Ariba (NASDAQ: ARBA) is a software and information technology services company located in Sunnyvale, California.
Ariba, Inc. (Ariba), incorporated in September 1996, is a provider of collaborative business commerce solutions for buying and selling goods and services. The Company combines software-as-a-service (SaaS) technology with a Web-based community and a global network of trading partners. Ariba software is built to leverage the Internet and provide enterprises with real-time access to their business data and their business partners. Ariba operates in three geographic segments: North America; Europe, Middle East and Africa (EMEA), and Asia-Pacific (APAC).
Ariba Collaborative Business Commerce Solutions
The Company’s solutions allow enterprises to take a step-by-step approach to managing business commerce with products and services. Ariba spend analysis solution combines an industry knowledge classification base with advanced technologies and an integrated database of more than 150 million suppliers to enable classification and enrichment of spend across all categories, systems and divisions. Ariba spend analysis solution offers an integrated business commerce dashboard for a 360-degree view of all purchasing activity and data. The solution incorporates the powerful yet easy-to-use Ariba Analysis reporting engine with data enrichment providing deep and ongoing visibility into both internal purchasing, as well as external supply and sourcing market dynamics.
Ariba Sourcing Solutions cover a range of sourcing activities, from the development of a strategic approach to capture savings, to the sourcing and award negotiation phase, and to monitoring of supplier performance. Ariba Sourcing Solutions include Ariba Sourcing and Ariba StartSourcing. Ariba Sourcing module is an enterprise-wide strategic sourcing application designed for all spend categories. Ariba StartSourcing module enables small and medium businesses access to enterprise-class technology they can use to structure and execute sourcing events online that deliver real, measurable results without a substantial commitment of time or resources. The Ariba contract management solution covers a range of a contract’s lifecycle, from the contract request, contracts authoring, workflows to address the contracting process, negotiation and approval, and contract execution via electronic signatures.
The Ariba procurement and expense solutions allow customers to manage the procurement process from requisition, through ordering, receiving, invoice reconciliation and payment. Ariba Procure-to-Pay is its Web-based procurement and expense solution. Ariba Buyer module enables organizations to manage purchasing transactions for any good or service. Ariba Procure-to-Order enables companies to maximize the efficiency of their front-end procurement process, while integrating with current systems for payment and receipt to deliver immediate value across their organization. Ariba Services Procurement enables customers to better manage complex categories of spend, such as catalog, travel, third-party, time-based and project-based purchases, including to facilities management, information technology and management consulting, temporary labor and print services.
Ariba supplier information management solution enables companies to identify and assess new sources of supply, on board approved suppliers and gain 360-degree view of supplier information performance and risk. Ariba supplier information management solution enables companies to identify and assess new sources of supply, on board approved suppliers and gain 360-degree view of supplier information performance and risk. Ariba Discovery for Buyers allows buyers around the world to discover, connect and collaborate through the Ariba Network, an online trading community used by more than 330,000 companies. The Ariba contract management for sales contracts solution covers a range of contract’s lifecycle, from the contract request, contracts authoring, workflows to address the contracting process, negotiation and approval, and contract execution via electronic signatures.
Ariba Working Capital Management Solutions provide suppliers with the visibility and control over their receivables to better manage their cash flow. Ariba supply chain finance solution provides third-party financing to suppliers to improve their cash flow while supporting cash management and working capital objectives. Ariba invoice management solution automates supplier on-boarding and interactions for suppliers, provides suppliers with full visibility into invoice status and cash forecasting and supports paperless operations for VAT compliance for global commerce. Ariba payment management solution allows back-office systems to transmit payments to suppliers via ACH with detailed remittance information.
Ariba Network
Ariba’s collaborative business commerce solutions also integrate with and leverage the Ariba Network. The Ariba Network is a scalable Internet infrastructure that connects buyers and sellers enabling the exchange of product and service information, as well as a range of business documents, such as purchase orders and invoices. Over 330,000 registered suppliers offering a range of goods and services are connected to the Ariba Network. The Ariba Network is a multi-protocol network that allows buyers to send orders from Ariba Buyer or other eProcurement systems in one standard format that are then converted into the supplier’s preferred transaction format. In addition, by using Ariba PunchOut, a commerce extensible markup language (cXML)-based technology, buyers can link to a supplier’s web site to find, configure and select products while keeping the purchasing process within Ariba Buyer or Ariba Procure-to-Pay for internal approval, accounting and administrative controls.
