Choosing sales channels to scale growth in a SaaS organization : a look at an enterprise mobility management software sales company in growth mode
Allen, Jeremy (2019)
2019
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2019060214145
https://urn.fi/URN:NBN:fi:amk-2019060214145
Tiivistelmä
Small and medium sized organizations around the world are increasingly adopting cloud software solutions, taking advantage of the benefits of these products and implementing them into various business processes. The shift to cloud software as a business model has opened new doors for many tech companies, especially for those in the startup and growth phases. Cloud software vendors are taking advantage of the new opportunities and are in turn growing their companies rapidly.
Rapid growth brings about new changes and challenges for the software vendor, and one aspect of this which is systemically overlooked in business literature is how to structure the sales channels required to go to market. This study provides an in depth investigation into the available sales channels, and draws from the empirical data of a Finnish SaaS company currently in growth mode.
The main findings of the study show a clear path from which to choose the sales model for expansion into secondary markets while keeping the operational expenditure low. In addition to minimizing financial risk, some other factors contributing to the decision were control of the sales process, cultural similarities between salesperson and customer, and physical proximity to the customers to maximize the speed of service in local time zones.
Rapid growth brings about new changes and challenges for the software vendor, and one aspect of this which is systemically overlooked in business literature is how to structure the sales channels required to go to market. This study provides an in depth investigation into the available sales channels, and draws from the empirical data of a Finnish SaaS company currently in growth mode.
The main findings of the study show a clear path from which to choose the sales model for expansion into secondary markets while keeping the operational expenditure low. In addition to minimizing financial risk, some other factors contributing to the decision were control of the sales process, cultural similarities between salesperson and customer, and physical proximity to the customers to maximize the speed of service in local time zones.