SUBARU Commences Demonstration Analysis of Customer Service Data Utilizing 'BRING OUT' at a Scale of Over 150 Stores Nationwide and Over 1,000 Sales Staff
Bring Out's AI conversation analysis platform is entering a large-scale trial across 150+ SUBARU stores and 1,000+ sales staff to visualize sales talks and improve service quality.
📋 Article Processing Timeline
- 📰 Published: April 14, 2026 at 18:00
- 🔍 Collected: April 14, 2026 at 09:31
- 🤖 AI Analyzed: April 19, 2026 at 18:45 (129h 14m after Collected)
― Sharing primary sales information within the organization to aim for a higher baseline of customer service quality ―
Bring Out Co., Ltd. (Headquarters: Tokyo, CEO: Kei Nakano, hereinafter "our company") announces that, as part of the sales and customer service reform promoted by SUBARU Corporation (hereinafter SUBARU), it has decided to transition to a large-scale trial phase involving over 150 stores and more than 1,000 participants nationwide based on the results of a PoC (Proof of Concept) for "BRING OUT," a management transformation platform originating from dialogue data provided by our company.
In this PoC, SUBARU's Domestic Sales Division Business Innovation Department and our AX (AI Transformation) consultants collaborated to verify an operational process. By using AI to analyze conversation data from sales negotiations, we "visualized" the contents of the negotiations in a format easy to utilize on the frontlines, presenting the next actions to be taken and areas for improvement to the field.
As a result, it has been confirmed that it is easier for both the frontline and management to have a shared understanding of the negotiation status and the points the customer is considering, leading to a tangible sense of improved quality in reflection sessions and greater efficiency in training and guidance.
Furthermore, it demonstrated the potential to deepen customer understanding, raise the baseline of customer service quality, and lead to continuous organizational improvement centered around dialogue data from sales and customer interactions.
When volunteers were solicited based on the demonstration results from the stores that participated in the PoC, many stores nationwide expressed their intention to participate.
Background of the PoC Implementation
"Primary information of sales negotiations" becomes the diverging point for customer experience and management
On the frontlines of automobile sales, sales negotiations easily become a black box, and the following issues have been pointed out:
- Store managers cannot attend all sales negotiations, making guidance tend to be reactive.
- Customer "temperature," hesitations, and specific requests are not adequately shared through sales reports alone.
- Good customer service and dialogue become dependent on individual skills, making it difficult to reproduce and deploy horizontally.
These situations could lead to experiences for customers where "the feelings and anxieties they thought they conveyed are not sufficiently understood," while also causing the frontline to miss opportunities for improvement and development.
Behind this is a structural issue where the primary information of sales negotiations and customer service (customer words, reactions, and consideration status) gets summarized during the reporting process, losing nuances, and making it difficult to accumulate and share as data. Consequently, a situation persisted where store managers and headquarters found it difficult to grasp "where the customer is hesitating" or "what could be the deciding factor."
Therefore, in this PoC, we verified the effectiveness of a solution approach that analyzes the content of sales negotiations using AI, "visualizes" the negotiations, and shares them between the field and the organization. Furthermore, we checked whether we could create a virtuous cycle of leveling up sales and customer service by accumulating the results as negotiation history, sharing it within the store and among stakeholders, thus accumulating/sharing customer information and iterating negotiation feedback.
Overview of the PoC
In this PoC, rather than simply testing the introduction of a tool, we started the initiative by designing use cases tailored to the actual conditions of the stores.
The PoC was conducted at selected stores in the Tokyo metropolitan area from September to October 2025. Our consultants actually visited the stores, carefully listening to issues and requests while confirming the frontline business workflows.
Based on that, we organized what information the frontline "really wants to utilize," analyzed the negotiation data with AI, and verified the operation of presenting the necessary suggestions. Specifically, we visualized the negotiations from the following perspectives, breaking them down into forms that can be utilized for daily improvement:
- Visualization of negotiations / Advice on next actions: Organizing the negotiation content and supporting the consideration of the next steps to take.
- Visualization of negotiation skills / Advice on skill improvement: Clarifying perspectives for reflection and guidance, linking them to training and improvement.
- Visualization and accumulation of requests regarding the customer's car life: Organizing and accumulating not just attribute information, but specific voices such as usage scenes and desires, utilizing them to improve the quality of proposals.
Through this PoC, we verified practical operations to organize and utilize the primary information of the "dialogue" known as a sales negotiation without overburdening the frontline, linking it to store reflections, guidance/training, and the refinement of proposals.