Ariba Services
Ariba’s collaborative business commerce solutions include a range of services designed to improve the return on investment its customers receive through the use of its solutions. Ariba’s services are focused on delivering sustainable, company-wide capability and rapid results and include Ariba strategic consulting, Ariba implementation services, Ariba supplier enablement services and Ariba customer support services. Ariba strategic consulting enables strategic decision making, organization assessment, process design and performance improvement. Ariba implementation services execute installation and set-up of software. Ariba supplier enablement services help to ensure that buyers and suppliers transact in a cost-effective, scalable manner. Ariba customer support services supports customers’ direct usage of software (training and product support). Ariba has over 700 global consultants that assist its customers in devising, launching, and sustaining collaborative business commerce programs.
The Company competes with SAP AG, Oracle, Emptoris, BravoSolution, Zycus, Basware, American Express S2S, Perfect Commerce, cc-Hubwoo, Ketera Technologies, Coupa, Iasta, A.T. Kearney and McKinsey & Company.
In September 1996 the four EIRs and three former Rasna executives incorporated Ariba, the name drawn from the Spanish word for "up," "arriba." (The first idea for a name was ProcureSoft, but the founders soon changed their minds.) Krach became president and CEO of the enterprise. In the beginning the strategy was to focus on the buyers in the procurement process, in the belief that the suppliers would quickly come on board in an effort to follow the money. The first round of funding was completed later in the month. Benchmark paid $3 million to acquire a 19 percent stake in the business and Crosspoint invested $2.5 million for a 16 percent share. Because of the difficulty in finding suitable real estate in the area, the company's dozen employees worked out of four Benchmark offices for the first three months. The first blueprint of the product architecture was done in crayon on a paper tablecloth during a lunch at Quadrus Café in Menlo Park. In these early months the company operated in what Krach called stealth mode, keeping a low profile while it met with some prospective customers, 60 Fortune 500 companies, asking them what would be the ideal solution to their cumbersome, paper-based procurement process. Krach told Upside in a 2001 interview, "The answer was: 'It would have a walk-up user interface. It could parametrically change business models. It could integrate to our financial systems. It would hook right up to the supplies. It would run on this new thing called the Internet.'"
After three months Ariba had a prototype product and DeSantis began to approach major corporations, his sales pitch bolstered by research from Killen Associates in Palo Alto, which maintained that a 5 percent decrease in the cost of procurements could result in as much as a 20 percent increase in profits. Even before the product was ready Ariba was able to sign up software licensing deals with three major customers: Cisco Systems, Advanced Micro Devices, and Octel Communications. The company shipped its first product (now known as Ariba Buyer) in May 1997. Krach quickly moved to take advantage of the company's momentum and sought a second round of investment, which would normally remain in the realm of venture capital firms. Instead, he looked for money from investors that generally came in on later rounds, asking six times the price paid in the initial round. The gambit worked, so that Ariba's valuation increased from $16 million to $113 million in just nine months. "In fact," according to Fortune, "there had been so much investor interest in Ariba that the company actually turned down an even higher price, fearing the effect of an unrealistic valuation." As it was, Ariba accepted far more money than it had planned, $13.2 million instead of $6 million. Although involved in the pedestrian business of buying supplies, Ariba was sexy enough for savvy investors.
Ariba devoted much of 1998 to recruiting top-notch personnel, while Ariba Buyer underwent several revisions within a year. Hiring was such a top priority at this stage that Krach estimated he devoted about 40 percent of his time to the task. To help retain staff and create a productive team, Ariba also began to establish its own company culture, creating a climate of what would be called "scary fun." Employees were encouraged to take risks, and to reinforce the concept on the recreational side Ariba sponsored such activities as a rafting trip and a go-cart race at a Malibu course. Also key to staff retention was a rigorous, three-stage interview process.
In April 1999 the company began to operate a supplier network, entering the business-to-business marketplace, as Ariba began to take the next step in its strategy for becoming a leader in what Krach called the global electronic trade revolution. The endeavor was aided in its ambition by establishing strategic alliances with other companies. IBM, in addition to being a customer, agreed to resell Ariba products around the world; e-payment service arrangements were made with American Express and Bank of America; and Descartes provided logistics commerce services, an area in which the Canadian company was a leader. In June 1999 Ariba went public at $23 per share. On its first day of trading it reached $90 and for the next several months continued to climb. By the end of the year Ariba stock reached $259 per share, then split two for one. It was a stunning success for a three-year-old company that was still losing money, as evidenced by the fact that Krach's stake in the business, which was gaudy enough when it was valued at $473 million after the first day of trading, exceeded $1.5 billion when the post-split share price proceeded to hit $150 in December 1999.
