SDM - Siebel Systems: Anatomy of a Sale 2012 Case analysis “Siebel System: Anatomy of sales part 1 & 2” Assignment Submitted to Dr. G Sridhar, IIMK Prepared by: Name - Nitesh Kumar (Roll No : ePGP-03-138) Company – Bajaj Auto Ltd (International Marketing – Africa - Kenya) 1 SDM - Siebel Systems: Anatomy of a Sale Table of Contents 2012 Table of Contents.....................................................................................................................
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Case Analysis: Siebel Systems: Anatomy of a Sale Summary This case traces efforts by Siebel Systems to sell lead management software to discount broker Quick & Reilly. In addition, Siebel Systems faced a dilemma：Stand by Quick & Reilly or bow to FleetBoston’s wishes. (The structure of Quick & Reilly's buying center is mapped, as is the role of its parent, Fleet Bank.) Key Issues 1. How to reply for the question Q&R have with one of their competitors- Oracle? 2. How to approach
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stories • In order to provide details of competitive landscape in CRM market, Carman can share Gartner Research Report which shows Siebel systems as a complete solution provider and market leader • Since Cathy belongs to Client service and marketing Department; Carman shouldn’t explain too much of technical details of product instead he must focus on how a Siebel product can cater to their organizational requirements. Features influencing opinions: • Since meeting was not prior scheduled, lack
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– BBMK Section - I REPORT – Siebel System: Anatomy of a Sale, Part 1& 2 After looking into the positives and the negatives of Gregg Carman’s performance, I would rate Carman’s performance favorably. He tried to gain as much information as possible and also tried to play on Siebel System’ strengths rather than dwelling on Oracle’s negatives. Hence Carman maintained the Siebel values intact. POSITIVES OF GREGG CARMON’S PERFORMANCE 1) Compliance with Siebel core values: Carman, during his
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to pay attention to age-old issues like trust. It took Siebel Systems six years to rise from start-up to star. By 2000 the software company was raking in $US1.8 billion annual revenues and ranked third on Fortune's 100 fastest growing companies list. This status came from forging alliances where it made sense and where it could. Siebel, founded in 1993, was early to market with e-business software, but being first wasn't enough. Siebel needed to fight off rival start-ups by developing critical
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Introduction Siebel systems formed, by Tom Siebel, in 1993 to address the growing need of organizations of all sizes to acquire, retain and better serve their customers. His aim was to build a company that would endure over time because it was based on traditional values and a commitment to making its customers successful. By 2000 revenues had reached $2 billion, the company employed approximately 8000 people. Company was rated as one of the fastest growing companies in America for the past three
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which shows Siebelsystems as a complete solution provider and market leader Since Cathy belongs to Client service and marketing Department; Carman shouldn’t explain too much of technical details of productinstead he must focus on how a Siebel product can cater to theirorganizational requirements. Corresponding to Siebel’s Core Values, Carman should treat customers with deference and professional fashion as representatives from Quickand Reilly could be our prospects He should avoid
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ordered flowers for his wife. ''Marriott made it a real smooth experience,'' says Ussery. ''I'm ready to go back.'' What makes such velvet-glove treatment possible is Marriott International Inc.'s (MAR) use of customer management software from Siebel Systems Inc. (SEBL) The hotel chain, based in Bethesda, Md., is counting on such technology to gain an edge with guests, event planners, and hotel owners. The software lets Marriott pull together information about its customers from different departments
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Upgrading their system would give them the ability to increase production and customer satisfaction and service. Enterprise 21 would replace the company’s current system with a more up-to-date resource planning software called SAP. The SAP software would be paired with software from Manugistics Group Inc. and from Siebel Systems Inc. The software from Manugistics would provide support for production forecasting and scheduling, and for transportation management. The software from Siebel would assist
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similar to other food distributors and did not spend much more than was needed on their information technology. As the year 2000 was impending Hershey saw the need to replace there current legacy system for a new ERP system that would integrate all areas of Hershey’s. Your vice president of information systems Rick Bentz began to modernize and update software and hardware in the early months of 1996. This project was named “Enterprise 21”. The goals of this project were to upgrade and standardizing the
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