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  • Siebel Systems: Anatomy of a Sale Case Study

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    Avalanche Saini
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    Greg Carman, a sales officer at Siebel Systems, was negotiating a $2.1 million software deal with Quick & Reilly, a discount stockbroker. However, Quick & Reilly was acquired by FleetBoston bank, who wanted to veto the purchase. Carman had to decide whether to stand by Quick & Reilly or bow to FleetBoston's wishes. The recommendation was for Carman to discontinue the current deal, promise Quick & Reilly an improved software solution, and protect Siebel's relationship with FleetBoston to preserve potential $30 million in cross-sales.

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    26_Love Jain_Siebel Systems-Anatomy of a Sale

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    Greg Carman, a sales officer at Siebel Systems, was negotiating a $2.1 million software deal with Quick & Reilly, a discount stockbroker. However, Quick & Reilly was acquired by FleetBoston bank, who wanted to veto the purchase. Carman had to decide whether to stand by Quick & Reilly or bow to FleetBoston's wishes. The recommendation was for Carman to discontinue the current deal, promise Quick & Reilly an improved software solution, and protect Siebel's relationship with FleetBoston to preserve potential $30 million in cross-sales.

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    72 views2 pages

    Siebel Systems: Anatomy of a Sale Case Study

    Uploaded by

    Avalanche Saini
    Greg Carman, a sales officer at Siebel Systems, was negotiating a $2.1 million software deal with Quick & Reilly, a discount stockbroker. However, Quick & Reilly was acquired by FleetBoston bank, who wanted to veto the purchase. Carman had to decide whether to stand by Quick & Reilly or bow to FleetBoston's wishes. The recommendation was for Carman to discontinue the current deal, promise Quick & Reilly an improved software solution, and protect Siebel's relationship with FleetBoston to preserve potential $30 million in cross-sales.

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    © All Rights Reserved
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    of 2

    SIEBEL SYSTEMS: ANATOMY OF A SALE

    CASE SUMMARY

    Siebel Systems is a Customer Relationship Management (CRM) software company which


    was founded in 1993 by Tom Siebel. The two goals that guided the foundation of this
    company were: focus on customer satisfaction and building a company with enduring value.
    The company focussed highly on its core values which revolved around: customer service &
    professionalism and also being ethical & humble.

    In 2001 they become the worlds largest CRM software company with a 50% market share.
    They had more than 200 products operating out of 139 offices in 40 countries of the world.
    Their key alliance partners were: Accenture, Cap Gemini, Ernst & Young, Deloitte
    Consulting, IBM etc. Their key hardware and software partners included Alcatel, AT&T
    Wireless, Cisco, Compaq etc. Their main competitors were Oracle, SAP, PeopleSoft, Clarify
    etc.

    PROBLEM SITUATION

    Greg Carman was a sales officer at Siebel Systems who was negotiating a $2.1 Million sales
    deal with Quick & Reilly which was a discount stockbroker company. The deal was for a
    software which would monitor the customer acquisition of Quick & Reilly in a better manner.
    Quick & Reilly was acquired by FleetBoston, the 9th largest bank in the US. Now FleetBoston
    wanted to veto the purchase.

    KEY ISSUES

    Should Carman stand by Quick & Reilly or bow to FleetBostons wishes?

    How can Carman save the Quick & Reilly transaction without injuring the FleetBoston
    relationships?

    RECOMMENDATION

    Carman had promised to close the $2.1 Million deal.

    What Carman can do as of now is to discontinue with the deal because he himself felt that
    Scopus was not right for Quick & Reillys application.
    And also because Siebel Systems was all about customer service, integrity and
    professionalism it would not be very right to push forward their personal motives ahead of
    the clients demand.

    But Carman can promise Quick & Reilly to quickly come up with even better software within
    a short span of time which will definitely prove beneficial for their company.

    Also Carman needed to protect the relationship with FleetBoston because of the $30 Million
    cross-sales that were at stake.

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