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Fragile business
THE RELATIONSHIP BETWEEN STERLING, TECH DATA, AND ORACLE
Overview
The situation that I am going to investigate and search for insufficiencies is in
a new account that could potentially be my focus account for Tech Data.
This account has brought over business to Tech Data that has never been
handled through Tech Data. This business is that of Oracle renewals. Oracle is
a hardware/software manufacture dealing in data bases and storage
This is a situation where Tech Data has recently acquired the Oracle business
from a large reseller Sterling. Sterling has stated we are not meeting the
needed response time for quotes/ invoicing. They have stated if this isn’t fixed
we will lose the 15 million dollar business to another distributor.
Introduction
 If this situation can be made right, we have the opportunity to continue
receiving this business as well as grow this business with Sterling. Turning 15
million from last year into a possible 16+ this year with Tech Data. The
below shows the projected revenue we are tracking for in green, where
the red shows where we could take this business, if we can have the same
success we have had with their other vendors.
0%
20%
40%
60%
80%
100%
Category 1 Category 2
Chart Title
Series 1 Series 2 Series 3
Current Situation
 We are in a fragile situation between Sterling and Tech Data. The internal
Oracle Team has assured us they will be able to support and sustain this
business, mean while thus far this is the farthest from the truth.
 Sterling has been stating the areas we are lacking’
 Oracle has no response for fixing this issue in the short term
Key Factors To Success
 Response time
 Helping to grow their business
 Keeping the promises that were made during the transition process
 Improving the previous methods they were used to with the previous
distribution center
 Adding more support to this business
 Minimizing mistakes to earn their trust in this business
Analysis of Alternatives
 Taking the business back to the previous distribution center
 Moving these deals to Oracle directly rather than through a distributor
 Sticking with Tech Data and keeping patient while we figure this out
Strategic Option
 Learning the renewal business and begin taking it on with the dedicated
sales champion
 This will allow a competent person who is similar with Sterling to help the
business while Oracle hires and trains additional help
 Increasing the proactive quotes from 90 days to 150 days thus adding
more value to Tech Data then the previous distributor
 “First, do not lay off people. Remember that customer (client, guest)
service begins with excellent support staff Income is linear with support
staff, so decreasing staff poses a danger” (Rieger, M. H. (2009). 12 key
elements of a successful business plan)
Benefits
 Tech Data keeps the 15 million dollar a year Oracle business Sterling has to
offer
 The inside sales team is overachieve since this is new business, thus
rewarding us for figuring out this dilemma
 Earning recognition from the higher ups in Tech Data for solving this
problem
 Potentially better job offers could come with this experience
Risks
 Losing Sterling’s Oracle business
 Losing Sterling’s trust for their other business since we failed after promising
this is something we could support
 Having to explain in numerous meetings with the higher ups what went
wrong
 Coming up short on future goals that would stem for the short term
business we recieved
Audience Analyses
 Sterling- is a very large reseller who deals in mostly federal/ government
deals as end users.
 Tech Data as a Company- is a large IT distribution center who has
numerous resellers.
 Tech Data Sales Team- The internal sales team who is both responsible for
and paid off of this relationship.
 Oracle as a Company- is a software/hardware vendor who specializes in
data bases and storage
 Oracle Internal Team- This team is goaled off all Oracle business coming
through Tech Data and what business is lost
Stakeholders
 Our audience in this situation includes Sterling, Tech Data, Tech Data Sales
Team, Oracle, Oracle Internal Team and the end user.
 We need to find a mix of what needs to be done both on giving and
receiving to make this business work for all parties involved.
 Sterling’s business has thrived in other vendors since coming over to our
Team, and we are hopefully we can not only sustain but grow this new
Oracle business as well.
Final Recommendation/Call to Action
 My final recommendation is to dedicate myself to the Oracle business for
the near future while Oracle hires and trains new employees to support
this business
 While doing this I will help maintain Sterling’s trust while having the control
to implement the extended proactive quote system from 90 days to 150
days
 And remember “Intuition is considered an important tool in business when
it comes to ensuring that business remains competitive” (Bernabei, P.
(2006). Business intuition)
References
 Bernabei, P. (2006). Business intuition. Neuropsychoeconomics
Conference Proceedings, 1(1), 28.
 Rieger, M. H. (2009). 12 key elements of a successful business plan. DVM:
The Newsmagazine Of Veterinary Medicine, 40(1), 48-51.

