1. What was the objective of CENTRAs Go-to-Market Strategy?

At the time of market maturity (in 1 or 2 years) wanted to have the largest market share.(to be
recognized as the dominant market leader).

2. a. What was the current composition of its customer base?
They were perplexed with the question of whom to target first: larger volume small accounts or
large accounts which were lesser in number.

Their current customer base was largely driven by larger customers:
Global Corporations: 200/440 = 45.5%
Mid-sized firms: 100/440 = 22.7%
Small firms: 140/200 = 31.8%

b. What was the scope of growth in each of these segments?
Data not available.


3. Who were typical DMU members for its products?

Divisional line and HR Managers.

4. What were the different value propositions proposed by the two VPs (Sales & Corporate
Strategy)? Based on this, how did the composition of DMU change?

VP Sales: Value Proposition ROI , impact division level
DMU Line managers

VP Corporate Strategy: Value Proposition address the top 5 priorities of the CEO , impact
organization wide.
DMU CEO & other top managers (change)

5. A comparative picture of the distribution ways:

Parameter Field Sales Telesales Alliance Partners
Share of Revenue
Share of profits
Cost Savings
No. of people employed
Region of operation
Growth opportunity
Other Advantages
Disadvantages


The Company (Questions)
1. What was the revenue from its first customers BuyNetwork, AT&T , Motorola, Watt Dater,
Rational Software, Stansford university?
0.3 million USD, from exhibit 3
2. What percentage of the above customers were repeat customers in the future? Who were they?
No data available.
3. Which all departments in the clients purchased symposium and who were the members of the
decision making unit in each of the clients?
Assumptions:- HR Managers, IT heads , Head of Department in University , Professors.
4. What all divisions in its first customers basket is likely to purchase other products of Centrasoft?
E-meeting and Conference products has high potential in Buy Network, AT&T , Motorola, Watt
Dater, Rational Software. No data . Visionary departments vary from organization to organization
but those departments which are highly competitive are required.
5. What were the cost benefits each of the clients go from purchasing symposium?
No data. But its given that a company which bought $ 300,000 symposium saved 3 million in
travel , salary and opportunity costs which roughly converts to 900% returns for that company.
6. Were they satisfied with the product and will they give recommendations or testimonials?
No data for 1997 customers. But 30% of sales to existing customers in 2000 ie. 6.9 million dollars
in 2000 sales is from existing customers. Its highly likely that they are satisfied with the current
products.
7. How did Centrasoft get the first purchase order?
As it was in the initial stages , assuming field sales force was not strong enough we suspect that
both Reed and CEO played a key role.
8. Were the first customers, clients of Lotus Development Corporation?
As it was in the initial stages , assuming field sales force was not strong enough we suspect that
both Reed and CEO played a key role.
9. What was the role of Reed in getting the projects?
Assumption:- Reed was director of Notes product marketing and market development which
gave him the networking to contact the first customers.
10. Why was only Lesse and Reed involved in the meeting and why wasnt Michael VP, Business
Development and Lisa VP, Corporate Marketing opinion not asked for such a critical issue?
The DMUs of CentraSoft were Lesser, Reed and Navickas
11. Out of the 440 corporations , who purchase the most , the least in volume and price?

12. What were the revenues generated from each sales office?
No data given
13. What was the product that bought in more profit and more revenues?
Cost structure among product lines in not given.By revenues Symposium brings 80.4% of the
total revenues.
14. If you segment the market , who are the potential customers for e-Meeting, conference,
Symposium?
Market segmentation is based on revenues generated from each products.
Premium users- Symposium,, price maximum amount 43500 $
Moderate users Conference, price maximum amount 15600 $
Economic users Emeeting, Emeeting ASP, Symposium ASP, Conference ASP who mazimum
price is 1000 $

15. Why was the produc license revenue and ASP revenue package different by significant amounts
for symposium and conference & why was ASP revenues package for Emeeting more than that of
Emeeting revenue from product licenses?
Exhibit 4. Dont know.
16. Is it possible for Centrasoft to give and end to end service by providing laptop computer ,
webbrowsers , modems etc through collobaration with other firms?
Yes, Startup require end to end solutions and collobation with such service providers is an
opportunity.
No data given for calculation.
17. How did CentraSofts differentiate its products from its competitors?
No differentiation except for prominence amond delivery platform providers. Pg no:9
18. What percentage of purchases were the support contract?
No data given .Can it be calculated?
Ans: 20 % of $18487 . assumption ( maintenance and service included from exhibit 4)
19. What is the retention rate of customers for Centrasoft in 2000 and how did it vary across the
years ?
Exhibit 4
Symposium 45% of the customers are repeat customers.
Conference 6.25 % of the customers are repeat customers.
Emeeting 0% of the customers are repeat customers.
20. What is the total cost in each product line?
No data given


Conclusion