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This document contains answers to questions about Siebel Systems' sales process. It discusses the roles of different people involved in a sales transaction, including gatekeepers and decision makers. It suggests how Oracle could act to keep an important account. One answer analyzes where the sales representative Carmen went wrong in missing his sales numbers. The document advises Carmen on how to potentially save the Quick & Reilly transaction without damaging the important FleetBoston relationship. It also discusses Siebel Systems' focus on customer satisfaction and whether customers could potentially take advantage of this approach.

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110 views3 pages

B2B

This document contains answers to questions about Siebel Systems' sales process. It discusses the roles of different people involved in a sales transaction, including gatekeepers and decision makers. It suggests how Oracle could act to keep an important account. One answer analyzes where the sales representative Carmen went wrong in missing his sales numbers. The document advises Carmen on how to potentially save the Quick & Reilly transaction without damaging the important FleetBoston relationship. It also discusses Siebel Systems' focus on customer satisfaction and whether customers could potentially take advantage of this approach.

Uploaded by

Harish
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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SIEBEL SYSTEMS: ANATOMY OF SALE

PART_3

Submitted to:
Prof. M. Sivagnanasundaram

By:
Y Saideep
18A3HP662
Q1: How should Carman establish the roles of Burt and Capodilupo in this transaction?
How should he decide who plays the more important role?
Ans: Here in this case Burt and Capodilupo are the gatekeepers though they are not the
decision makers impressing them would benefit Carmen.
From the figure given in 3.1 (seating arrangement of Quick and Reilly’s office) we can
observe that a gap was maintained between Burt, Capodilupo and Gregg carmen. And, we
can say that maintaining good ties with Cathy would help Carmen to close the deal as she is
the intermediary between them.
Q2: At this point the account is Oracles’ to lose. It particularly does not want to lose
Siebel system. How should Oracle act?
Ans:
 Oracle has an edge as they already are IN suppliers. So, they know the customer
better.
 The employees knew how to use oracle, so it is an added advantage.
 They can offer discount to the company and get a contract extension.
 Oracle should show them how this relationship would benefit both the parties in the
future and gain their trust.
Q3: Where did Carman go wrong? How did he come to miss his numbers?
Ans: Carmen was able to convince the gatekeepers but that did not help him to close the deal.
He failed to reach Tom Quick who was the decision maker. Which led to the delay in the
proceedings. Carmen failed to reach to the top hierarchical level of the organization. And he
was late to realise this.
Q4: How can Carman save Quick & Reilly transaction without injuring the FleetBoston
relationship?
Ans:
 Providing them with discounts keeping long term relationship in mind can help them.
 And also, influencers play a crucial part in the decision making. So, he can make them
to support him.
Q5: What is your advice to Carman? Could he have anticipated the call from
FleetBoston manager? At this stage, how important is the FleetBoston relationship to
him? What do you think of Siebel systems approach to customer satisfaction? Is it a
realistic one? Is it possible that customers can take advantage of Siebel systems because
of its commitment to satisfaction?
Ans:
 As mentioned in 3.6, although it would take more than a year to create the demand in
other areas of Fleet Boston, he should be ready to let go 1 million dollars
 Tom Siebel’s ultimate goal is the customer satisfaction which is the top most priority
of the firm. So, a good relationship with Fleet Boston must be maintained.
 There may be situations leading to customers taking the advantage of the customer
satisfaction in wrong way. So, the company must dictate conditions and draw a line to
avoid these types of exploitations. These conditions help them in maintaining a
healthy relationship profitable to both the parties.

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