MRD – GB/Process/T&T planning Workshop

Sales Consulting UpdateMarch 18, 2005

Sally Li

Table of Contents Key Focus Areas

ORCL Business outlook

Sales Engagements

SC Skills Development

Process (ERs, PRP, Localization, etc…)

People Management Leadership

Business Outlook

FMS Software License Revenue Forecast by Country/Market, 2001-2008 (Millions of Dollars)

2001 2002 2003 2004 2005 2006 2007 2008CAGR

2003-2008Australia 32.7 30.0 30.9 31.6 32.3 32.8 33.6 34.2 2%China 16.9 20.5 24.6 29.3 34.9 40.8 47.6 55.3 18%Hong Kong 8.5 7.1 6.5 6.5 6.7 6.8 7.0 7.3 3%India 6.8 7.9 9.2 10.6 12.2 14.3 16.7 19.2 16%Indonesia 4.3 3.7 3.8 3.9 4.2 4.8 5.5 6.2 10%Malaysia 8.4 7.8 8.0 8.4 8.9 9.7 10.8 11.9 8%New Zealand 4.2 4.8 5.0 5.2 5.4 5.5 5.7 5.8 3%Singapore 12.7 12.1 12.5 12.8 13.3 13.7 14.3 14.9 4%South Korea 24.0 20.8 21.0 21.7 23.2 25.1 27.6 29.7 7%Taiwan 4.2 4.1 4.2 4.4 4.7 5.2 5.6 6.0 8%Thailand 3.7 3.9 4.2 4.5 5.0 5.6 6.3 6.9 11%Rest of A/P 3.7 2.7 2.9 3.1 3.3 3.6 3.9 4.1 7%Total Asia/Pacific 130.1 125.6 132.7 141.8 153.9 167.9 184.6 201.6 9%

FMS License Opportunity

FY06 Budget is about xx% of Gartner’s 2006 FMS Forecast

To achieve FY06 revenue target of US$xxM:

Organization

Opportunity

Targets & Initiatives

To achieve FY06 revenue target of US$xxM:

Targets

1. Must Win Deals (Large)

Organization

Opportunity

Targets & Initiatives

Large Deals

NSW Dept of Education & Training, Bluescope Steel, Dep of Finance (ANZ)

PLN, EGAT, VT MoF, DBS (PSFT), Stanchart (PSFT),

Indian Navy, MTNL

KAL, KEPCO

CCB, BoC, KHG Hospital Authority

To achieve FY06 revenue target of US$xxM:

Targets

2. New Initiatives

Organization

Opportunity

Targets & Initiatives

• Financial Services Revenue Potential• RCM/Basel II USDxxx• Lease Management USDxxx

• CMU• Corp Performance USDxxx• Enterprise Project Management USDxxx

• GEH• Public Sector Financials USDxxx

• MRD (Mfg/Retail/Distribution) Corp Performance USDxxx

NOTE:The above are examples…and would need this to be done by regions/countires

OrganizationFY06 APAC FMS Team

R e g ion a l S a le s C o n su lt ing P ro du c t O p e ra tio ns

A P A C F M SS n r D ire c to r

Organization

Opportunity

Targets & Initiatives

To achieve FY06 revenue target of US$xxM:

Marketing

Market Development

CommunicationsConsultingIndustry SolutionsACE

FMS

Region FY06 Budget YoY PS SC PM MGT Total Rev/HCProd

Inc. Net NewAU #REF! - #DIV/0! #DIV/0! #REF!ASEAN #REF! - #DIV/0! #DIV/0! #REF!INDIA #REF! - #DIV/0! #DIV/0! #REF!KR #REF! - #DIV/0! #DIV/0! #REF!GC #REF! - #DIV/0! #DIV/0! #REF!

Asrina M anhuriPersonal Assistan t

Keith Ip (26)SCM G reater Ch ina

Sandeep Bang ia (6)SCM Ind ia

Saj Kum ar (13 )SCM ASEAN

Dom enic Cirn ig liaro (8)SCM ANZ

Young Il.Na (12)SCM Korea

Jasb ir S inghSnr Directo rSCM APAC

(69 )

Bing Huang (16)CRM G reater Ch in a

Nilan jan Choudhury (4)CRM Ind ia

Sam ik Roy (7)CRM ASEAN

David Barkess (4 )CRM ANZ

Andrew Lee (9)CRM Korea

Ian M orrisSnr Directo rCRM APAC

(43 )

