Customer-facing functions in B2B SaaS company business model design: how vendors configure sales, marketing, and customer success
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Journal Title
Journal ISSN
Volume Title
School of Business |
Master's thesis
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Author
Date
2022
Department
Major/Subject
Mcode
Degree programme
Information and Service Management (ISM)
Language
en
Pages
71+8
Series
Abstract
The aim of this thesis was to examine the greenfield expansion of contemporary B2B SaaS companies into new markets: the impact of buyer behavior’s sudden shift into digital channels was reflected on how SaaS vendors organize their sales, marketing, and customer success functions. Research study context revolved around the covid-19 pandemic and its subsequent impact in the SaaS marketplace. The theoretical frame focused on the software business model framework by Rajala et. al (2003) and examining the validity of SaaS subcategories named “Enterprise” and “Pure-play SaaS” defined by Luoma et. al (2013). In addition, the research paid special attention to the relevancy of a physical market presence to a SaaS company operating abroad today. Eight Nordic B2B SaaS companies with direct sales as a main growth driver were interviewed remotely via single semi-structured interviews; the interviewee list included co-founders, CEOs, and sales executives who were responsible over growing company revenue in foreign markets. Results indicate that contemporary buyer behavior has reduced restriction on SaaS companies’ business model design, with the elimination of physical face-to-face meetings as the greatest driver of change. Choices regarding service language and geographical presence were found to be key strategic considerations for a young company’s future trajectory. Differences between Enterprise and Pure-play SaaS business model subcategories have decreased significantly, and sample companies liberally mixed elements from both categories. One major finding was how profitability significantly influenced organization choices for sales, marketing, and customer success depending on the company lifecycle stage.Description
Thesis advisor
Penttinen, EskoKeywords
software as a service, business model innovation, internationalization, covid-19
