Customer-facing functions in B2B SaaS company business model design: how vendors configure sales, marketing, and customer success

dc.contributorAalto Universityen
dc.contributorAalto-yliopistofi
dc.contributor.advisorPenttinen, Esko
dc.contributor.authorVanninen, Jarmo
dc.contributor.departmentTieto- ja palvelujohtamisen laitosfi
dc.contributor.schoolKauppakorkeakoulufi
dc.contributor.schoolSchool of Businessen
dc.date.accessioned2022-10-30T17:00:28Z
dc.date.available2022-10-30T17:00:28Z
dc.date.issued2022
dc.description.abstractThe 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.en
dc.format.extent71+8
dc.format.mimetypeapplication/pdfen
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/117491
dc.identifier.urnURN:NBN:fi:aalto-202210306270
dc.language.isoenen
dc.locationP1 Ifi
dc.programmeInformation and Service Management (ISM)en
dc.subject.keywordsoftware as a serviceen
dc.subject.keywordbusiness model innovationen
dc.subject.keywordinternationalizationen
dc.subject.keywordcovid-19en
dc.titleCustomer-facing functions in B2B SaaS company business model design: how vendors configure sales, marketing, and customer successen
dc.typeG2 Pro gradu, diplomityöfi
dc.type.ontasotMaster's thesisen
dc.type.ontasotMaisterin opinnäytefi
local.aalto.electroniconlyyes
local.aalto.openaccessyes
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