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Siebel Systems Fred Lizotte Mission and Vision 100% Customer Satisfaction To do whatever it takes to assure that our customer is successful. Key Dates 1993 – Seibel Systems was founded 1995 – Siebel delivers sales Enterprise software for sales force automation 1996 – Siebel becomes a publicly traded company 1998 – Seibel acquired Scopus Technology for 450 million in stock 2000 – Siebel generates more than 1 billion dollars in revenue 2006 – Oracle acquires Siebel Systems Management Team Tom Siebel – UI, business & Computer Science, Oracle, VP of direct marketing, Gain Technology, Siebel Systems Patricia House – a former Oracle marketing colleage Important stakeholders Anderson Consulting – its first major partner, company took 10 % stake in the company and George Shaheen joined the board of directors. Charles Schwab & Co – Charles Schwab joined board of directors in 1994 with a 2.5 % stake in the company. Cisco Systems Goals and Strategies They are looking for heavy growth. Strong branding They relied on customer partnerships early on in the company The company team was ahead of the game the whole way, they predicted that their market will consolidate leaving only a few players left in the game. They planned accordingly. Facts of the case Industry and marketing decisions – Siebel saw the consolidation of companies coming in the near future and decided to play along with it. – They bought out Scopus Technology for 460 million in stock. – They gained 500 customers and their revenues surpassed competitor Vantive. E-Commerce opportunities The opportunities that Siebel saw: – Technology paved the way for new channels of connecting customers to the company. – Sales force Automation and customer relationship management – The company predicted the consolidation of the industry to happen. Prospective analysis The company used the perspective of creating value. Why? The important thing to remember is from the beginning Seibel was looking to keep the customers the most important thing to the company. They brought onboard these partnerships. These partnerships helped Siebel know what the customers needed and wanted in the product, and then it was developed. Seibel Wasn’t even looking to get into the CRM market at first, but they found this opportunity that it is what the customer wanted, they jumped in the boat. DSIR DSIR is possible for this company. – Near the end we see that Siebel is creating software packages that work through a web browser. We also see client applications being run from the server, making it easier to update software. – We see Siebel creating free single user software to get people acquainted with how the software works. It also helps standardize the systems that run it. People around the world can download the free version and be able to view the same database the same way. DSIR When new companies start up, some of the people involved in the company would have worked on some kind of CRM software, or other applications that siebel systems or a competitor has created. Just the fact that a person has the experience on a certain software can increase the potential for the company to want to use that software. Competitive risks There were a good amount of competitive risks involved in this industry Siebel was competing against giants like SAP and Oracle along with other smaller companies. Competition Siebel was faced with competition from 4 different angles – Established top-tier CRM firms – Smaller second tier CRM firms – Developers of “e-business applications” including numerous start-ups – Major ERP firms Missed opportunities Hindsight is 20/20 We see that Oracle and SAP were the biggest problems that Siebel faced. – If Siebel would have started sooner, it is possible that Siebel would be a leader in CRM software. Discussion Siebel sold to Oracle in 2006, was this a good idea? And for who? Is Tom Siebel a smart man, and what makes him so great?
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