Siebel System: Anatomy of a Sale Part 1

1. B2B MARKETING
Siebel System:
Anatomy of a Sale
Part 1
Aakash Shah 124101
Ameya Arudhkar 124013
Anant Lodha 124105
Atul Dodia 124107
Chirag Patel 124108

2. Founded in 1993 to address the growing need of organization of all sizes
to acquire, retain and better serve the customers
Revenue of $2 Billion with 8000 Employees
World leader in the software for CRM with 50 % market share
Fastest growing application software company in history
Pioneers of Employee relationship management systems
More than 200 Products with 139 direct sales offices in 40 countries around
the world

3. Gregg Carman job was to serve financial services clients in the New England
region
FleetBoston, largest client of Siebel which is 9th largest financial bank in
United States
FleetBoston acquired the discount stockbroker Quick & Reilly
Carman was negotiating a deal of $ 2.1 million sales to Quick & Reilly
After it is acquired by FleetBoston, the difficult situation on part of Gregg
Carman was whether to stand by Quick & Reilly or bow to FleetBoston’s
Wishes

4. 
Tom Siebel articulated two goals: to build a high-technology company focused entirely on
customer satisfaction, and build a company with enduring value.

Company’s vision is went out to customer and spoke to potential customers and understand their
needs before building them products they talked to Cisco, sun, Clorox, Unisys.

By 2001 Siebel assessed that there had been a significant change in the way firms thought about
software decisions.

Independent research studies founded that Siebel’s customers achieved a return on their CRM
investment within 9.6 months. Further, these customers achieved:
1)an increased of over 20% in their customers satisfaction levels,
2)an increased of over 19% in their employees productivity levels,
3)an increase of 16% in customer retention.

5. 
Partnership were crucial to Siebel Systems go-to-market strategy.

Unlike its competitors, Siebel Systems did not attempt to capture value from all components of
a CRM implementation –that is, implementation services, hardware, and software– but rather
from only the software component.

By August 2001 Siebel System had 729 partners classified and resourced by go-to-market
importance.

Because a large proportion of the success of a client’s software implementation was contingent
on the performance of a alliance partners, sales had to work closely with the alliance
organizations during and after the sales process to achieve 100% customer satisfaction.

6. CUSTOMER SATISFACTION
PROFESSIONALISM
EXIBHIT 1
PROFESSIONAL COURTESY
BIAS FOR ACTION

7. THE PROJECT TEAM
BUYING CENTRE
SENIOR MANAGEMENT

Carman referred to the project team as “my coach”

And for the senior management , “my executive manager”

Carman's spokes about the methodologies cannot make a salesperson out of
someone off the street

But they can make a good sales person much more effective

8. POWER OF METHODOLOGIES
BY FORCING YOU TO
ANSWER A NUMBER OF
QUESTIONS ABOUT THE
CUSTOMER
NOT MISSING ANY IMPORTANT
INFORMATION THAT COULD
POTENTIALLY AFFECT THE SALE

9. 
Two people from Quick & Reilly approached the booth of Siebel
System

Siebel System are going to talk about merger with the Quick & Reilly.

Carman had two options –
1. Formed the impression that she was a knowledgeable customers
who understands the complexity.
2. He was not comfortable directly comparing his firm & a competitor
until he knew the client well.

10. How should Carman respond to the invitation to tell the
Quick and Reilly executives what he thought of Oracle?
Caraman response was appropriate as he has not
introduced the client to his product, hence comparing it
already with a competitor known to customer might not
give good image about Siebel systems
By suggesting Catty to look for Oracle, Caravan is not just
trying to sell his product instead helping customer to find
the right solution for their problem

11. What feature of this particular interaction influence
your opinion?

Cathy had no prior knowledge of the Siebel
Systems

Oracle is one of the Siebel’s leading competitors
and a bigger brand

12. Should he ask for Budget? Should he ask directly or should he
suppress his curiosity and leave it to the prospect to bring up
information about the size and timing of the opportunity?
Caravan should ask for the budget and the number of user of
the -system because this information is pre-requisite for
processing the deal further
Asking specific questions would help Carman in evaluating
requirements and needs of customers in better way that would
help him in explaining the product accordingly, thus increasing
the chances of making the deal

13. 
If he asks for information, how will he use it?

Siebel’s superiority over competitors’ products

Right product specification for customer and
suggestions about customization

14. Evaluate Carman’s interaction with the customer
up to this point. Is he doing a good job?
Caravan tried to gather information from Cathy to
get their requirement and also gave demo of Siebel
Systems as to give broad ideas of what they are
capable of delivering

15. 
How effective Seibel System’s approach?
Siebel system approach is effective to large extent as it
considers customers to be on top and focuses on delivering
complete solution to them with customization as required
They not only concentrate on the sale of the software,
however they work with customer in implementation and
use of the solution and ensure that customer derives the
benefit out of the system

16. Always focus on
customer’s need
and requirement
accordingly provide
him with the
solutions
Never lose control over
conversation with
customer while talking
about competitors