After reading the case study, I feel that they should wait before deploying the salesbot. Seeing the lack of enthusiasm from their team and top customers, it seems like it might be best to hold off until they can figure out a better way to integrate the salesbot without alienating these key players in and around their company. While the sentiment of not wanting to be left behind and keeping up with advancing technology is important, so is understanding the space they exist in and what their customers and employees want. If their customers were really excited about the salesbot, it would be easy to make the decision, but seeing their reticence, I think it is important for Jeannie to take a step back and see what her company is about.
Tyrell mentioned that he valued how Pulsepoint had offered personal client relationships, and how other customers felt similarly. I think this, Pulsepoint’s reputation and mission, is something that Jeannie has to consider in making this decision. Some companies value progress above all else – but it doesn’t seem like Pulsepoint has built itself around that mission. Given the values the employees and customers appear to have, the salesbot doesn’t appear to fit with the reputation that Pulsepoint has built for itself. This means that the salesbot is a riskier move than anticipated according to their current standing. However, if Jeannie is looking to move away from this reputation and rebrand themselves, then it is worth taking the risk. Either way – reputation, mission, and values are something key to consider in this space. It is also important to consider how the potential loss of customers from switching to the salesbot would impact the actual money saved from switching to the salesbot. Another important thing to consider if they want to move to the salesbot is what customers would want to work with them after this change – understanding their new market and scope could help them understand the stakes of this decision better.
