Riccardo says one of Wonderflow’s biggest early challenges actually came when they began serving huge multinational enterprises, the likes of Philips, TomTom and HTC, despite still being a team of just two or three people. That meant ensuring their business model could cope with the kind of pressures associated with serving this scale of operation.
“The biggest challenge was to build our first product as an already enterprise-grade solution. So one that could be used by an enterprise comfortably, and without them being anxious that their data would be lost.”
Another difficulty came with educating the managers at these enterprises on the value of utilising this customer data. Essentially this meant proving the worth and product-market fit of what Wonderflow was actually offering to potential clients who weren’t necessarily always open to change.
“We had to always work with managers who because they work at an enterprise, were not so advanced in terms of the customer-centric mindset, or they were not used to doing something with this data. They were collecting a lot of data, they were trying to understand, but they never really had a process to put this data to work, to make something with it. So we had to not just sell the product, but to educate them – and in the early days as a startup, this is extremely challenging.”
That willingness at an enterprise level to work with a startup like Wonderflow came as a surprise to Riccardo, as was his business’ ability to outperform those considered market-leaders in the industry.
“From a practical perspective, it really surprised me to see a company of our size outperform the market-leaders in terms of quality of analysis, actionability of the data performance, number of users per company, etc. So I thought we had a gap that we had to fill. When we tested this with users we found ourselves to be out in front for many aspects.”
However, despite Wonderflow earning that trust from enterprise-level businesses in its initial stages, Riccardo did highlight that this isn’t a common occurrence – and there’s still an unfortunate reluctance between these companies to break the habit of solely dealing with other big names.
“I’m surprised that many enterprises still believe they should be working with mainly large companies and not with scaleups because they do not understand that if they want real innovation, they have to work with companies who do that innovation, which is not other big companies.