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To: Shege Dambanza who wrote (1717)	6/17/1998 12:31:00 PM
From: Lizzie Tudor	of 6974

Ok fine then shege... you define the terms Adapter, Connector and interface and publish please(in a technical journal)?? You realize of course that if there is no difference between these things then Crossworld and Crossroute would be producing the same product? And Ariba would be the same as the Orcl purchasing product which was recently rewritten in Java. That can't be true! Oh wait maybe it can be true which is why Ariba insists that there is a difference between an Adapter and a Connector? I was corrected on my terminology by a bunch of Price Waterhouse people yesterday. Maybe thats the problem.

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To: Ed Schultz who wrote (1708)	6/17/1998 12:32:00 PM
From: Shege Dambanza	of 6974

I don't know if you're naive, ignorant, or just plain dumb in comparing CPQ/DEC with SEBL/SCOP. I'll set aside my suspicions and assume it is one of the first two. Other than their accounting treatment, there is little similarity between the two mergers. CPQ bought DEC for their service business. Everything else is basically useless to them, and cost rationalization through employee terminations is part of the strategy to increase profits. Whether or not that happens remains to be seen. SEBL bought SCOP for their product, their people, and their market share. In a growth sector, there will be very little overlap/redundancy so losing people is not a good thing for them.

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To: IceMan who wrote (1721)	6/17/1998 1:22:00 PM
From: Ed Schultz	of 6974

Agreed. A rush job could potentially damage the product and reputation of SEBL. However, I give them some credit that they will withhold the product until it is ready. Does this mean a 3 month delay? 6 months? As for mergers between small companies, with the exception of my current job, I have worked for nothing but small companies. The last one was a company which had roughly 200 people in it. And if we ever merged with anyone, we could easily lop off management in all areas and an additional 50% to boot without much loss to the revenue stream. With any merger there is a lot of waste. I would prefer to keep people which are devoted to their jobs rather than the freelancers. This way I can feel certain that good work will actually get done. The final point is with respect to the purpose of the merger. I strongly disagree with what other people have said on this board. I believe that SEBL is going after the customer database and a few key engineers. Everything else is irrelevant. I predict that two years from now there won't even be a SCOP like product. Everything will be distinctly SEBL.

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To: Ed Schultz who wrote (1723)	6/17/1998 1:51:00 PM
From: Lizzie Tudor	of 6974

Ed, OK, I think the problem is you don't appreciate the difficulty in getting/retaining people in the bay area. Its not like other places like Austin where you can easily recruit entry and mid-level people to backfill while you hang on to your 3 architects. If 20 Scopus engineers leave, it could take months to replace them, even if its the tools group or something. For engineering I would say Siebel is probably below 50% in desirability of a place to work in the bay area. Company is public, so no real wealth opportunities, atmosphere is high pressure, etc. Most of those people could probably get $100+/hr consulting jobs locally just implementing the Siebel product. Its just too expensive for a decent quality of life here, thats the problem. Michelle

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