[Seminar Report] Driving Revenue from Existing Customers. Building a 'Proactive CS/CIS' Organization for Profit Maximization

Seminar Report

Driving Revenue from Existing Customers. Building a 'Proactive CS/CIS' Organization for Profit Maximization

"Improving customer retention rate by 5% can increase profits by 25% to 95%."

For B2B SaaS companies, increasing revenue from existing customers has become an unavoidable theme. However, many teams struggle with issues such as "CS being too busy to propose" and "upselling being too dependent on individuals."

On March 13, 2026, four industry-leading companies in CS/CIS—EmpowerX, LayerX, JCS, and UPDATA—convened to discuss organizational design, role division, and the latest AI utilization techniques for dramatically increasing revenue from existing clients.

### Seminar Digest

- Establishing Customer Inside Sales (CIS): Defining an 'offensive' role that accumulates customer insights and proactively creates sales opportunities. - Transformation into a Revenue Organization: Creating mechanisms where Expansion responsibility is shared across all departments, not just for churn prevention. - Context-Driven Data Utilization: Integrating scattered customer information and using AI to realize highly accurate proposals that 'anticipate customer status.'

### Table of Contents

1. [SESSION 1] The CIS Model for Generating Sales from Existing Customers 2. [SESSION 2] Optimal Organizational Design and Staffing for Maximizing LTV 3. [SESSION 3] Context-Driven Proposals through AI and Data Utilization 4. Q&A Section

### [SESSION 1] The CIS Model for Generating Sales from Existing Customers

Mr. Sato from EmpowerX defines Customer Inside Sales (CIS) as "proactive inside sales that provide value and create sales opportunities for existing customers." Unlike the defensive nature of traditional CS, placing a role specialized in proposals ensures LTV maximization and reproducibility.

Mr. Otake from LayerX shared their experience in introducing EmpowerX as a CIS partner when facing challenges with managing a wide product lineup and frequent updates that the existing account managers (AM) couldn't handle alone. Seven months into the introduction, he emphasized that individual, dependency-based information formerly held by AMs was now accumulated in the CRM, enabling systemic, planned sales opportunity generation.

### [SESSION 2] Optimal Organizational Design and Staffing for Maximizing LTV

Mr. Hasegawa from JCS pointed out that many CS organizations fall into a "vicious cycle" where KPIs are fixed solely on churn prevention, resources are depleted by routine tasks, and the department is viewed as a "cost center" for investment. To break this, he argued for shifting CS into a "Revenue organization" that shares revenue targets (Expansion goals) with Sales and Marketing, alongside a division of labor that separates the 80% of routine work through AI and specialized teams. He also stated that discarding egalitarianism—treating all customers with equal time—and concentrating resources on high-profit customers is the first step toward maximizing productivity.