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IIM Sambalpur

Analysis Report on: Siebel Systems: Anatomy of a sale
Submitted for the partial fulfilment of Sales and Distribution
Management.

To: Professor Vikas Goyal

Submitted by:
Name: Rajeev Ranjan
Roll no: 37

1 CASE OVERVIEW
 Siebel case is perfect insight of business to business sale’s related grapples faced
by the companies on daily basis. Siebel case has well implemented few important factors
of “seven steps of selling”. I must say that they have used transformative steps of selling,
few of the steps which used very well are: prospecting, approach and follow up.

would like to quote important line of the case which helps reader to improve their presentation skill of selling. Carman.3: “We were buying into the growth of Siebel system itself….”: It clearly reflects that they pushed to think that we are going in relationship with one of leading sales force solution company.Moreover before I explain the dilemma encountered by Mr. 2 GREGG CARMAN S DILEMMA     3 $2.  Part 3. He had mistakenly assumed that Mr. identify as early as possible the decision maker of your buying products else will be trapped like Mr. Burt and Mr. Capodilupo were the executive buyers but it was Mr.1 million sale to Quick Reilly(Q&R) FleetBoston recently acquired (Q&R) wanted to veto the sale Should Carman sell the product to Q&R or stand by FleetBoston’s wishes? Decides to go ahead and make the sale QUESTIONS. ANALYSIS & SUMMARY  How should Carman respond to the invitation & to tell the Quick Reilly executives what he thought of Oracle ? His response to Cathy Ridley is appropriate 1) He does not undercut Oracle 2) He launches into a demonstration of Siebel s solutions  What else could he have done? 1) Provided Cathy literature of Siebel’s products 2) Walked her through the various stages of product implementation and showcased Siebel s end to end solution provision  What features if this particular interaction influence your opinion? 1) Carman has no information about the client requirements or budget 2) Oracle is among Siebel s leading competitors so bringing Oracle into focus may not be a good idea 3) Cathy Ridley is a knowledgeable customer 4) Carman is not comfortable directly comparing Siebel to Oracle without prior information on the customer . Tom Quick. However there is one important factor which we should know under seven step of selling that .. Gregg Carman and my thoughts on various questions.

Carman is doing a good job so far and followed properly seven steps of selling. . the prospect may not bring up the information at all in which case the opportunity will be lost. Would your opinion of the right response change if the circumstances were different? Carman has full information about Q&R’s requirements and budget. If Carman & can address Q R s requirements he will quickly and successfully be able to convert the sale.  How should Carman qualify the prospect? Q&R is in the market actively shopping for sales force automation systems. Will close sale after meeting the decision makers. how will he use it? Sell the product to the powerful buyer i.  How effective Seibel system’s approach? Seibel system approach is effective to large extent as it followed seven steps of selling in innovative way. consider customers to be on top and focuses on delivering complete solution to them with customization as required. Carman should push to sell Siebel over oracle because he knows exactly what customer needs.  Should he ask “what’s your budget?” YES The information Pre approach stage Carman gathers will determine his strategy when he sells to Q&R executives. Siebel s USP – ensuring customer satisfaction. Demonstrates’ Siebel s product at the trade show.  If he asks for information. Q&R raises objection by mentioning Oracle. Is he doing good job?       Identified Cathy Ridley (Q&R) as a prospect. Information gathering to understand requirements.e. Q&R top management (“the right set of executives”  Evaluate Carman’s interactions with the customer up to this point.  Should he suppress his curiosity and leave it to the prospect to bring up information about the size and timing of the opportunity? No.