Deepak Sindh and Paul Johnson founded Adeptia in 2000 to compete in offering much-needed products able to get information of a company’s system to another that had risen from “the boom of Internet commerce and an increasingly technology-savvy workforce”. While there were many competitors in the fields, Gartner Group forecasted that by 2006 Adeptia would take 30% of the market revenue. Adeptia took advantage of the Internet technologies to provide a better and different product than its competitors. “Rather than trying to create a special like for every imaginable connection between various applications like the competitors had done, Adeptia built a set of services that a company’s own IT people could use from to connect any two systems.” Such product was cheaper, easier to use and faster to deploy. Here follow some of the strength and weaknesses of Adeptia.
While Adeptia provided what seems to be a successful product that is differentiated enough to that of its competitors, Adeptia has problems determining a clear target market or sales process. Deepak had the technical skills and Paul was the management expert but they both new they needed someone to take care of sales. Adeptia’s initial problem was finding a sales force that would help bring revenue into the company. Although they did good recognizing their personal strengths and weaknesses and looking to supplement their companies with the staff they lacked, they had some trouble finding the right person. At first Deepak and Paul hired two junior sales representatives with the hope that they would demonstrate the value of Adeptia’s product, Indigo. Unfortunately, they were unable to bring any business into the company. One of the problems with the sales representatives was that they did not understand the pr ...