Submission for session 9

Vaishnavi Khandelwal
PGMB1951
Part-I
CASE ANALYSIS
This case depicts Siebel Systems, Inc. circumstance in mid-1999, as CEO Tom Siebel guides
his organization along a way of incensed development. Only six years of age, Siebel Systems
had caught a prevailing portion of the market for customer Relationship Management
(CRM) programming. The race to online business was powering CRM advertise development
of over half a year: organizations progressively saw CRM as a first concern, in light of the
fact that the Internet increased the intricacy of how clients cooperated with organizations.
The case relates the historical backdrop of Siebel Systems, and remembers information for
the CRM market and Siebel's serious condition. Notwithstanding a bunch of CRM sellers,
Siebel confronted rivalry from a few fundamentally bigger organizations, for example,
Oracle and SAP, which were built up in the undertaking asset arranging (ERP) showcase.
Another region of potential rivalry was the multiplication of e-business programming
engineers, who were building Internet-based applications that consolidated some CRM
usefulness.
Tom Siebel recognized three key difficulties for his organization as it pushed ahead:
1) To continue its consolidation of the fast-growing CRM market.
2) To maintain a strong corporate culture that stayed focused on 100% customer
satisfaction.
3) To develop management bench strength sufficient to guide the company’s rapid growth.
Cathy Ridley, the VP of marketing at Quick & Reilly was looking for lead tracking and
fulfilment system to track 100 offices, 500 brokers and 1 million customers. This is when she
came across Greg Carman and started considering Siebel Systems.
Quick and Reilly used a DOS based lead tracking and fulfilment system which was turning
out to be time consuming and ineffective –
- The employees tried to cope up with the slow and inefficient system and at times
avoided making entry into the system by scribbling leads on a paper.
- Customer acquisition rates were going down
Hence Ridley was looking for an in-house solution or probably off the shelf solution that can
solve their lead tracking and fulfilment problem.

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PART-II
Question and Answers:
Q.- How should Carman Respond to the invitation to tell the Quick & Reilly executives
what he thought of Oracle? What features of this interaction influence your opinion?
Would your opinion of the right response change if the circumstances were different?

Ans-
 Corresponding to Siebel's Core Values, Carman should treat clients with
concession and expert style as delegates from Quick and Reilly could be
organization's possibilities. Share a portion of Siebel's examples of overcoming
adversity
 Since Cathy has a place with Client administration and promoting Department;
Carman shouldn't clarify a lot of specialized subtleties of item rather he should
concentrate on how a Siebel item can take into account their hierarchical
prerequisites.
 Carman isn't sure if Cathy Ridley is Influencer or Decider and level of intensity
that she holds in association
 Sales Department would have the option to gather data about customers'
needs, financial plan and prerequisites in this way expanding the possibilities
for transformation of arrangement
 Technical subtleties would be imparted to CIO or particular individual
accordingly clarifying even moment insights regarding item and how it can
profit Quick and Reilly
Q.-How should Carmen qualify the prospect? Should he ask “What’s your budget?”
Should he suppress his curiosity and leave it to the prospect to bring up information about
the size and timing of the opportunity? If he asks for information, how will he use it?

Ans – Asking explicit inquiries to Cathy would help Carman in evaluating their
necessities and requirements in explicit style. Thusly, he should pose inquiries in
regards to the task, number of clients included which would give an unpleasant
gauge in regards to the weight that the framework ought to have the option to
support, conveyance time, extent of undertaking in association. Carmen ought to get
some information about their prerequisites.

 Priority allocated by key degree of association for need of that item

 Identifying the need of item by customer

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  Providing data that how the item can fulfill requirements of association
Q.-Evaluate Carmen’s interaction with the customer up to this point. Is he doing a good
job? How effective is Siebel Systems’ approach?

