SUBARU Launches Customer Service Data Analysis Demonstration Utilizing Bringout Across Over 150 Stores and 1,000 Salespeople Nationwide
Bringout Inc. announced that its "BRING OUT" management transformation platform, which uses dialogue data, will transition to a large-scale trial phase with SUBARU, involving over 150 stores and 1,000 sales staff. This follows a successful Proof of Concept (PoC) where AI analyzed negotiation dialogue, visualizing content, identifying next actions, and improving customer service quality and training efficiency. The initiative aims to transform automotive sales by making customer interactions more transparent and data-driven, moving beyond mere operational efficiency to fundamentally update how companies engage with customers.
📋 Article Processing Timeline
- 📰 Published: April 14, 2026 at 18:00
- 🔍 Collected: April 14, 2026 at 09:31
- 🤖 AI Analyzed: April 14, 2026 at 10:02 (30 min after Collected)
― Aiming to elevate customer service quality by sharing primary information from business negotiations across the organization ―
Bringout Inc. (Head Office: Tokyo, Representative Director: Kei Nakano, hereinafter "the Company") announced that, as part of Subaru Corporation's (hereinafter SUBARU) sales and customer service reform initiatives, its "BRING OUT" management transformation platform, which is based on dialogue data, will transition to a large-scale trial phase involving over 150 stores and more than 1,000 participants nationwide, following successful results from a Proof of Concept (PoC).
In this PoC, SUBARU's Domestic Sales Division Business Innovation Department collaborated with the Company's AX (AI Transformation) consultants to analyze dialogue data from business negotiations using AI. This enabled the visualization of negotiation content in a format easily usable at the sales floor, and the verification of an operational model that can present next actions and improvement points to the field.
As a result, both the field and management found it easier to commonly understand the status of negotiations and customer consideration points, confirming positive feedback leading to improved quality of reviews and more efficient training and guidance.
Furthermore, the potential for deeper customer understanding, improved customer service quality, and continuous organizational improvement, all centered around dialogue data from business negotiations and customer interactions, was demonstrated.
Based on the demonstration results at the stores participating in the PoC, when volunteers were solicited, many stores nationwide expressed their intention to participate.
Background of PoC Implementation
"Primary Information from Business Negotiations" as a Turning Point for Customer Experience and Management
In the automotive sales field, business negotiations tend to become black boxes, and the following issues have been pointed out:
Store managers cannot attend all negotiations, leading to reactive guidance. Sales reports alone often fail to adequately convey the customer's "enthusiasm," hesitation, or specific requests. Good customer service and dialogue become individualized, making it difficult to reproduce or scale across the organization.
This situation could lead to an experience for customers where "their conveyed thoughts and concerns are not fully understood," while also causing the field to miss opportunities for improvement and training.
The underlying reason is a structure where primary information from business negotiations and customer service (customer's words, reactions, and consideration status) is summarized during the reporting process, losing nuances and making it difficult to accumulate and share as data. As a result, store managers and headquarters have continued to find it difficult to grasp "where customers are hesitating" or "what could be the decisive factor."
Therefore, this PoC verified the effectiveness of a solution approach that analyzes negotiation content with AI, "visualizes" negotiations, and shares them between the field and the organization. Furthermore, by accumulating the results as negotiation history and sharing them within stores and among relevant parties, it aimed to confirm whether a positive cycle of customer information accumulation/sharing and negotiation feedback could be created to improve negotiation and customer service levels.
Overview of the PoC
This PoC did not merely involve the trial introduction of a tool; instead, it began with the design of use cases tailored to the actual conditions of the stores.
The PoC was conducted from September to October 2025 at select stores in the Tokyo metropolitan area. Our consultants visited the stores in person, observed the on-site workflow, and carefully interviewed them about their challenges and requests.
Based on this, we organized what information the field "truly wanted to utilize," analyzed negotiation data with AI, and verified an operation that presents necessary insights. Specifically, negotiations were visualized from the following perspectives and integrated into a format that could be used for daily improvements:
Visualization of negotiations / Advice on next actions: Organizing negotiation content and supporting the consideration of next steps.