Results of the PoC
In this PoC, the frontline reported the following changes across the aspects of customer experience, management, training, and results.
[Customer Experience / Management Perspective]
"The customer's temperature and consideration status were visualized, making it easier to follow up and make proposals tailored to each individual customer. Even when absent, the customer service...
Bring Out Co., Ltd. (Headquarters: Tokyo, CEO: Kei Nakano, hereinafter "our company") announces that, as part of the sales and customer service reform promoted by SUBARU Corporation (hereinafter SUBARU), it has decided to transition to a large-scale trial phase involving over 150 stores and more than 1,000 participants nationwide based on the results of a PoC (Proof of Concept) for "BRING OUT," a management transformation platform originating from dialogue data provided by our company.
In this PoC, SUBARU's Domestic Sales Division Business Innovation Department and our AX (AI Transformation) consultants collaborated to verify an operational process. By using AI to analyze conversation data from sales negotiations, we "visualized" the contents of the negotiations in a format easy to utilize on the frontlines, presenting the next actions to be taken and areas for improvement to the field.
As a result, it has been confirmed that it is easier for both the frontline and management to have a shared understanding of the negotiation status and the points the customer is considering, leading to a tangible sense of improved quality in reflection sessions and greater efficiency in training and guidance.
Furthermore, it demonstrated the potential to deepen customer understanding, raise the baseline of customer service quality, and lead to continuous organizational improvement centered around dialogue data from sales and customer interactions.
When volunteers were solicited based on the demonstration results from the stores that participated in the PoC, many stores nationwide expressed their intention to participate.
Background of the PoC Implementation
"Primary information of sales negotiations" becomes the diverging point for customer experience and management
On the frontlines of automobile sales, sales negotiations easily become a black box, and the following issues have been pointed out:
- Store managers cannot attend all sales negotiations, making guidance tend to be reactive.
- Customer "temperature," hesitations, and specific requests are not adequately shared through sales reports alone.
- Good customer service and dialogue become dependent on individual skills, making it difficult to reproduce and deploy horizontally.
These situations could lead to experiences for customers where "the feelings and anxieties they thought they conveyed are not sufficiently understood," while also causing the frontline to miss opportunities for improvement and development.
Behind this is a structural issue where the primary information of sales negotiations and customer service (customer words, reactions, and consideration status) gets summarized during the reporting process, losing nuances, and making it difficult to accumulate and share as data. Consequently, a situation persisted where store managers and headquarters found it difficult to grasp "where the customer is hesitating" or "what could be the deciding factor."
Therefore, in this PoC, we verified the effectiveness of a solution approach that analyzes the content of sales negotiations using AI, "visualizes" the negotiations, and shares them between the field and the organization. Furthermore, we checked whether we could create a virtuous cycle of leveling up sales and customer service by accumulating the results as negotiation history, sharing it within the store and among stakeholders, thus accumulating/sharing customer information and iterating negotiation feedback.
Overview of the PoC
In this PoC, rather than simply testing the introduction of a tool, we started the initiative by designing use cases tailored to the actual conditions of the stores.
The PoC was conducted at selected stores in the Tokyo metropolitan area from September to October 2025. Our consultants actually visited the stores, carefully listening to issues and requests while confirming the frontline business workflows.
Based on that, we organized what information the frontline "really wants to utilize," analyzed the negotiation data with AI, and verified the operation of presenting the necessary suggestions. Specifically, we visualized the negotiations from the following perspectives, breaking them down into forms that can be utilized for daily improvement:
- Visualization of negotiations / Advice on next actions: Organizing the negotiation content and supporting the consideration of the next steps to take.
- Visualization of negotiation skills / Advice on skill improvement: Clarifying perspectives for reflection and guidance, linking them to training and improvement.
- Visualization and accumulation of requests regarding the customer's car life: Organizing and accumulating not just attribute information, but specific voices such as usage scenes and desires, utilizing them to improve the quality of proposals.
Through this PoC, we verified practical operations to organize and utilize the primary information of the "dialogue" known as a sales negotiation without overburdening the frontline, linking it to store reflections, guidance/training, and the refinement of proposals.
Results of the PoC
In this PoC, the frontline reported the following changes across the aspects of customer experience, management, training, and results.
[Customer Experience / Management Perspective]
"The customer's temperature and consideration status were visualized, making it easier to follow up and make proposals tailored to each individual customer. Even when absent, the customer service...