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    Scalix Corporation

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    Erik Yubo Jiang
    The document analyzes the case study of an email product company called Scalix. Scalix initially targeted large organizations but faced challenges including lack of experience, high switching costs for customers, and few engineers experienced with Linux. The sales process involved appointments with CIOs and generating leads through contacts. However, Scalix had credibility issues as a startup and product issues slowed sales. It is recommended that Scalix target mid-sized companies first to gain experience and credibility before refocusing on large enterprises, and to emphasize both direct and indirect sales models.

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    Scalix Corporation

    Uploaded by

    Erik Yubo Jiang
    160 views13 pages
    The document analyzes the case study of an email product company called Scalix. Scalix initially targeted large organizations but faced challenges including lack of experience, high switching costs for customers, and few engineers experienced with Linux. The sales process involved appointments with CIOs and generating leads through contacts. However, Scalix had credibility issues as a startup and product issues slowed sales. It is recommended that Scalix target mid-sized companies first to gain experience and credibility before refocusing on large enterprises, and to emphasize both direct and indirect sales models.

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    61137887 Scalix Corporation

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    The document analyzes the case study of an email product company called Scalix. Scalix initially targeted large organizations but faced challenges including lack of experience, high switching costs for customers, and few engineers experienced with Linux. The sales process involved appointments with CIOs and generating leads through contacts. However, Scalix had credibility issues as a startup and product issues slowed sales. It is recommended that Scalix target mid-sized companies first to gain experience and credibility before refocusing on large enterprises, and to emphasize both direct and indirect sales models.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    160 views13 pages

    Scalix Corporation

    Uploaded by

    Erik Yubo Jiang
    The document analyzes the case study of an email product company called Scalix. Scalix initially targeted large organizations but faced challenges including lack of experience, high switching costs for customers, and few engineers experienced with Linux. The sales process involved appointments with CIOs and generating leads through contacts. However, Scalix had credibility issues as a startup and product issues slowed sales. It is recommended that Scalix target mid-sized companies first to gain experience and credibility before refocusing on large enterprises, and to emphasize both direct and indirect sales models.

    Copyright:

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    Analysis of Case Study

    Group - 9

    Misunderstood the product demand No prior experience High switching cost MCSEs were not ready to shift to Linux Very few Unix/Linux based System Engineers Large sales cycle Product less in features

    Group - 9

    Group - 9

    Sales Model
    Product
    Linux based Openmail

    Process
    Appointments with CIOs and Presentations Most of the leads were generated through contacts

    Customer
    Large Organisations (> 0,000 seats)

    Group - 9

    Channel Direct Selling Product Linux based Email & Calendering Place Approached large corporations Price 43% lower than MS Exchange over 3 yr period Onetime $60 per seat fee + 20% List price for maintenance
    Group - 9

    The

    views of the CIO is echoed to the lower ranks There are plenty of medium & large enterprises where running current systems was cumbersome and needed change Confident about standing by the transaction sizes due to large and medium enterprises
    Group - 9

    Group - 9

    Skill of the sales personnel Length of the sales cycle Targeting the right customers High cost per sale Relationship management

    Group - 9

    Startup

    No credibility Did not consider the views of operations team Very few people on Linux/Unix platform Scalix has product issues

    Group - 9

    Build

    a customer base in the small and medium segment enterprises Build a new strategy to tackle CIO, Bottoms-Up method where training is given to lower rank employees. Have Linux/Unix based certification.

    Group - 9

    Scalix should emphasize on a combined model (Direct +Indirect Sales) Direct sales model makes contacts easy with large enterprises Tele Sales models should be adopted in order to target the small enterprises A contract with a large enterprise would act as a goodwill to get contracts with similar or small sized companies Scalix doesnt have Acts & Assets to offer credibility in the market and hence clinch deals with medium and large enterprises. They are not willing to take risk by going with Scalix as the stakes are very high as e-mail is an integral part of an organization.

    Group - 9

    Targeting mid market companies will bring credibility and reliability for Scalix. Point of Differentiation Price, which matters more to mid market segment rather than Medium and Large Enterprises. Can use revenues from mid market sales to cover Total Variable Costs. In Initiation stage it is important to break even rather than make profit. Time taken to close a deal is small in mid market sales. With small organizations stakes are lower and chance to learn from mistakes.

    Group - 9

    Telesales

    Direct Sales

    Start up in initiation stage. Low Value accounts. Low Selling Cost. Low Value familiar Product. Lower Connect with the Customer

    During maturity stage High Value accounts. High Selling Cost. High Value unfamiliar Product. Greater connect with the Customer

    Group - 9

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