Visualization of negotiation skills / Advice on skill improvement: Clarifying points for review and guidance, leading to training and improvement.
Visualization and accumulation of customer requests regarding car life: Organizing and accumulating specific feedback such as usage scenarios and preferences, not just demographic information, to improve the quality of proposals.
Through this PoC, we verified the practical operation of organizing and utilizing primary information from "dialogue" in business negotiations without excessively burdening the field, and connecting it to store reviews, guidance/training, and refinement of proposals.
Results of the PoC
In this PoC, the field reported the following changes across customer experience, management, training, and results:
[Customer Experience and Management Perspective]
"The customer's enthusiasm and consideration status became visible, making it easier to provide personalized follow-ups and proposals for each customer. Even when absent, I can grasp the flow and context of customer interactions." (Store Manager)
"It became possible to see not only the salesperson's actions, such as making appointments and proposing loans, but also where customers were convinced and where they were hesitating, revealing their level of enthusiasm." (Headquarters)
[Training Perspective]
"Young staff who didn't know what they didn't know are now able to understand their own challenges and improve their interactions with customers through their own actions."
"Even veterans were able to objectively review their customer service using data, becoming more conscious of providing explanations from the customer's perspective, thereby further improving their skill level."
[Results Perspective]
"By continuously reviewing and improving negotiations, the quality of each negotiation steadily improved. Members who had missed their targets for several months also achieved their goals through self-initiated improvements, which led to significant confidence." (Store Manager)
"By asking questions based on BRING OUT, it became easier to give clear advice with supporting evidence. In some cases, effective advice led to smooth contract closures." (Store Manager)
These results are evaluated not merely as operational efficiency improvements, but as a consequence of deepened customer understanding and enhanced dialogue quality.
Image of negotiation analysis results created with dummy data
Future Developments
This initiative is an attempt to update the very "approach to customers" in automotive sales, not just to improve operational efficiency through DX.
Through its collaboration with SUBARU, the Company aims to establish a model that makes customer service, which addresses each individual customer, sustainable as an organization. This will be achieved by connecting "dialogue data" from business negotiations and customer service seamlessly from field improvements to sales promotion and educational measures, and linking it to management decision-making.
FY2026
Expand to stores nationwide to promote the accumulation and utilization of negotiation data. While advancing field improvements through visualization and review of negotiations, we will continuously improve education and sales promotion measures based on accumulated data to enhance negotiation quality.
FY2027 and Beyond
With a view to utilization across all dealerships, we will promote the establishment of sales PDCA cycles centered on dialogue data and the advancement of a decision-making platform that allows for a common understanding of "customer negotiations" across customers, the field, and headquarters, enabling the consideration of actions. Concurrently, we will explore integrated management of customer information, including primary information obtained from negotiations, with an eye towards integration with existing systems such as CRM.
Representative's Comment
Kei Nakano, Representative Director, Bringout Inc.
At Bringout, we operate our business not from the perspective of "what AI can do," but from "how we can treat customer dialogues with greater care." The purchase of a car is a significant decision for many customers. The customer experience changes greatly depending on whether the concerns, anxieties, and expectations that arise during this process are properly conveyed to the field and management. This initiative with SUBARU is a challenge to realize customer service that addresses each individual customer as an organization, without becoming individualized, by utilizing "dialogue" in business negotiations as data. We will continue to support the evolution of better relationships between companies and customers, starting with dialogue.
About Bringout Inc.
Bringout is an AX (AI Transformation) firm that aims to "transform management by digitizing dialogue" and implements management transformation using AI.
We define key issues for management transformation (issue design capability), embed these issues into AI products for autonomous operation (AI implementation capability), and rapidly deploy them to the field by integrating design and implementation (fusion of strategy and implementation).
The three main services provided are:
1. Dialogue design and context engineering based on identified management issues.
We structure conversational data and design AI-understandable contexts according to the objectives of management, organization, and customer dialogue.
2. AI Agent Platform
We develop a proprietary AI platform that performs natural language analysis, knowledge extraction, and inference. AI agents comprehensively understand dialogues and documents to support decision-making.
