Harvard Business School Case Study Siebel Systems

Business managers and sales representatives are often so preoccupied with immediate issues that they lose sight of their ultimate objectives. Carman had faced the same dilemma. A critical review of past performance by the owners and management of a business and the preparation of a plan beyond normal budgetary horizons require a certain attitude of mind and predisposition. Considering the circumstances at hand, it is desirable to clearly identify the current status, objectives and strategies of an existing business or the latest thinking in respect of a new client.

Correctly defined, these can be used as the basis for a critical examination to probe existing or perceived Strengths, Weaknesses, Threats and Opportunities (Business Planning Papers: developing a Strategiv Plan, 2010). Alternative A The company will not push through with the sale. The $2. 1M is an opportunity for the company because financially, it will increase the company’s revenues and Quick and Reilly will be added to the number of clients that Siebel have. However, FleetBoston is one of Siebel’s financial services client and it has recently acquired Quick & Reilly.

It will be an issue of ethics and customer satisfaction. Among Siebel’s core values are customer satisfaction and never placing financial gain above ethics. If it will push through with the sale, FleetBoston might be disappointed. In this particular case, the company has to sustain an opportunity cost, meaning, it has to sacrifice the probable financial gain when they sell to Quick & Reilly to sustain its commitment on customer satisfaction with their existing client, FleetBoston. They have to respect the decision of their client.

Besides, the $2. 1M sale can have a significant impact on FleetBoston considering that it has already acquired Quick & Reilly. Alternative B Siebel Company will stand by Quick and Reilly; continue with the negotiation and eventually the sale of the software. It’s not going to be easy but Siebel has to convince FleetBoston to approve the purchase of the product. The company has to clearly explain to FleetBoston that in the long run, if the Quick & Reilly system will function well, the company will be benefited as well.

Siebel sticks to his core values and the company’s culture. It will not be a big deal on ethics anymore if the circumstances will be explained to the vetoing party. Hence, Alternative B is preferred. The company puts emphasis on “core values” and “bias for action”. They strive to address customer’s queries and satisfaction needs with efficiency of response coupled with mutual respect. During Carman’s first meeting with Quick & Reilly, he was asked regarding his opinion on Oracle, the company’s competitor. Carman was efficient with the way he responded.

It was subtle. He said it was worth looking at then started doing the demo to prove how superior the company’s products are. Carman was also a personable salesman; he did not directly ask them about their budget; he was trying to get his answer through asking queries which may probably lead to his questions such as the number of system users and that sort of stuff. Siebel’s System is good enough. Compared with the approach of Bradley Systems, which is direct and assuming, Siebel is more careful and subtle.

Sticking to the company’s goal as well as with their core values are the reasons why the company stayed in that business for quite sometime and it continues to grow. Siebel Company adapts to changes in the market; the strategies, the tactics, the products and services but their core values remained in tact. They take their customers trust seriously and they approach their opportunity granted to them with great humility. Reference: Business Planning Papers: developing a Strategiv Plan. (2010). Planware .

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