Nevertheless, Ariba was not ensured a position as one of the winners when the global electronic revolution was finally sorted out. The company faced formidable challenges from emerging e-marketplace web sites that provided a place where corporate buyers and sellers could conduct business. In order to attain crucial technology needed for online business auctions, in December 1999 Ariba agreed to pay $465 million in stock to acquire TradingDynamics, Inc.--a hefty price for the business in light of its $4 million in sales. TradingDynamics' CEO then suggested to Krach that Ariba should consider acquiring Tradex Technologies, Inc., which could fill in another gap, software for building online communities of buyers and sellers. In March 2000 Ariba closed on a deal to buy Tradex for $1.4 billion in stock. As a result of these transactions, Ariba shipped two new products in 2000, Ariba Dynamic Trade and Ariba Marketplace. Later in 2000 Ariba made yet another significant acquisition, paying more than $600 million in stock for SupplierMarket .com, which led to the launching of Ariba Sourcing.
In the autumn of 2000 the prospects for Ariba appeared quite bright, with Krach announcing that the company planned to turn a profit by the end of the year. In September 2000 the price of Ariba stock reached $168.75, which would prove to be a high-water mark. The company did in fact post a $10 million profit in the December quarter but was about to enter a difficult period, as did many in the technology sector when a faltering economy forced corporations to retrench and cut back on investments. In just nine months Ariba stock lost 95 percent of its value. Nevertheless the company started out 2001 in growth mode, and even negotiated a $2.55 billion stock swap purchase of Agile Software, developer of collaborative e-commerce supply chain software. Within a matter of weeks, however, the deal was off, following the reporting of a severe drop in revenues at Ariba. Moreover, the excitement about online marketplaces evaporated, as companies decided to manage their spending in-house, and the company was forced to take a $1.4 billion write-down on its purchase of Tradex. With the future of the economy uncertain, Ariba took drastic cost-cutting measures, slashing its payroll and laying off 700 workers, or about a third of its staff.
In May 2001 Krach stepped down as CEO, remaining on as chairman, and promoting President and COO Larry Mueller to replace him. Mueller's time at the helm would be brief, less than three months, but it would have long-term repercussions. According to press reports Mueller resigned suddenly, "amid internal criticism of his management style." Krach returned to the CEO post on an interim basis while a replacement was recruited. In October 2002 CFO Robert Caleroni, a recent hire, assumed the position and set about the task of refocusing the company on its spend management capabilities. He cut another 350 jobs and instituted other cost-saving measures, such as eliminating holiday parties and free bottled water.
In early 2003 Ariba received unwelcomed publicity when it was forced to restate financial results for fiscal 2001 due to an unusual $10 million payment made to Mueller by Krach. Two weeks later the company announced that it was expanding its restatement to cover ten quarters after an internal investigation revealed that millions of dollars in items listed as company expenses should have been considered compensation for Mueller, including $1.2 million in chartered jet service. Calderoni, in the meantime, flew coach as he traveled the country trying to drum up business for the company's original Ariba Buyer. Procurement software was staging a comeback in the marketplace, but whether the new CEO would be successful in reviving the fortunes of Ariba was very much in doubt. "I thought I was joining a small, fast-growing organization," Calderoni told Forbes in March 2003, "I only got the 'small.'"
Principal Subsidiaries: Ariba Canada, Inc.; Ariba Latin America, Inc.; Ariba Deutschland GmbH (Germany); Ariba U.K. Limited.
Principal Competitors: FreeMarkets, Inc.; Oracle Corporation; PeopleSoft, Inc.
OVERALL
Beta: 0.85
Market Cap (Mil.): $3,246.16
Shares Outstanding (Mil.): 93.36
Annual Dividend: --
Yield (%): --
FINANCIALS
ARBA.O Industry Sector
P/E (TTM): 139.46 20.96 19.30
EPS (TTM): 289.24 -- --
ROI: 4.19 21.57 16.19
ROE: 4.59 23.62 17.86
Statistics:
Public Company
Incorporated: 1996
Employees: 836
Sales: $229.8 million (2002)
Stock Exchanges: NASDAQ
Ticker Symbol: ARBA
NAIC: 511210 Software Publishers
Key Dates:
1996: Ariba is incorporated.
1997: The first product is shipped.
1999: The company makes its initial public offering.
2001: Steve Krach steps down as CEO.
