Considering the current position and competitive advantages of ScriptLogic, we recommend that ScriptLogic should focus on up-selling and customer expansion in the existing market as their next step. However, in the long-term, ScriptLogic should prepare to alter their organizational structure to a certain extent in order to expand their targets and selling capabilities for diverse and complex products, as summarized in Exhibit 1.
Since it has focused on SMB market, ScriptLogic has developed a very efficient and organized sales force, selling process, and campaign management system to tackle that market. Following the company’s motto, “Point, Click, Done!”, ScriptLogic has provided infrastructure software that is easy to download, install, and use.
The sales pipeline starts from the advertising campaigns through both paper and internet. Once the customer responds to a campaign and downloads a product, the internal sales team gets in touch with the client. During the call, the sales engineers assist salespeople with the technical aspects of the products and further demonstrate the product’s benefits. The company usually considers the response rate and cost to figure out the best campaign option and rolls it out repeatedly to increase ROI. By this process, the company reduced the cost per download from $52 in 2005 to $30 in 2007.
However, the current internal sales forces with only 10 specialists, is not familiar with complex products and is not ideal to sell the newly expanded product set. Additionally, the company has low levels of experience in selling enterprise products, which is a whole new ball game as compared to the SMB focused products, both in terms of the deal size and the position of the client who makes the decision to buy a product or a solution suit.
Although ScriptLogic could exploit the synergies it has with Quest Software’s enterprise sales