I'm like, Let's start small. Let's do a little proof of concept, because that can also help me get by in a little bit of resources.
And then I will try to set like when am I likely to see the results? And then I'll get even the input from sales on when they think the lifecycle and all of that. So then like 45 or 90 will check if I'm doing that. Well, look at it. What are the key metrics of success? Is it, you know, of course rich sentiment, but like revenue impact tangibly or even behavior change, Maybe they adopted something that they hadn't before, which won't give you direct revenue.
But if they're adopting, like, say, if I were, you know, whatever, like some tag or something like that, that would be great. Then I will do a pilot and then usually the pilot will be a larger scale, but still not a fully rolled out one because I can there's always learnings because it's not just the results, it's also operational efficiencies that you can gain.
And then, boy, then we'll have like a firm or forecast or is there like, you know, we're just in Germany, we're six months in, what are we doing? Okay, now we can plan our next fiscal year. I'm like, I like, is there a point in there where you're like, like, okay, I had that plan. But now let's circle back to see, like, where I can get a tighter forecast.
Purna Virji: Yes, exactly. So what I would do then is I would denmark whatsapp resource do a proof of concept model even before I do a pilot in some cases. But depending on the risk and the resources involved, I'm like, if I know this is going to be something that's global, like many teams, logical, I'm like, Let's start small. Let's do a little proof of concept, because that can also help me get by in a little bit of resources.
And then I will try to set like when am I likely to see the results? And then I'll get even the input from sales on when they think the lifecycle and all of that. So then like 45 or 90 will check if I'm doing that. Well, look at it. What are the key metrics of success? Is it, you know, of course rich sentiment, but like revenue impact tangibly or even behavior change, Maybe they adopted something that they hadn't before, which won't give you direct revenue.
But if they're adopting, like, say, if I were, you know, whatever, like some tag or something like that, that would be great. Then I will do a pilot and then usually the pilot will be a larger scale, but still not a fully rolled out one because I can there's always learnings because it's not just the results, it's also operational efficiencies that you can gain.