How many conversations a month can a digital employee handle?

The math is done in interactions, not conversations

The question arrives in conversations, but the Vyrkon allowance is sold in credits, and one credit is one interaction — not one conversation. It is worth understanding the difference before looking at any plan: an interaction is a customer message plus the digital employee's answer. A conversation is the whole thread: a greeting, three questions and a goodbye can be five interactions.

It is counted that way because conversations do not resemble each other. Some people ask about opening hours and say goodbye; others quote, compare, ask for photos and book, all in one thread. Charging per conversation forces you to assume an average length, and that average always fits somebody badly: it penalizes the business with short queries and subsidizes the one with long ones. The interaction measures what was actually handled.

The allowances, plan by plan

The plans differ on two things that move together: how many digital employees you can have at once and how many credits the month includes. Prices and the full detail of each plan live in the plans section; what answers this question are the allowances.

The allowance belongs to the plan, not to each employee: every digital employee on the account spends from the same pot. If the receptionist takes almost all the traffic and the salesperson handles few cases, nothing is lost — the allowance is used by whoever needs it, in whatever proportion each month brings.

• The entry plan: 1 digital employee and 5 thousand credits a month.
• The middle plan: 3 digital employees and 15 thousand credits a month.
• The top plan: 10 digital employees and 50 thousand credits a month.

What happens on reaching the ceiling

First of all: the digital employee does not switch off halfway through a conversation. Leaving a customer talking to nobody because a counter ran out would be worse than having no agent at all, and the system is built so that does not happen.

When consumption approaches the allowance there are two ways out. The first is buying a pack of extra credits without changing plan: it suits a one-off spike — a campaign, a high season, a launch — that does not justify paying for the next plan every month. The second is moving up a plan, which suits you when hitting the ceiling stops being the exception and becomes the rule.

Consumption is not a black box: the portal has a screen showing how many credits the month has used so far. The choice between a pack and a plan change is made looking at that number of yours, not by guessing.

How many conversations does the allowance work out to?

The honest answer is that it depends on how much your customer talks, and a general average published without measurement would be an invented number. A "do you deliver?" with its answer is one interaction. Someone quoting a treatment, asking about payment options and booking the appointment can spend ten or fifteen in a single thread.

What you can do is measure your own case. Every conversation is recorded in the Vyrkon portal with its messages, so within a few weeks of use the business knows what its typical conversation costs — its own, not somebody else's average — and can confirm or correct the plan with that figure.

To size it before starting, the useful math runs backwards: look at how many chats the business handles in a month today, across all channels, and multiply by the length they usually run. If the result lands far from the allowance of the plan you are looking at, there is room to spare; if it lands close, the extra pack exists precisely for that edge.

The allowance is not the capacity to serve

It is worth separating two things that sound alike. The allowance says how many credits the month includes. Capacity says how many conversations it can hold at the same time, and there the answer is different: all the ones that arrive. A digital employee has no queue — twenty people typing at once get twenty answers at once, with nobody waiting for somebody to free up.

That changes the nature of the limit. With a human team the bottleneck is the peak hour: midday messages get handled and the night ones wait. With a digital employee the only limit is the month's allowance, which is spent the same on a Sunday at midnight as on a Tuesday morning.

That is why the question in the title is answered by the plan and not by the technology. The capacity to serve comes complete in every plan; what you choose when you sign up is how much message volume the month includes.