3. Software powered by customized agents
Based on analysis results, it automatically generates summaries, insights, and recommendations. By enabling organizations to continuously use agents without undue burden, we "normalize management transformation."
Bringout has been selected for "Toyo Keizai's 100 Amazing Ventures," "Nikkei's 100 Companies Creating the Future Market," and "Nikkei Technology Outlook's 100 Technologies Shaping the Future," and its solutions are being adopted by major Japanese companies.
◾️Homepage: https://www.bringout.biz/
Bringout Inc. (Head Office: Tokyo, Representative Director: Kei Nakano, hereinafter "the Company") announced that, as part of Subaru Corporation's (hereinafter SUBARU) sales and customer service reform initiatives, its "BRING OUT" management transformation platform, which is based on dialogue data, will transition to a large-scale trial phase involving over 150 stores and more than 1,000 participants nationwide, following successful results from a Proof of Concept (PoC).
In this PoC, SUBARU's Domestic Sales Division Business Innovation Department collaborated with the Company's AX (AI Transformation) consultants to analyze dialogue data from business negotiations using AI. This enabled the visualization of negotiation content in a format easily usable at the sales floor, and the verification of an operational model that can present next actions and improvement points to the field.
As a result, both the field and management found it easier to commonly understand the status of negotiations and customer consideration points, confirming positive feedback leading to improved quality of reviews and more efficient training and guidance.
Furthermore, the potential for deeper customer understanding, improved customer service quality, and continuous organizational improvement, all centered around dialogue data from business negotiations and customer interactions, was demonstrated.
Based on the demonstration results at the stores participating in the PoC, when volunteers were solicited, many stores nationwide expressed their intention to participate.
Background of PoC Implementation
"Primary Information from Business Negotiations" as a Turning Point for Customer Experience and Management
In the automotive sales field, business negotiations tend to become black boxes, and the following issues have been pointed out:
Store managers cannot attend all negotiations, leading to reactive guidance. Sales reports alone often fail to adequately convey the customer's "enthusiasm," hesitation, or specific requests. Good customer service and dialogue become individualized, making it difficult to reproduce or scale across the organization.
This situation could lead to an experience for customers where "their conveyed thoughts and concerns are not fully understood," while also causing the field to miss opportunities for improvement and training.
The underlying reason is a structure where primary information from business negotiations and customer service (customer's words, reactions, and consideration status) is summarized during the reporting process, losing nuances and making it difficult to accumulate and share as data. As a result, store managers and headquarters have continued to find it difficult to grasp "where customers are hesitating" or "what could be the decisive factor."
Therefore, this PoC verified the effectiveness of a solution approach that analyzes negotiation content with AI, "visualizes" negotiations, and shares them between the field and the organization. Furthermore, by accumulating the results as negotiation history and sharing them within stores and among relevant parties, it aimed to confirm whether a positive cycle of customer information accumulation/sharing and negotiation feedback could be created to improve negotiation and customer service levels.
Overview of the PoC
This PoC did not merely involve the trial introduction of a tool; instead, it began with the design of use cases tailored to the actual conditions of the stores.
The PoC was conducted from September to October 2025 at select stores in the Tokyo metropolitan area. Our consultants visited the stores in person, observed the on-site workflow, and carefully interviewed them about their challenges and requests.
Based on this, we organized what information the field "truly wanted to utilize," analyzed negotiation data with AI, and verified an operation that presents necessary insights. Specifically, negotiations were visualized from the following perspectives and integrated into a format that could be used for daily improvements:
Visualization of negotiations / Advice on next actions: Organizing negotiation content and supporting the consideration of next steps.
Visualization of negotiation skills / Advice on skill improvement: Clarifying points for review and guidance, leading to training and improvement.
Visualization and accumulation of customer requests regarding car life: Organizing and accumulating specific feedback such as usage scenarios and preferences, not just demographic information, to improve the quality of proposals.
Through this PoC, we verified the practical operation of organizing and utilizing primary information from "dialogue" in business negotiations without excessively burdening the field, and connecting it to store reviews, guidance/training, and refinement of proposals.