Sally L i (39)ERM G reater Ch ina

Aditya Bhattacharyya (7)ERM Ind ia

Hoo i-Chuan Tan (23)ERM ASEAN

Pau l Kind (18)ERM ANZ

Chul.Kim (20)ERM Korea

Rajen SanggaranSnr Directo rERM APAC

(114 )

Celine Fung, HRMSTB HTB H

ACE North Asia

Chandurban B Relw an i, CRMW onJun Lee, CRMKiHyun Kim , EPMG reg Sheen , SCMChris P ickett, Apps Tech

ACE South Asia

Rajen SanggaranSnr Directo rACE APAC

(9)

Safisah Rah im , APACTim Shin , KRRicardo Centellas, ANZAdrienne Smith , Train ingTBH, G CTBH, ASEANTBH, F inancial O perations

Pau l M cCartanDirecto r

Product O perations Director (8)

Dae Jun Kim (1)Arch itect

Peter G oesch (2 )Apps Tech ANZ

Subra Parthasarathy (4 )Apps Tech ASEAN

Sean Chen (8)Apps Tech G C

Anurag Dubey (3)Apps Tech Ind ia

Kyung Hee Lee (7)Apps Tech Korea

Atu l Patel (1)Apps Tech APAC

Applications Techno logy(26 )

Adrian JohnstonVice President

App lications Sales Consulting & Product O perations(271 )

APAC Apps Sales Consulting & Product Operations

Bryo n L i (SRM ), BJKevin Z h an g (M &S), BJVero n ica Xu (JDE), BJBin Z h o n g (SCE), BJ

Jon L i (M &S), BJ(5)

An d y Ch en (SCP), SHL ean n e W an g (SCE), SHDan iel G ao (M &S), SHL in F en g (SCE), SHW ei M o u (SCE), CDL eslie L u (JDE), SHG eo rg e Ch en (SCE), SH

Daisy Ng (SCP), SH(8)

Jackie Ch an g (M &S), TWDavid Hsu (SRM ), TWVirg in ia W u (SCE), TWAlvo n Ch eng (SCP), TWJon ah Tsai (SCE), TWRich ard Ch an g (SCE), TWAn n ie Ch in (SCE), TW

Alex Tsen g (SCP), TW(8)

Rex M a (SCE), H KJacky Ch en g (SCE), GZCh ris Z h ang (SCP), GZ

Keith IpSCM G reater Ch in a

(25 )

Jasb ir S in ghSn r D irecto rSCM APAC

Ad am s L iu (Svc), BJF ei Ch en (CDM ), BJCh en g Yan g (Sales), BJTig er Z h o u (Sales), BJW ei Ye (Sales), BJStep h en Han (Svc), BJ

F ran k Hu , BJ

Eric Ch en , SHNich o las So n g (Svc), SH

An n ie Hu i (Svc), HKEd d ie Tsu i (M ktg ), HKHu i W an g (M ktg ), GZF u b io Z h a, (Svc), GZAlex W an g (PSF T), TW

Hu n g -Y i Ch en * (CDM ), HK

Bin g Hu angCRM G reater Ch in a

(16 )

Ian M o rrisSn r D irecto rCRM APAC

Karen J iPerso n al Assistan t

TB CO p s M gr

Cin d y Pen g (CPM ), BJAd am Cao (CPM ), BJCarrie Ch ai (F in app s), BJJon ath an Ch en (F in ap p s), BJG eo rg e L u (F in ap p s), BJCarrie W u (F in ap p s), BJBao zh u Ch en (O F SA), BJ

Jessie Do n g (F in ap p s), BJ(8)

L in n a Su n (F in ap p s), SHJoan n e L u (F in ap p s), SHF an g L epin g (F inap p s), SHJoy Z h u (PSF T), SHDavid Tao Ch en (F in ap p s), SH

Y i (A lex) He (F in ap p s), SH(6)

M atth ew M o k (F in ap p s), HKYo ki L ee (PSF T), HKPatrick Ng (O F SA), HK

W an d a Chu n g (F inAp p s), HK(4)

Nelly Hu an g (F in ap p s), TWW in sto n Ch en (OF SA), TWAn n e Yan g (F in ap p s), TWTBH, TW

M ay W an g (F in Ap p s), TW(5)

Tessa L iu (Fin ap p s),, GZ

Peter Ch ai (F in ap p s), GZ(2)

Sally LiERM G reater Ch in a

(27 )

Rajen San g g aranSn r D irecto rF M S APAC

Steven Hu an g (HRM S), BJAn n Luo (HRMS), GZKaren Y iu (HRM S), HKJoseph L i (HRM S), GZJack Yu an , SHXu Ch en yu , SHTo n y W an g , BJDeb b ie W o n g , TW