Address:
807 11th Avenue
Sunnyvale, California 94089
U.S.A.
Ariba, Inc. (Ariba), incorporated in September 1996, is a provider of collaborative business commerce solutions for buying and selling goods and services. The Company combines software-as-a-service (SaaS) technology with a Web-based community and a global network of trading partners. Ariba software is built to leverage the Internet and provide enterprises with real-time access to their business data and their business partners. Ariba operates in three geographic segments: North America; Europe, Middle East and Africa (EMEA), and Asia-Pacific (APAC).
Ariba Collaborative Business Commerce Solutions
The Company’s solutions allow enterprises to take a step-by-step approach to managing business commerce with products and services. Ariba spend analysis solution combines an industry knowledge classification base with advanced technologies and an integrated database of more than 150 million suppliers to enable classification and enrichment of spend across all categories, systems and divisions. Ariba spend analysis solution offers an integrated business commerce dashboard for a 360-degree view of all purchasing activity and data. The solution incorporates the powerful yet easy-to-use Ariba Analysis reporting engine with data enrichment providing deep and ongoing visibility into both internal purchasing, as well as external supply and sourcing market dynamics.
Ariba Sourcing Solutions cover a range of sourcing activities, from the development of a strategic approach to capture savings, to the sourcing and award negotiation phase, and to monitoring of supplier performance. Ariba Sourcing Solutions include Ariba Sourcing and Ariba StartSourcing. Ariba Sourcing module is an enterprise-wide strategic sourcing application designed for all spend categories. Ariba StartSourcing module enables small and medium businesses access to enterprise-class technology they can use to structure and execute sourcing events online that deliver real, measurable results without a substantial commitment of time or resources. The Ariba contract management solution covers a range of a contract’s lifecycle, from the contract request, contracts authoring, workflows to address the contracting process, negotiation and approval, and contract execution via electronic signatures.
The Ariba procurement and expense solutions allow customers to manage the procurement process from requisition, through ordering, receiving, invoice reconciliation and payment. Ariba Procure-to-Pay is its Web-based procurement and expense solution. Ariba Buyer module enables organizations to manage purchasing transactions for any good or service. Ariba Procure-to-Order enables companies to maximize the efficiency of their front-end procurement process, while integrating with current systems for payment and receipt to deliver immediate value across their organization. Ariba Services Procurement enables customers to better manage complex categories of spend, such as catalog, travel, third-party, time-based and project-based purchases, including to facilities management, information technology and management consulting, temporary labor and print services.
Ariba supplier information management solution enables companies to identify and assess new sources of supply, on board approved suppliers and gain 360-degree view of supplier information performance and risk. Ariba supplier information management solution enables companies to identify and assess new sources of supply, on board approved suppliers and gain 360-degree view of supplier information performance and risk. Ariba Discovery for Buyers allows buyers around the world to discover, connect and collaborate through the Ariba Network, an online trading community used by more than 330,000 companies. The Ariba contract management for sales contracts solution covers a range of contract’s lifecycle, from the contract request, contracts authoring, workflows to address the contracting process, negotiation and approval, and contract execution via electronic signatures.
Ariba Working Capital Management Solutions provide suppliers with the visibility and control over their receivables to better manage their cash flow. Ariba supply chain finance solution provides third-party financing to suppliers to improve their cash flow while supporting cash management and working capital objectives. Ariba invoice management solution automates supplier on-boarding and interactions for suppliers, provides suppliers with full visibility into invoice status and cash forecasting and supports paperless operations for VAT compliance for global commerce. Ariba payment management solution allows back-office systems to transmit payments to suppliers via ACH with detailed remittance information.
Ariba Network
Ariba’s collaborative business commerce solutions also integrate with and leverage the Ariba Network. The Ariba Network is a scalable Internet infrastructure that connects buyers and sellers enabling the exchange of product and service information, as well as a range of business documents, such as purchase orders and invoices. Over 330,000 registered suppliers offering a range of goods and services are connected to the Ariba Network. The Ariba Network is a multi-protocol network that allows buyers to send orders from Ariba Buyer or other eProcurement systems in one standard format that are then converted into the supplier’s preferred transaction format. In addition, by using Ariba PunchOut, a commerce extensible markup language (cXML)-based technology, buyers can link to a supplier’s web site to find, configure and select products while keeping the purchasing process within Ariba Buyer or Ariba Procure-to-Pay for internal approval, accounting and administrative controls.