Results of the PoC
In this PoC, the field reported the following changes across customer experience, management, training, and results:
[Customer Experience and Management Perspective]
"The customer's enthusiasm and consideration status became visible, making it easier to provide personalized follow-ups and proposals for each customer. Even when absent, I can grasp the flow and context of customer interactions." (Store Manager)
"It became possible to see not only the salesperson's actions, such as making appointments and proposing loans, but also where customers were convinced and where they were hesitating, revealing their level of enthusiasm." (Headquarters)
[Training Perspective]
"Young staff who didn't know what they didn't know are now able to understand their own challenges and improve their interactions with customers through their own actions."
"Even veterans were able to objectively review their customer service using data, becoming more conscious of providing explanations from the customer's perspective, thereby further improving their skill level."
[Results Perspective]
"By continuously reviewing and improving negotiations, the quality of each negotiation steadily improved. Members who had missed their targets for several months also achieved their goals through self-initiated improvements, which led to significant confidence." (Store Manager)
"By asking questions based on BRING OUT, it became easier to give clear advice with supporting evidence. In some cases, effective advice led to smooth contract closures." (Store Manager)
These results are evaluated not merely as operational efficiency improvements, but as a consequence of deepened customer understanding and enhanced dialogue quality.
Image of negotiation analysis results created with dummy data
Future Developments
This initiative is an attempt to update the very "approach to customers" in automotive sales, not just to improve operational efficiency through DX.
Through its collaboration with SUBARU, the Company aims to establish a model that makes customer service, which addresses each individual customer, sustainable as an organization. This will be achieved by connecting "dialogue data" from business negotiations and customer service seamlessly from field improvements to sales promotion and educational measures, and linking it to management decision-making.
FY2026
Expand to stores nationwide to promote the accumulation and utilization of negotiation data. While advancing field improvements through visualization and review of negotiations, we will continuously improve education and sales promotion measures based on accumulated data to enhance negotiation quality.
FY2027 and Beyond
With a view to utilization across all dealerships, we will promote the establishment of sales PDCA cycles centered on dialogue data and the advancement of a decision-making platform that allows for a common understanding of "customer negotiations" across customers, the field, and headquarters, enabling the consideration of actions. Concurrently, we will explore integrated management of customer information, including primary information obtained from negotiations, with an eye towards integration with existing systems such as CRM.
Representative's Comment
Kei Nakano, Representative Director, Bringout Inc.
At Bringout, we operate our business not from the perspective of "what AI can do," but from "how we can treat customer dialogues with greater care." The purchase of a car is a significant decision for many customers. The customer experience changes greatly depending on whether the concerns, anxieties, and expectations that arise during this process are properly conveyed to the field and management. This initiative with SUBARU is a challenge to realize customer service that addresses each individual customer as an organization, without becoming individualized, by utilizing "dialogue" in business negotiations as data. We will continue to support the evolution of better relationships between companies and customers, starting with dialogue.
About Bringout Inc.
Bringout is an AX (AI Transformation) firm that aims to "transform management by digitizing dialogue" and implements management transformation using AI.
We define key issues for management transformation (issue design capability), embed these issues into AI products for autonomous operation (AI implementation capability), and rapidly deploy them to the field by integrating design and implementation (fusion of strategy and implementation).
The three main services provided are:
1. Dialogue design and context engineering based on identified management issues.
We structure conversational data and design AI-understandable contexts according to the objectives of management, organization, and customer dialogue.
2. AI Agent Platform
We develop a proprietary AI platform that performs natural language analysis, knowledge extraction, and inference. AI agents comprehensively understand dialogues and documents to support decision-making.
3. Software powered by customized agents
Based on analysis results, it automatically generates summaries, insights, and recommendations. By enabling organizations to continuously use agents without undue burden, we "normalize management transformation."
Bringout has been selected for "Toyo Keizai's 100 Amazing Ventures," "Nikkei's 100 Companies Creating the Future Market," and "Nikkei Technology Outlook's 100 Technologies Shaping the Future," and its solutions are being adopted by major Japanese companies.
◾️Homepage: https://www.bringout.biz/