Venture Europe: Entrepreneurship | Technology | Venture Capital | Eu/Acc
00:10:23 · Casper Henningsen, Calin Fabri
[00:10:23] S0: what's, but not any why's. So insights and understanding has a hard time right now, because it's sort of like left in another decade. Market research, a 40 old category is built for an industry and an enterprise that no longer exists. Compare that reality with which what I just said that the average enterprise stays in top Fortune 1,000 for seven years. I think you have such a strong correlation that I found that was a very interesting problem to try to build for. So what we did were we looked at the possibilities of AI to essentially orchestra the entire research workflow, working as a researcher, interviewing real people, real human beings on video, tablets, desktops. And through that interaction, giving real conversation from qualitative, the modality and scale of survey to essentially blend the two and leave the compromise that the enterprise is faced with today. So that is what you are calling AI moderation. It is a new emerging capability for the enterprise to essentially extract human and customer empathy at a very high velocity, and then go redistribute that to decision making across the enterprise. [00:12:00] S1: And do you want to give us a use case example, some of the work that you guys did with some of your clients, and maybe you can talk a little bit about the numbers on the speed, cost savings, you know, improve revenue. [00:12:14] S0: Let me start at how I look at AI in this domain. I think first wave is very easy. It's apply AI to be [00:12:27] S1: more
00:12:27 · Calin Fabri, Casper Henningsen
[00:12:27] S1: more [00:12:27] S0: effective. Take out cost, take out time, make it relevant for the agenda enterprise that are being formed. And so, sort of in that motion you start to build a capability that can behave and move differently than you did before. I think that's where the market are in majority today. How can we deliver insights faster across go to market motions such as proposition shaping, demand space shaping, concept development to product innovation to marketing, messaging, marketing campaigns, websites, etcetera. Let's see if we can create a new capability that can match the speed of the enterprise and the need for insights with a modality that actually can deliver into it. I think that's to characterize and put some use cases on like First Wave. I think the successful enterprise in the era of AI needs to take a choice between are we then taking that capability that are shaping efficiency and putting that to margins or delivering that to our CFO and saying, I saved x amount of resources. I'm now able to work differently. So here you are directly on margins, directly on the CFO's table. I call that the 10 percenters. Or leaders need to say, I've shaped a new capability. I have an opportunity to be the 10xer. Reimagining the future innovating harder with a capability that when I apply it, I save more. But I'm taking that in a cost neutral kind of like idea. I'll start innovating like crazy. That's the chance of the enterprise. It will belong to the 10x's and not the 10 percenters.
00:14:19 · Calin Fabri, Casper Henningsen
[00:14:19] S1: Got it. And do you have some some use cases where you kind of, you know, you went into an enterprise and let's say you saw these two patterns, and why you think, you know, one is better than the other? [00:14:32] S0: Imagine a world where if you were curious on customers, you get a graph on what the customers were scoring or whatever you put in they should select. It's a very limited view on the world. You get basically graphs and selected items for the end of... For the customers. Mhmm. Now, you receive not only that which shapes an architect a what, but you get full access to hundreds of hours of video of your consumers coded, structured, applied as there is humans behind the graphs because that is what they've always been but it was never accessible. Why are you thinking like that? What parts of this concept were amazing? You're talking about this demand space. Why is that interesting to you? So we, so it's across the surface of applications, it is an, it is a complete new view and engagement you have with your customers. If you go into the basic psychology and you go into the basic theories, empathy can only be unlocked when you see and feel another person. It cannot transmit through graphs or analytics. It transmits only when I feel and connect to my audience. And now there is a chance for the enterprise across numerous application and go to market, brand, marketing, innovation to get these nuggets of understanding matched at the time of how they build and the pace of how they build. [00:16:09] S1: Right.
00:16:09 · Calin Fabri, Casper Henningsen
[00:16:09] S1: Right. [00:16:09] S0: And that combination starts to deliver an unfair advantage to the enterprises that now starts to perform completely different in the applications they bet on to grow their enterprise. [00:16:21] S1: Yeah. Now I think you have it also beautifully showcased on the website, probably you were going to put it on the screen how not only let's say you understand what they're saying about a potential product or an existing product, but also their small micro expression, you know, like when they say that, like do they actually mean it or do they actually say it because to your point, if you don't see the person, you can't really tell, right? Like it's from a like, you know, like very big difference if you see a graph or you see actually someone telling you something because then you know what to trust and whatnot. [00:16:56] S0: It is a very different experience, and we have some powerful examples very early on in this emerging capability how it performs and as all AI will perform, has massive implication on the efficiencies. Imagine research savings, time to insights and basically your ability to feed in insights into modality of the enterprise. What we also see is when you start doing that and have a completely different intensity and relationship to the application of the enterprise, the categories you're serving starts to outperform. We also announced recently the first white papers and documented results which speaks to two digit category growth performance as a result of serving the stakeholders who builds differently.
00:16:56 · Casper Henningsen, Calin Fabri
[00:16:56] S0: It is a very different experience, and we have some powerful examples very early on in this emerging capability how it performs and as all AI will perform, has massive implication on the efficiencies. Imagine research savings, time to insights and basically your ability to feed in insights into modality of the enterprise. What we also see is when you start doing that and have a completely different intensity and relationship to the application of the enterprise, the categories you're serving starts to outperform. We also announced recently the first white papers and documented results which speaks to two digit category growth performance as a result of serving the stakeholders who builds differently. [00:17:51] S1: Yeah. And I think like we... Like I had on my papers here, the eBay example, but I don't know how much you can can [00:17:57] S0: talk about it. That was the one we went public with as the first one of of a series of many. And it speaks to millions of dollars in research savings, acceleration of time to insight in a modality the old market research cannot cope. More importantly, when you start to put that motion into decision making across prioritized categories, you start to see two digit growth of these categories because you take better decisions, build cooler stuff that are more relevant for your users and you start to outperform your competition. So the numbers that
00:17:57 · Casper Henningsen, Calin Fabri
[00:17:57] S0: talk about it. That was the one we went public with as the first one of of a series of many. And it speaks to millions of dollars in research savings, acceleration of time to insight in a modality the old market research cannot cope. More importantly, when you start to put that motion into decision making across prioritized categories, you start to see two digit growth of these categories because you take better decisions, build cooler stuff that are more relevant for your users and you start to outperform your competition. So the numbers that [00:18:36] S1: I remember and we can beep it out, but if it was public, it was like 15% increase in GMV on those categories, which is insane. Right? Like 15% increase in GMV, and I think 3 to €6,000,000 reduction in cost, which is it's incredible if you can reduce cost, increase speed to insight and increase like the GMV, which is like, yeah, the closest to revenue. It's pretty incredible. [00:19:04] S0: And and take for granted that it has been a very focused initiative with certain amount of resources invested in it. And for me, it gives so much meaning to start thinking about this at higher velocity levels, more democratized motions, because if this is the result of being focused for a period of eighteen months which these numbers are alluding to. What would happen if we went to all categories? More functions. More investment. What type of enterprise would you end up having? I think you're going to have an enterprise that are fully in connection, in deep resonance with the markets they're trying to win.