Ariba Services
Ariba’s collaborative business commerce solutions include a range of services designed to improve the return on investment its customers receive through the use of its solutions. Ariba’s services are focused on delivering sustainable, company-wide capability and rapid results and include Ariba strategic consulting, Ariba implementation services, Ariba supplier enablement services and Ariba customer support services. Ariba strategic consulting enables strategic decision making, organization assessment, process design and performance improvement. Ariba implementation services execute installation and set-up of software. Ariba supplier enablement services help to ensure that buyers and suppliers transact in a cost-effective, scalable manner. Ariba customer support services supports customers’ direct usage of software (training and product support). Ariba has over 700 global consultants that assist its customers in devising, launching, and sustaining collaborative business commerce programs.
The Company competes with SAP AG, Oracle, Emptoris, BravoSolution, Zycus, Basware, American Express S2S, Perfect Commerce, cc-Hubwoo, Ketera Technologies, Coupa, Iasta, A.T. Kearney and McKinsey & Company.
In September 1996 the four EIRs and three former Rasna executives incorporated Ariba, the name drawn from the Spanish word for "up," "arriba." (The first idea for a name was ProcureSoft, but the founders soon changed their minds.) Krach became president and CEO of the enterprise. In the beginning the strategy was to focus on the buyers in the procurement process, in the belief that the suppliers would quickly come on board in an effort to follow the money. The first round of funding was completed later in the month. Benchmark paid $3 million to acquire a 19 percent stake in the business and Crosspoint invested $2.5 million for a 16 percent share. Because of the difficulty in finding suitable real estate in the area, the company's dozen employees worked out of four Benchmark offices for the first three months. The first blueprint of the product architecture was done in crayon on a paper tablecloth during a lunch at Quadrus Café in Menlo Park. In these early months the company operated in what Krach called stealth mode, keeping a low profile while it met with some prospective customers, 60 Fortune 500 companies, asking them what would be the ideal solution to their cumbersome, paper-based procurement process. Krach told Upside in a 2001 interview, "The answer was: 'It would have a walk-up user interface. It could parametrically change business models. It could integrate to our financial systems. It would hook right up to the supplies. It would run on this new thing called the Internet.'"
After three months Ariba had a prototype product and DeSantis began to approach major corporations, his sales pitch bolstered by research from Killen Associates in Palo Alto, which maintained that a 5 percent decrease in the cost of procurements could result in as much as a 20 percent increase in profits. Even before the product was ready Ariba was able to sign up software licensing deals with three major customers: Cisco Systems, Advanced Micro Devices, and Octel Communications. The company shipped its first product (now known as Ariba Buyer) in May 1997. Krach quickly moved to take advantage of the company's momentum and sought a second round of investment, which would normally remain in the realm of venture capital firms. Instead, he looked for money from investors that generally came in on later rounds, asking six times the price paid in the initial round. The gambit worked, so that Ariba's valuation increased from $16 million to $113 million in just nine months. "In fact," according to Fortune, "there had been so much investor interest in Ariba that the company actually turned down an even higher price, fearing the effect of an unrealistic valuation." As it was, Ariba accepted far more money than it had planned, $13.2 million instead of $6 million. Although involved in the pedestrian business of buying supplies, Ariba was sexy enough for savvy investors.
Ariba devoted much of 1998 to recruiting top-notch personnel, while Ariba Buyer underwent several revisions within a year. Hiring was such a top priority at this stage that Krach estimated he devoted about 40 percent of his time to the task. To help retain staff and create a productive team, Ariba also began to establish its own company culture, creating a climate of what would be called "scary fun." Employees were encouraged to take risks, and to reinforce the concept on the recreational side Ariba sponsored such activities as a rafting trip and a go-cart race at a Malibu course. Also key to staff retention was a rigorous, three-stage interview process.
In April 1999 the company began to operate a supplier network, entering the business-to-business marketplace, as Ariba began to take the next step in its strategy for becoming a leader in what Krach called the global electronic trade revolution. The endeavor was aided in its ambition by establishing strategic alliances with other companies. IBM, in addition to being a customer, agreed to resell Ariba products around the world; e-payment service arrangements were made with American Express and Bank of America; and Descartes provided logistics commerce services, an area in which the Canadian company was a leader. In June 1999 Ariba went public at $23 per share. On its first day of trading it reached $90 and for the next several months continued to climb. By the end of the year Ariba stock reached $259 per share, then split two for one. It was a stunning success for a three-year-old company that was still losing money, as evidenced by the fact that Krach's stake in the business, which was gaudy enough when it was valued at $473 million after the first day of trading, exceeded $1.5 billion when the post-split share price proceeded to hit $150 in December 1999.
