Exploring Internal Challenges in Internationalisation: A Case of a Software as a Service (SaaS) Internationaliser

Purpose: The article examines the internal challenges encountered in internationalisation, focusing on Software as a Service (SaaS) companies. It aims to contribute to the literature on SaaS companies’ internationalisation by examining the unique challenges they face and the challenges they share with other types of firms. Design/methodology/approach: It encompasses a case study of an international Estonian SaaS company. It is based on a semi-structured, in-depth interview and various additional information sources: internal information, websites, and publicly available financial data. Findings: When the company was young, it lacked the capacity to cope with competitors. Establishing itself as a stable and trustworthy partner for larger firms was also challenging. Its marketing capabilities were limited, and its competitiveness was low compared to the more established firms. Additional challenges included communication issues, customer disinterest, customer specificity (e.g., the tendency of customers to also become competitors), lack of trust, and insufficient references. Research limitations/implications: It is based on a single case study. Originality/value: It enriched the literature by directing attention to the internationalisation challenges, explicitly focusing on SaaS companies. It aimed to understand how various internal challenges can affect their internationalisation. The area is understudied, and SaaS companies’ internationalisation needs more coverage in future research. This study contributes toward filling the research gap by offering valuable insights into the internal challenges of SaaS companies’ internationalisation. It provides suggestions to managers and those pursuing global expansion or already operating in international markets.