Su san G u ng (HCM ), TW(9)

Carl K im b allSn r D irecto rHCM APAC

Ad rian Jo h n stonVP Ap p licatio n s Sales Co n su lting

Sales Co n su lting(82 )

GC Applications Sales Consulting

Sales Engagements

Provide Status update on OMP– Effectiveness for PSFT and ORCL– Escalate if they are not being done in

your regions

Close working relationship with regions Sales GMs

– SCs and Sale Reps are “in-sync”

Sales Engagement

Key Deals

OMP

GTMs

FY06 GTMs– Industry Sales GTMs to build pipe and

increase market awareness– Clear on the GC GTMs– Get SCs skilled around GTMs

Sales Engagement

Key Deals

OMP

GTMs

Ensure that you have full visibility into your regions “Key Deals”

– SC Resources skills are available to engage

– ERs & Localizations issues have to brought into APAC Product Ops owners/Development attention…with resolution insight

– Escalate of issues around implementation issues with OCS or partners

– Seek the assistance of US GSS via APAC ACE…if necessary.

Sales Engagement

Key Deals

OMP

GTMs

ORCL Skills Development for Sales Consultants

Continuous Improvement1. Drive for Efficiency in the Sales Cycle

Continuous Improvement1. Drive for Efficiency in the Sales Cycle

•54% of SC time spent working on opportunities

•42% of opportunity effort is spent on Demo preparation and demo.

•14% of SC effort is spent contributing or managing tenders (RFP, RFI).

•Deal Qualification is only 1% of effort.

Areas for Improvements:

•Reducing the amount of time required to prepare and demo has potential to yield most benefit.

•Increasing the amount of effort on deal qualification will improve quality of pipeline and Win Ratio.

•Dedicated bid managers to handle tenders will improve quality of bids and give economy of scale.

Sales Consulting Effort

INTERNAL22%

OPPORTUNITY54%

MANAGEMENT4%

TRAINING15%

BUSINESS Development

5%

Sales Consulting Effort on Opportunties

Demo19%

Tenders (RFP/RFI)14%

Post Sales Support4%

Other6%

Discovery10%

POC8% Preparation

23%

Deal Qualification1%

Sales Support11%

Partner Support4%

Continuous Improvement1. Drive for Efficiency in the Sales Cycle

Continuous Improvement1. Drive for Efficiency in the Sales Cycle

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

ANZ APAC GC KR SA

Back Office

Workshop

Demo setup

Demonstration

Discovery

Partner Support

Post SalesSupport

Preparation

Proof of Concept

Tenders

Sales Support

Qualification

Travel

•No effort spent developing reference accounts.

•Partner support being an issue isn't reflected in the figures, maybe data capture issue.

•Time spent on tenders is an issue across the regions.

•Discovery is only a small proportion of overall effort on opportunities.

•Time spent on POC is small

Continuous Improvement1. Drive for Efficiency in the Sales Cycle

Continuous Improvement1. Drive for Efficiency in the Sales Cycle

0

20

40

60

80

100

120

140

160

ANZ GC KR SA

Closed: "No" Opps

Open

Lost

Won

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

ANZ GC KR SA

Effort

Opp Not List Hrs

Total hrs no Op

Total hrs/Loss

•Deal qualification is obviously an issue as graph shows % of deals and there status that Sales Consulting has worked on over the last 2 quarters.

•ANZ has the worst figures, but data for ANZ is over a much longer period.

•Closed with No Opportunity should not happen if Sales Consulting has invested effort other than deal qualification

•Effort on Deals which have been lost, closed as “No Op” is still overall a small percentage of overall Sales Consulting effort.

•Sales Consulting working on deals with no Oracle Sales ID is still a major issue.

Sal

e s C

on

s ult

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Uti

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Understanding Customer pain points

- Highest % time is spent on demos and demo preparation.

Deal Qualification- Reduce burden on Sales

Consulting coverage – and provide greater coverage for smaller deal size.

Improve Tender process

AnalysisSolution

• Reduce preparation time and demo setup time. (canned demos for GTM’s within Industry for small deals)

• Better deal qualification will reduce time wasted on lost deals, deals closed as no opportunity.

• Introduce effective and efficient tender process across APAC.

Current METRICS

• Time spent on Discovery low and time on demo and demo preparation is high.

• Time spend on Deal Qualification is low.

• Effort SC put into tender management and creation is high.

Continuous Improvement3. Analysis on Opportunity EffortContinuous Improvement3. Analysis on Opportunity Effort

Increased deal size and reduced number of deals would improve SC productivity but this is outside control of Sales Consulting currently.

