|
|
Enron Mail |
sounds good. let's catch up tomorrow nite.
Best, Jeff Cameron Sellers <cameron@perfect.com< 06/06/2001 12:14 PM To: "'Jeff.Dasovich@enron.com'" <Jeff.Dasovich@enron.com< cc: Subject: RE: FW: Enron Demo Recap I totally understand. It sounds exciting though. I can't wait to hear the details. I am with Renee tonight, but I will be home tomorrow night. Why don't we talk then?? Good luck with everything!! -C Cameron Sellers Vice President, Business Development PERFECT 1860 Embarcadero Road - Suite 210 Palo Alto, CA 94303 cameron@perfect.com 650.798.3366 (direct dial) 650.269.3366 (cell) 650.858.1095 (fax) -----Original Message----- From: Jeff.Dasovich@enron.com [mailto:Jeff.Dasovich@enron.com] Sent: Wednesday, June 06, 2001 7:48 AM To: Cameron Sellers Subject: Re: FW: Enron Demo Recap << File: image001.jpg << Hi. I am completely buried. This is is blown. I'll be in town tonite and tomorrow nite and we can discuss more then if you like. Just let me know. Best, Jeff Cameron Sellers To: "'Jeff.Dasovich@enron.com'" <cameron@perf <Jeff.Dasovich@enron.com< ect.com< cc: Subject: FW: Enron Demo Recap 06/04/2001 02:56 PM Hope you guys had a wonderful weekend at the dome. Is the deck completely finished now?? Vegas was awesome, of course. I ended up a couple hundred or so. Craps was king. On the business side?WE MUST CLOSE THIS DEAL WITH ENRON. This is SO important for us. It looks like things really went well and they have our pilot proposal. Is there ANYTHING you can do?? Anything to get to someone who is a part of this group and just say random great things about us or help move it forward. We have to close two deals before the next board meeting (4 weeks out) or we have to downsize again. It won't be pretty. Is there anyone you know or who might know someone to help this out? Maybe you get Lay to put a little pressure on. Ha! Back to the personal?PP wanted to have a steak dinner to try out the knives early this week. How about tomorrow night? I'll make a nice mushroom sauce?? Cameron Sellers Vice President, Business Development PERFECT 1860 Embarcadero Road - Suite 210 Palo Alto, CA 94303 cameron@perfect.com 650.798.3366 (direct dial) 650.269.3366 (cell) 650.858.1095 (fax) -----Original Message----- From: Ian Sullivan Sent: Friday, June 01, 2001 8:48 AM To: Cameron Sellers Subject: FW: Enron Demo Recap FYI on the Enron mtg... I'll catch up with Jeff early next week, talk to him about the mtg, and strategize on next steps. I think we have a legitimate chance to do something with this group at Enron, and need to assess where Jeff can help without complicating the decision-making process in the near-term. -----Original Message----- From: David Young Subject: Enron Demo Recap Here's a recap of our demo meeting with Enron's Global Strategic Sourcing group on Tuesday... Demo went well. In attendance for Perfect were Ian, James M and David Y. Enron's attendees were: - John Gillespie - Sr Director GSS - Platforms & Processes (decision maker) - Pam Tragesser - GSS Operations Mgr (asst to Derryl C - Sr Dir GSS - Operations) - John Will - Director Sourcing - Pipe Valves & Fittings - Craig Brown - Director Sourcing - Chemicals, Oils & Lubricants - Shirley Jo Dickens-Wilson - Enron Transportation Services Procurement Mgr - Eugene Ribaudo - Enron Energy Services Procurement Mgr - ibuyit.com team lead - Ken Sommers - Enron Energy Services Procurement Mgr Despite only having 1 hour to present, Ian competently ran through a company and feature overview, then blasted through a demo of PS2 and PPD. We did not get to show PI. They all bought in that this was a sophisticated sourcing tool, that it followed their processes and would help streamline their operation. Only negatives we heard was that the $1M price tag was a show stopper, and that they were trying to minimize RFQs and focus on release against agreements. With 2000 revs at over $100B, and a spend to match that, their ROI would be tremendous. Shirley Jo said that her primary use of this system would be for any purchase over $50k, which requires 3 bids. She does not feel that she has enough of these events to justify implementation in her ETS group. Their current processes are basically pen, paper, phone and fax. They do use RFQ templates and Excel spreadsheets. They also model Total Cost of Ownership - evaluating the total lifecycle of materials. They are using their homegrown auction platform, DealBench, and were trying to compare this against our system. Their transaction fees for using the DealBench system are minor, so our pricing looks high, but that would be comparing apples against oranges. I will address this in the cover letter on the pilot proposal we will send. Questions that came up included: - What is the difference between maverick spend in Procurement vs Sourcing? Ian responded Perfect reduces maverick spend during the sourcing cycle by standardizing company best practices and providing visibility/accountability of vendor selection criteria. - How does the optimization calculation work? Ian gave basic explanation of input variables and ranking/scoring. Don't feel we need to elaborate on this at this point, possibly in future. - Can we utilize a hands-on demo to play with the system? We suggested a pilot, but also said that it might be possible to work something out over Webex just to test drive a little more before moving into a pilot. We agreed that the next step is for us to send a pilot proposal and they will get together either Friday or sometime next week to review the proposal, discuss their opinions and determine the next step. ----------------------- I sent the Pilot Proposal and cover letter out today by email after final approval by Ian. I will followup on Monday to find out what their evaluation gameplan is and to suggest meetings so that we can get ROI inputs to allow James to workup an ROI proposal. David M. Young Manager- Enterprise Sales Perfect Commerce, Inc. 1860 Embarcadero Rd., Suite 210 Palo Alto CA 94303 Tel: 650-798-3356 Email: dyoung@perfect.com "Sourcing - the identification, evaluation, negotiation, and configuration of supply partners - is the single largest opportunity for an organization to impact the cost, structure, and overall efficiency of its supply chain." -- Aberdeen Group, Inc. (See attached file: image001.jpg)
|