How to run a pilot with an enterprise customer
The purpose of a pilot, defining scope and success criteria, paid pilots, stakeholders, running the process and converting to a contract.
By Editorial Team
Enterprise customers usually want to try a new solution in a limited pilot before rolling it out company-wide. A well-run pilot opens the door to a big contract; a poorly run one becomes a months-long "trial" with no outcome.
The purpose
A pilot exists to prove your product solves a specific problem in the customer's environment. The goal is a measurable result, not a demo.
Clarify before starting
- Problem and scope: which process, which unit, how many users?
- Success criteria: measurable goals, e.g. "30 percent less processing time", "half the error rate"
- Duration: usually 4–12 weeks; avoid open-ended pilots.
- Decision-maker and sponsor: who decides on purchase at the end?
- Next step: what happens if goals are met? Discuss price and scope up front.
Put these in a short pilot agreement.
Paid pilots
Charge for the pilot if possible; even a small fee secures commitment and resources. Offering to credit the pilot fee against the full contract makes it easier to agree.
Stakeholders
Enterprise deals involve users, the unit manager, IT, security, legal and procurement. Start security and legal processes at the beginning; see our B2B sales and cybersecurity guides.
Running the pilot
- Share goals, timeline and owners at kick-off.
- Hold short weekly progress calls.
- Make sure users actually use the product; act quickly if usage is low.
- Report issues openly with resolution times.
The results report
At the end, prepare a short report showing results against the criteria in numbers, with user feedback and ROI. It becomes the internal document for the purchase decision.
Converting to a contract
- Plan the results meeting with the decision-maker.
- Have a rollout plan and quote ready; see our pricing guide.
- Ask permission to turn successful pilots into references and case studies.
Common mistakes
- Starting without success criteria
- Free, open-ended pilots
- Leaving the decision-maker out
- Running too many pilots at once and exhausting the team
Conclusion
A pilot is not an exam but a shared success project. Clear goals and regular communication turn it into a lasting customer. For corporate investment in startups, see our CVC guide.
This guide is for general information only and is not legal, financial or investment advice. Check official sources and consult professionals for current terms.