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Final project presentation

  • 1. Fragile business THE RELATIONSHIP BETWEEN STERLING, TECH DATA, AND ORACLE
  • 2. Overview The situation that I am going to investigate and search for insufficiencies is in a new account that could potentially be my focus account for Tech Data. This account has brought over business to Tech Data that has never been handled through Tech Data. This business is that of Oracle renewals. Oracle is a hardware/software manufacture dealing in data bases and storage This is a situation where Tech Data has recently acquired the Oracle business from a large reseller Sterling. Sterling has stated we are not meeting the needed response time for quotes/ invoicing. They have stated if this isn’t fixed we will lose the 15 million dollar business to another distributor.
  • 3. Introduction  If this situation can be made right, we have the opportunity to continue receiving this business as well as grow this business with Sterling. Turning 15 million from last year into a possible 16+ this year with Tech Data. The below shows the projected revenue we are tracking for in green, where the red shows where we could take this business, if we can have the same success we have had with their other vendors. 0% 20% 40% 60% 80% 100% Category 1 Category 2 Chart Title Series 1 Series 2 Series 3
  • 4. Current Situation  We are in a fragile situation between Sterling and Tech Data. The internal Oracle Team has assured us they will be able to support and sustain this business, mean while thus far this is the farthest from the truth.  Sterling has been stating the areas we are lacking’  Oracle has no response for fixing this issue in the short term
  • 5. Key Factors To Success  Response time  Helping to grow their business  Keeping the promises that were made during the transition process  Improving the previous methods they were used to with the previous distribution center  Adding more support to this business  Minimizing mistakes to earn their trust in this business
  • 6. Analysis of Alternatives  Taking the business back to the previous distribution center  Moving these deals to Oracle directly rather than through a distributor  Sticking with Tech Data and keeping patient while we figure this out
  • 7. Strategic Option  Learning the renewal business and begin taking it on with the dedicated sales champion  This will allow a competent person who is similar with Sterling to help the business while Oracle hires and trains additional help  Increasing the proactive quotes from 90 days to 150 days thus adding more value to Tech Data then the previous distributor  “First, do not lay off people. Remember that customer (client, guest) service begins with excellent support staff Income is linear with support staff, so decreasing staff poses a danger” (Rieger, M. H. (2009). 12 key elements of a successful business plan)
  • 8. Benefits  Tech Data keeps the 15 million dollar a year Oracle business Sterling has to offer  The inside sales team is overachieve since this is new business, thus rewarding us for figuring out this dilemma  Earning recognition from the higher ups in Tech Data for solving this problem  Potentially better job offers could come with this experience
  • 9. Risks  Losing Sterling’s Oracle business  Losing Sterling’s trust for their other business since we failed after promising this is something we could support  Having to explain in numerous meetings with the higher ups what went wrong  Coming up short on future goals that would stem for the short term business we recieved
  • 10. Audience Analyses  Sterling- is a very large reseller who deals in mostly federal/ government deals as end users.  Tech Data as a Company- is a large IT distribution center who has numerous resellers.  Tech Data Sales Team- The internal sales team who is both responsible for and paid off of this relationship.  Oracle as a Company- is a software/hardware vendor who specializes in data bases and storage  Oracle Internal Team- This team is goaled off all Oracle business coming through Tech Data and what business is lost
  • 11. Stakeholders  Our audience in this situation includes Sterling, Tech Data, Tech Data Sales Team, Oracle, Oracle Internal Team and the end user.  We need to find a mix of what needs to be done both on giving and receiving to make this business work for all parties involved.  Sterling’s business has thrived in other vendors since coming over to our Team, and we are hopefully we can not only sustain but grow this new Oracle business as well.
  • 12. Final Recommendation/Call to Action  My final recommendation is to dedicate myself to the Oracle business for the near future while Oracle hires and trains new employees to support this business  While doing this I will help maintain Sterling’s trust while having the control to implement the extended proactive quote system from 90 days to 150 days  And remember “Intuition is considered an important tool in business when it comes to ensuring that business remains competitive” (Bernabei, P. (2006). Business intuition)
  • 13. References  Bernabei, P. (2006). Business intuition. Neuropsychoeconomics Conference Proceedings, 1(1), 28.  Rieger, M. H. (2009). 12 key elements of a successful business plan. DVM: The Newsmagazine Of Veterinary Medicine, 40(1), 48-51.