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Siebel Systems: Case Study Analysis: Group 4

This document summarizes a case study analysis of Siebel Systems. It provides details about Siebel Systems' founding, core values, customers, competitors, collaborators, and the business context of the late 1990s/early 2000s. It then presents a decision problem about how Siebel can save a transaction with Quick and Reilly without hurting its relationship with FleetBoston. It evaluates three alternatives and ultimately recommends that Siebel stand by its ethics, let go of the $1 million worth of seats, and maintain good relations with both customers.

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Aishwarya Solanki
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138 views5 pages

Siebel Systems: Case Study Analysis: Group 4

This document summarizes a case study analysis of Siebel Systems. It provides details about Siebel Systems' founding, core values, customers, competitors, collaborators, and the business context of the late 1990s/early 2000s. It then presents a decision problem about how Siebel can save a transaction with Quick and Reilly without hurting its relationship with FleetBoston. It evaluates three alternatives and ultimately recommends that Siebel stand by its ethics, let go of the $1 million worth of seats, and maintain good relations with both customers.

Uploaded by

Aishwarya Solanki
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Siebel Systems: Case Study Analysis

Group 4
5C Analysis
COMPANY CUSTOMER COMPETITOR COLLABORATORS CONTEXT

 Founded in 1993 by  Oracle  Key integration


 Cisco  Companies were shifting
Tom Siebel  alliance partners
 Sun Aurum their focus from cost
 Two guiding goals of included Accenture,
 Clorox  Saratoga reduction to what
the company was Capgemini, Ernst & software could do for
building a high  Unisys  Bradley Systems Young, Delloitte revenue, customer loyalty,
technology company  Charles Schwab  Peoplesoft Consulting, IBM, customer retention, and
focused on customer  FleetBoston Pricewaterhouse even employee
satisfaction and build Coopers satisfaction
a company with  Key hardware and  The Internet was elevating
enduring value software partners- e-business applications to
 4 core values – Alcatel, AT&T the attention of a new
Customer satisfaction, Wireless. Avaya, level of decision maker,
professionalism, CISCO, Compaq, the chief executive
Professional Courtesy, Microsoft, Palm, Sun  CRM software that had
Bias for Action and Unisys exploded in recent years,
 Revenue of $2Bn and having grown nearly 400%
approximately 8000 from 1997 to 2000 and
employees by 2000 having been projected by
one research firm to grow
at nearly 32%
compounded annually
through 2005.
Decision Problem
How can Carman save the Quick and Reilly transaction without injuring the FleetBoston
relationship?

Alternatives
Offer Ron a token discount and try to win the deal

Apply the legal limitation on FleetBoston on transferring seats to Quick and Reilly

Take the legal aspect as well as Internal push in Quick and Reilly and try to maintain good
relations with both
Evaluation of Alternatives

Offer Ron a token discount and try to Apply the legal limitation on Take the legal aspect as well as
win the deal FleetBoston on transferring seats to Internal push in Quick and Reilly and
Quick and Reilly try to maintain good relations with
both

1. It will showcase that Siebel 1. Would ensure that


1. Loose $1mn worth of seats
System cared for them FleetBoston doesn’t
2. Have a robust legal system
2. Help to build a long lasting transfer its extra seats
3. Stay true to its core values
relationship 2. This will lead to
dissatisfaction to FleetBoston
Recommendations
 Have a robust legal system, due diligence center and a defined SOP (Standard
operating procedure) to keep the lines of legitimacy clear.
 Carman Should stand to Seibel System’s ethics and let go of the seats worth 1mn$
 Maintain good relations with both to maintain the core value of customer
satisfaction

According to Woodburn framework to decide KAM strategy for customer


we see that Siebel had a high customer satisfaction rate, whereas Quick
and Reilly were lagging in terms of technological capability and was
acquired by FleetBoston.
Looking at these facts we can conclude that the partnership is categorized
under the first quadrant of Woodburn and McDonalds framework (Sellers
strength – high/ buyer – low growth potential)
The relationship strategy for an account under this quadrant compromises
of:
·       Maintaining good relations
·       Working out sensible objectives and strategies for the account
·       Employ retention strategies

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