Strategic Expansion of a SaaS Business Model from Clients to End-Users
Simonova, Anna (2026)
2026
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202604308672
https://urn.fi/URN:NBN:fi:amk-202604308672
Tiivistelmä
This thesis examines how a Software-as-a-Service (SaaS) company operating in a regulated Business-to-Business-to-Customer (B2B2C) environment can strategically extend its business model to create and capture value from end users. The study focuses on Company X, operating within energy markets, where contractual relationships exist primarily with institutional clients, while end users interact with the platform indirectly.
The research adopts a qualitative case study approach. Empirical data were collected through semi-structured interviews with five internal stakeholders and complemented by internal documentation. The analysis follows an abductive logic, combining inductive thematic analysis with theory-informed interpretation. The findings are structured using the Business Model Canvas and supported by theoretical perspectives including Service-Dominant Logic, platform theory, and API monetisation models.
The results indicate that while the current business model is strongly oriented toward institutional clients, existing platform capabilities provide a foundation for engagement with end users. However, regulatory constraints, contractual structures, and organisational capabilities set boundaries for monetisation opportunities. Among the evaluated options, API-based monetisation models, particularly tiered and subscription-based approaches, are identified as feasible mechanisms for extending value capture, provided that governance and stakeholder alignment are carefully managed.
Based on the findings, the study proposes a structured development pathway for implementing API-based services, including organisational, technical, and strategic considerations. The research contributes to understanding how platform-based SaaS organisations in regulated contexts can evolve toward more ecosystem-oriented business models while balancing value creation and control.
The research adopts a qualitative case study approach. Empirical data were collected through semi-structured interviews with five internal stakeholders and complemented by internal documentation. The analysis follows an abductive logic, combining inductive thematic analysis with theory-informed interpretation. The findings are structured using the Business Model Canvas and supported by theoretical perspectives including Service-Dominant Logic, platform theory, and API monetisation models.
The results indicate that while the current business model is strongly oriented toward institutional clients, existing platform capabilities provide a foundation for engagement with end users. However, regulatory constraints, contractual structures, and organisational capabilities set boundaries for monetisation opportunities. Among the evaluated options, API-based monetisation models, particularly tiered and subscription-based approaches, are identified as feasible mechanisms for extending value capture, provided that governance and stakeholder alignment are carefully managed.
Based on the findings, the study proposes a structured development pathway for implementing API-based services, including organisational, technical, and strategic considerations. The research contributes to understanding how platform-based SaaS organisations in regulated contexts can evolve toward more ecosystem-oriented business models while balancing value creation and control.