カスタマーサクセスを促進させる対内志向

抄録

Customer Success has emerged as a strategic approach that enables businesses to support customers in achieving their desired outcomes. While widely adopted in Software as a Service (SaaS) industries, its application in large non-SaaS enterprises presents unique challenges due to existing organizational structures. This study explores how Customer Success can be promoted across entire organizations through an exploratory multiple-case study of four publicly listed Japanese firms. Using the Gioia method, three key factors were identified: cross-functional collaboration, shared infrastructure, and organizational culture development. Additionally, this study highlights the significance of an internal orientation within Customer Success departments, emphasizing that internal alignment enhances external effectiveness. Unlike SaaS firms, where Customer Success is embedded as a given function, non-SaaS enterprises must define and integrate it within existing structures. Findings suggest that successful implementation requires proactive cross-departmental engagement and internal capability building. This research contributes to academic discussions on Customer Success by extending its applicability beyond the SaaS domain and providing practical insights for companies navigating Customer Success in complex organizational environments.