Anatomy of Sales – Siebel systems

Part-1

Group-1
Viturv Pathak
Mahim Srivastava
Amit Bharadwaj
A
 Sales force approach towards prospect:
 Overview:
 Siebel systems was founded in 1993 by Tom Siebel.
 Business Category – software development for CRM (customer relationship
management)
 By Year 2000 - Siebel had a revenue of $ 2bn with 8k employees.
 By Year 2001- world leaders in CRM with 50% market share , having 200
products & operating out of 139 locations in 40 countries along with 729 system
integration partners.
 16% of the end customer’s total investment on CRM came to Siebel system (only
from software component).
 Company had provided core values & internally developed targeted account
selling process to Sales team
 Dilemma in Year 2001
 Salesperson Gregg Carman was working with client – Quick & Reilly
(since 1998 on $2.1 Mn deal ), this client at present (Year 2001) was
acquired by FleetBoston - who plans to veto the deal.

 Carman’s view on internal guidelines were the Siebel Core values that
makes good salesperson.
 Siebel Core Values :
 Markets change, so our strategies, tactics, products, and services will change as well.
But our core values will endure
 Serving our customers is not simply a market opportunity—it is a personal and
professional privilege for each of us.
 Our respect for our customers is highly visible in everything we do. We treat our
customers as we would honored guests in our own homes
 We choose to be leaders, but we do so with great humility. We must earn the right to
market leadership every day
 Carman’s Approach to Selling

 Carman used Siebel Systems internally developed targeted account selling

processes.
 He believed that buying centres are comprised of two parts
a) the project team which is a group of staff people responsible for implementing
the business solution)
b) senior management who are line managers who were responsible for business
results, controlled funding, and needed to be convinced that the project would
benefit the business
 He liked to build rapport and consensus with the project team and help the team
leader to look like a champion
 The positive signs are experienced Champions into CRM and negative signs are
indecisive
 Siebel Systems Meets Quick & Reilly

 Cathy Ridley , VP of Client Services along with VP of Marketing from Quick and
Reilly approached the Siebel Systems booth at a Trade Show at New York

 They were eager to know about the Merger between FleetBoston and Quick and
Reilly and the Budget Approval process as well in FleetBoston

 Cathy asked the Question : What he (Carman ) thought of Oracle ?

 Carman guessed that she asked that Question since Quick and Reilly used the
Oracle Database internally in their business
 Questions Asked in Case : Q1

 How should Carman respond to the invitation to tell the Quick & Reilly
executives what he thought of Oracle?

 What features of this particular interaction influence your opinion?

 Would your opinion of the right response change if the circumstances were
different?
 Questions Asked in Case : Q2

 How should Carman 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?

 Questions Asked in Case : Q3

 Evaluate Carman’s interactions with the customer up to this point. Is he doing

a good job?

 How effective is Siebel Systems’ approach?

THANK YOU