CASE SUBMISSION ON

EMC
(SALES MANAGEMENT)

SUBMITTED BY ASHWIN DOKE A017

MUKUND KABRA A022
OJAS LOKHANDE A030
RAHUL POTTI A040

Change in Customer Segmentation

Apart from the existing customer segmentation followed by EMC, they can look at nature of the product
or the data usage patterns of the customers as well. Another possible criterion can be the level of
consultation and involvement of the sales team considering customers are increasingly sophisticated who
perform the initial search and the pre purchase decisions themselves.

Change in the Selling outlook

Selling Process

Consultative Selling

High Tech Selling Approach

Lead Generation and

Prospecting

The direct sales team is involved

with customers to explain and
educate them about the product, its
usage and the benefits gained from
it. The value added resellers are also
well informed about the products so
that the customer centricity principle
if EMC is not lost in the process of
selling

With a shift to WEB 2.0 technologies

and increasingly sophisticated
customers, the sales team is not
involved in the early stages and has
a role to play only when the
purchase decision is made. EMC
might lose out on the valuable
consumer insights and the chance of
customer loyalty building

Need Assessment

The sales team understand needs of

the customer such as the amount of
data, frequency of retrieval and
financial constraints and help them
to purchase the most relevant
product

The customer can access the portals,

web communities, and other social
forums to estimate the suitability of
the products based on his needs

Purchase and Closure

Relationship building right from the

lead generation process makes the
process of closure and the possibility
of cross selling and up selling in
future easier in the consultative
process.

The sales team is involved with the

clients from this stage of the
purchase funnel, but the degree of
influence they have on the purchase
reduces significantly owing to the
fact that there has been no direct
contact or knowledge of the
customers needs and requirements
until this stage

Retaining the customers through

VARs might be difficult as these are
acquired customers
Post Purchase

Since data and storage are central to

the smooth running of any
organization, the product must be
reliable. EMC provides product
support facilities with many
programs such as VOC, Hot alerts,
everybody makes customers calls
etc.

Once the relationship with the client

has been established through the
High tech approach, the same efforts
of product support can be replicated
here, which will help to increase
retention and customer loyalty.

The Symmetrix Family

Global 2500 Business
The CLARiiON Family
Medium Size
The Centera Family
Small Businesses
Iomega
Individual Consumers

Figure 1: Customer Offerings

First look at consultative selling

EMC followed an aggressive selling approach initially with a take-it-or-leave-it attitude. With virtually no
technical support and after-sales service, the number of customer complaints increased and hence the
need to shift to consultative selling. Prospective customers would visit an EMC Executive briefing Center
where EMC senior executives and technology experts worked with prospective customers to design EMC
solutions to help customers extract value from their data. They followed a sales tactic known as puppy
dog selling wherein prospective customers were offered the chance to install EMCs systems free of
charge for a few months which was owing to EMCs renewed faith in its products

Reselling with DELL

After EMC diversified its customer base to the medium sized businesses with its product CLARiiON, initial
efforts at selling CLARiiON directly to customers wasnt successful and in 2001, EMC named DELL a
reseller of the product. The CLARiiON products were rebranded as EMC-Dell. EMC fully embraced the
Value-added Resellers selling strategy following its partnership with Dell as this was a way to increase
revenues while decreasing costs associated with maintaining a direct sales force. EMC kept its direct sales
force to sell to its enterprise accounts-known as Global 2500.Companies with a potential of $500 million
or lesser in revenue was serviced by the VARs. A unique specialization which EMC created was partnering
direct sales force and teaming them up with resellers so as to jointly collaborate to generate leads, write
proposals and make presentations to potential clients. The incentives of direct sales force was linked to a
resellers deal closing.

Web 2.0
Owing to the infeasibility of one-size-fits-all customer service after the economic recession, customer
centricity became an imperative for EMC. This led to the introduction and utilization of Web 2.0
technologies and social media. EMC worked with Avenue, a leading digital marketing agency to overhaul
its corporate website to make it more customer-centric. EMC updated its online customers support form
with Web 2.0 tools.