Ans - Carman at first centred around building a compatibility with Cathy and
attempted to pick up her certainty to share more data and Throughout the
discussion, Carman was neighbourly and demonstrated total enthusiasm for knowing
Q&R's necessities. He gave a demo of the item to Cathy. Just on the off chance that
he would be advised to information about the customer's prerequisite, he could have
been exceptional in clarifying a particular item that suits her needs. The
characterized Siebel approach framework is exceptionally successful as it adopts a
client driven strategy and is deliberate.

Q. - Put yourself in Zitzner’s position as he picks up the phone. How should he handle the
conversation? What is his objective in this call?

Ans - Zitzner must remember this is an early on discussion with a likely customer.
Thus, center must associate with building affinity and picking up certainty. After
accomplishing the underlying affinity, he should attempt to measure the necessities
of Q&R. After understanding the customer's needs, he should discuss what Bradley
frameworks can offer to take care of their concern. He should then attempt to
persuade Cathy to send a point by point RFP for additional conversation
Target of the call was:
 Explaining the reasonable answers for the purchaser
 Convince her to meet face to face for additional conversation
 Understanding client needs
Q.- How should Carman establish the roles of Burt and Capadilupo in the transaction?
How Should he decide who plays the more important role?

Ans – Carman ought to accomplish more spotlight on Mr. Capadilupo in light of the
fact that he was the CIO of Q&R. He should utilize the relationship system and by
recognizing authoritative structure of the organization who is doing significant job in
the organization.

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Q. -At this point the account is Oracle’s to lose. It particularly does not want to lose to
Seibel Systems. How should Oracle act?

Ans - Under this situation even a justifier just won't help Oracle as the circumstance
isn't on a sudden death round state yet rather Oracle needs to situate itself as an
industry chief colleague. Prophet ought to ad lib their administrations.

Q. - Where did Carman go wrong? How did he come to miss his numbers?

Ans – Carman didn't contact the ideal individual of the Q&R. He couldn't
comprehend the start structure and he just met with CIO and VP of customer
administration not with leader of the organization.

Q. - How can Carman save the Quick and Reilly transaction without injuring the
FleetBoston relationship?

Ans – Carman should converse with Q&R and armada Boston group and persuaded
them offering the administration for old SFA.

Q.- What is your advice to Carman? Could he have anticipated the call from
FleetBoston manager? At this stage, how important is the Fleet Boston relationship
to him? What do you think of Seibel systems approach to Customer Satisfaction? Is
it a realistic one? Is it possible that customers can take advantage of Seibel Systems
because of its commitment to their satisfaction?

Ans- Carman should remain to Seibel System's values. The client centricity approach
at Seibel frameworks is one of the center purposes behind its achievement in the
business sectors and it ought to be kept for what it's worth.
Howsoever, so as to maintain a strategic distance from a situation where they will be
misused from the client, they ought to have a vigorous lawful framework to keep the
lines of authenticity clear.

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Class Room Learnings:
 We discussed about Business development which can be summarized as the
ideas, initiatives and activities aimed towards making a business better. This
includes increasing revenues, growth in terms of business expansion,
increasing profitability by building strategic partnerships, and making strategic
business decisions. Business development is the creation of long-term
value/or an organization, markets, and relationships.

 Ansoff's Matrix is a marketing planning model that helps a business determine

its product and market growth strategy.
 Ansoff’s product/market growth matrix suggests that a business’ attempts to
grow depend on whether it markets new or existing products in new or
existing markets.
 If the old product is introduced in the new market it is business development.
 If the New product is launched in the old market it is business development.
 Also if, New product is launched in the new market it will also come under
business development.
 The Boston Consulting group’s product portfolio matrix (BCG matrix) is
designed to help with long-term strategic planning, to help a business
consider growth opportunities by reviewing its portfolio of products to decide
where to invest, to discontinue or develop products.
 We also Discussed Key Account Management is a process that helps sustain
and expand relationships with important key accounts and will work closely
with multiple business departments in order to maintain and further develop
the relationships with the key accounts.

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