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Symantec s ERP Turmoil

A leading software vendor specializing in security and information management. Well known for Norton brand of security products. Has operations in more than 40 countries and over 17500 employees. In 2005, the company made its largest acquisition to date, acquiring Veritas Software for approx. $13.5 billion.

After acquisition, it began an ERP rollout known as Project Oasis. Goal was to create single ERP systems. Both companies were using Oracle E-Buisness suit 11d prior to the merger.


Combined companys enterprise system was needed to combine symantec and veritas data from key business processes

Future possible benefit

A common enterprise system would also reduce the cost of maintaining symantecs IT infrastructure and licensing fees for the enterprise software.

Steps taken by symantec

Company opted to upgrade to oracles EBusiness suite on sun solaris server. They used oracle fusion middleware portal on the front end ,providing a single point for all of partners and customers .

Problem with new system

The initial reaction to launch of the new system was decidedly negative . Users were unhappy with this new system . Customers began to calling symantecs support team in record numbers ,but the company was unprepared to meet the increased demand for customer support. Wait time ballooned for an average of 2 min. to an average of 25 min. for a call .

Once customer reached a symantec employee , they could spend to 20 more min. troubles shooting the problems and were often told that there was nothing that could be done . Customers were also unhappy with symantecs changes to its stock-keeping unit product system.

Symantec tried to improve the systems by single set of codes, But; some small distributors and partners didnt update their system to handle new SKU system extended the date but the overhaul still represented an annoyance for many customers changes to software licensing were another irritant to customers keeps couple of weeks in getting license

also not coordinated with rest of project OASIS Difficulty in buying symantecs products via companies like Ingram Micro partners unhappy with time consuming processes

Missteps resulted:
made symantec in danger to loose many loyal customers companys shortsightedness in implementing project OASIS earnings less than expected needed to cut $200 million in annual costs Top management confessed mistakes

Project Nero
With the purpose of undoing mistakes, the Co. immediately came up with Project Nero The goal was to recapture the loyalty of customers who got annoyed after OASIS by Reaching to those customers and Fixing the problems with their information systems to improve response time and streamline operations

Company added 150 customer representatives to handle increased volumes of calls, reduce wait times and increase customer satisfaction Companys executives travelled the country for improving relations with angered customers and partners Symantec also used Net promoter technology to measure and increase customer loyalty

Symantecs customer satisfaction levels which were all time low after OASIS, improved after Nero project Symantec reported that it now enjoys satisfaction level at par with the rest of the industry and averted a potential danger