Nevertheless, Ariba was not ensured a position as one of the winners when the global electronic revolution was finally sorted out. The company faced formidable challenges from emerging e-marketplace web sites that provided a place where corporate buyers and sellers could conduct business. In order to attain crucial technology needed for online business auctions, in December 1999 Ariba agreed to pay $465 million in stock to acquire TradingDynamics, Inc.--a hefty price for the business in light of its $4 million in sales. TradingDynamics' CEO then suggested to Krach that Ariba should consider acquiring Tradex Technologies, Inc., which could fill in another gap, software for building online communities of buyers and sellers. In March 2000 Ariba closed on a deal to buy Tradex for $1.4 billion in stock. As a result of these transactions, Ariba shipped two new products in 2000, Ariba Dynamic Trade and Ariba Marketplace. Later in 2000 Ariba made yet another significant acquisition, paying more than $600 million in stock for SupplierMarket .com, which led to the launching of Ariba Sourcing.
In the autumn of 2000 the prospects for Ariba appeared quite bright, with Krach announcing that the company planned to turn a profit by the end of the year. In September 2000 the price of Ariba stock reached $168.75, which would prove to be a high-water mark. The company did in fact post a $10 million profit in the December quarter but was about to enter a difficult period, as did many in the technology sector when a faltering economy forced corporations to retrench and cut back on investments. In just nine months Ariba stock lost 95 percent of its value. Nevertheless the company started out 2001 in growth mode, and even negotiated a $2.55 billion stock swap purchase of Agile Software, developer of collaborative e-commerce supply chain software. Within a matter of weeks, however, the deal was off, following the reporting of a severe drop in revenues at Ariba. Moreover, the excitement about online marketplaces evaporated, as companies decided to manage their spending in-house, and the company was forced to take a $1.4 billion write-down on its purchase of Tradex. With the future of the economy uncertain, Ariba took drastic cost-cutting measures, slashing its payroll and laying off 700 workers, or about a third of its staff.
In May 2001 Krach stepped down as CEO, remaining on as chairman, and promoting President and COO Larry Mueller to replace him. Mueller's time at the helm would be brief, less than three months, but it would have long-term repercussions. According to press reports Mueller resigned suddenly, "amid internal criticism of his management style." Krach returned to the CEO post on an interim basis while a replacement was recruited. In October 2002 CFO Robert Caleroni, a recent hire, assumed the position and set about the task of refocusing the company on its spend management capabilities. He cut another 350 jobs and instituted other cost-saving measures, such as eliminating holiday parties and free bottled water.
In early 2003 Ariba received unwelcomed publicity when it was forced to restate financial results for fiscal 2001 due to an unusual $10 million payment made to Mueller by Krach. Two weeks later the company announced that it was expanding its restatement to cover ten quarters after an internal investigation revealed that millions of dollars in items listed as company expenses should have been considered compensation for Mueller, including $1.2 million in chartered jet service. Calderoni, in the meantime, flew coach as he traveled the country trying to drum up business for the company's original Ariba Buyer. Procurement software was staging a comeback in the marketplace, but whether the new CEO would be successful in reviving the fortunes of Ariba was very much in doubt. "I thought I was joining a small, fast-growing organization," Calderoni told Forbes in March 2003, "I only got the 'small.'"
Principal Subsidiaries: Ariba Canada, Inc.; Ariba Latin America, Inc.; Ariba Deutschland GmbH (Germany); Ariba U.K. Limited.
Principal Competitors: FreeMarkets, Inc.; Oracle Corporation; PeopleSoft, Inc.
OVERALL
Beta: 0.85
Market Cap (Mil.): $3,246.16
Shares Outstanding (Mil.): 93.36
Annual Dividend: --
Yield (%): --
FINANCIALS
ARBA.O Industry Sector
P/E (TTM): 139.46 20.96 19.30
EPS (TTM): 289.24 -- --
ROI: 4.19 21.57 16.19
ROE: 4.59 23.62 17.86
Statistics:
Public Company
Incorporated: 1996
Employees: 836
Sales: $229.8 million (2002)
Stock Exchanges: NASDAQ
Ticker Symbol: ARBA
NAIC: 511210 Software Publishers
Key Dates:
1996: Ariba is incorporated.
1997: The first product is shipped.
1999: The company makes its initial public offering.
2001: Steve Krach steps down as CEO.
Address:
807 11th Avenue
Sunnyvale, California 94089
U.S.A.