An AI purchase becomes concrete when you can describe what your team will receive and how it will check it.
One word can conceal different purchases
Imagine your company inviting several suppliers to propose an artificial intelligence solution for marketing. One offers a licence, another a creative team and a third a custom application. If the evaluation only asks for innovation and experience, you will compare proposals addressing different work. An impressive demonstration does not explain what will remain operational afterwards.
Wiwo develops its own software, applications and integrations, and provides technology-supported marketing services. That combination makes separating the purchase into components especially useful. A tool may help produce materials while campaign direction requires a service. Ask what each component includes, who will use it and which information it needs to serve its purpose.
Request evidence for the task you will actually buy
A useful assessment need not expose confidential information. Prepare a representative scenario using authorised materials: a short assignment, an approval request or a report requiring review. Explain the difficulty and ask to walk through the task. You can then observe whether the experience helps a person on your team continue the work with fewer doubts.
Distinguish what you are seeing: an available function, configuration still to be agreed or proposed development. If a capability depends on an integration, ask about requirements rather than assuming the connection exists. Nor should an illustrative interface be confused with an actual implementation. The written proposal should identify these distinctions so procurement, marketing and technology can assess them together.
Compare responsibilities as well as functions
A short matrix can clarify who does what when work crosses departments. The objective is not a questionnaire full of requirements nobody will use. It is to avoid sales expecting an ongoing operation when the contract covers a single delivery, or marketing assuming a specialist review is included when the customer must provide it.
Ask for answers tied to your situation rather than only a commercial description. Two proposals may use the same words while allocating responsibility very differently. That comparison is often more relevant than adding another column of functions unrelated to the need.
| Part of the purchase | Question to resolve |
|---|---|
| Software | Which functions, access rights and users are being considered? |
| Service | Which work will the team do, and what will the customer review? |
| Development | What will be built, and which scenarios will determine acceptance? |
| Continuity | Which support or evolution is agreed after delivery? |
Agree acceptance criteria a person can execute
A criterion such as improving marketing is insufficient to accept a technology project. It is more useful to state that an authorised person must be able to prepare a particular delivery, review its information and complete an agreed journey. Conditions should recognise available data, access limits and decisions that will still depend on the company’s specialists.
Record what happens if the need changes. Another integration, a new information source or an additional user group can modify scope. Documenting how those changes will be handled protects the conversation for both parties. You do not need to know the supplier’s internal operation to require clarity about what your organisation will receive and operate.
Treat Wiwo’s proposal as a capability decision
The final question is which capability your company needs to add: creation, coordination, analysis, customer service, advertising or specific development. Explore Wiwo’s ecosystem from that need and assess the relevant products or services. A shared brand helps orientation; it does not prove that every connection, permission or function is included in every contract.
Finish with a recommendation understandable to the people approving the purchase. Describe the selected problem, evidence reviewed, points awaiting confirmation and criterion for the next decision. The tender can then move beyond rewarding an appealing narrative and become a comparison the team can defend after the meeting.
Frequently asked questions
Should an AI tender always request custom development?
No. Identify the task first and compare it with existing functions. Development makes sense when specific requirements justify building or adapting a solution.
How can we compare Wiwo with a software licence?
Separate product functions, included services and customer responsibilities. This allows comparison of equivalent scopes without attributing team work to software.