A P A C S C 's D e ve lop m e n t F ra m ew o rk fo r S o lu tio n s S e lling

Lead ing in D iscove ry S ess ionW orkshop F ac i l ita t ion S k i l lsT eam P layer(A ss ist in fo rm ula t ing & d riv ing S a les S trategy)E xce l lent D em o & P resen t ing T echn iquesN egot ia t ions S k i l lsS o lu tions S k i l ls- the ab i l i ty to a rch itec t solu tions

S o ft S k ills

F M S(e .g ., K ey T rends tha t C F O s a re im pac ted)e .g , C o rp G ov SC needs to know - M a jo r: F inApps , IC M , M ino r : S c r ip t ing, iSu rvey , O B SC ,T u tuo, H R , etc . ..S C M(S u ff icien t know ledge to com p lem en t b iz f low)(e .g ., F M S S C need to know P O and d is tribu t ion so l)C R M(S u ff icien t know ledge to com p lem en t b iz f low)(e .g ., F M S S C need to know S a les pa rts o f C R M )H C M(S u ff icien t know ledge to com p lem en t b iz f low)(F M S SC needs to know e . ,g . , Adv B ene f i ts)T echno logy(S S O , In teg rat ion , P o rta l, H A /D R , da ta hubs)

P ro d u c t S k ills

Industry B iz C halleges - e .g . ,C o rp G ov & S O X- the im p licat ions to o rg- O R C L 's va lue p ropT ech T rends in Indus tr ies - e .g. , B2B - R ose ttaN et- the im p licat ions to o rg- O R C L 's va lue p ropR eg iona l B iz Issues - e .g. , Biz outsourc ing- the im p licat ions to o rg- O R C L 's va lue p rop

B iz A cu m en

C o m pe te nc ie s &S k ills

A D S- H or izonta l f lows- Indus try S pec if ic f lowsC us tom er R e ference & C ase S tud ies- H o rizon ta l p roduc ts- Indus tryC om pe ti t ive A na lys is- G lobal- R eg iona l to A P AC(S taff s trength , local s t rategy , R & D , e tc)

In te rn a l

B us iness C ase T oo ls- F aci l i ta te D iscovery sess ion- C onduc t T C O /R O I s tud iesE ngaged w ith E xte rna l P ro fess iona l B od ies- e .g C a ll C en te r C ounc i ls, A C C T G B od ies- B e tte r ins ights in to key treds in each coun tr ies

E x te rn a l

In fra stru ctu re &T o o ls

S o lu tio n s S e llingD e ve lop m e nt F ra m e w o rk

This is an APAC wide framework across the 4 product pillarsThis is an APAC wide framework across the 4 product pillarsAll product training need to incorporate this frameworkAll product training need to incorporate this framework

Solutions Selling Skills Development

Sales Consulting & Product OpsSkills Development

F in A p p s/T re a su ry/C P M /Co rp G ovF in A pp s /Co rp G o v /P ro cu rem e ntC P M /Co rp G ov(L im it 1 p e r Re g io n)T h is w ill b e h e ad -o n-h e ad w ith n iche ven d o rsF in A pp s /E P M /P ro cu rem e nt

Horizontal SC Skills

OSS- N ee d to f ig ure o u t th e P la n a n d $$- U p ta ke in S G & A UClinicals- N ee d to f ig ure o u t th e P la n a n d $$- P o te n tia l in In d iaPublic Sector Financials- F in A pp s S Cs fro m A S E A N- D e a ls in S o u th A s ia , P N G & H K G

OFSA (EPB/RCM/Treasury/ICM)- 1 S C fo r K o re a (Ja y), A N Z , In d ia a n d A S E A N (F S I S o l te a m )- W ith G C h a v ing 2 -3Leasing- F in A pp s S C s fro m S G & A U- D e a ls in A S E A N & A USub Ledger Accounting (OFSA/FinApps/Treasury)- Ja y a nd L ea d S C s to b e id e n tif ied- D e a ls o n ly in G C (B oC ) a n d A U (W e s tp a c)FSAH (FinApps/Treasury/EPB)- Ja y a nd L ea d S C s to b e id e n tif ied- D e a ls o n ly in G C & A U

FSI Vertical Solutions- SCs w ould need to have cross skills

Vertical SC Skills

5 R e g io n a l S a les C on su ltin g Te a m s- Investm ent in SC skills w ill depend on----> Ind Sales GTMs----> M kt Potential in the countries

EPM - S im on B a llFSI - OFSA, RCM , FSAH & SLA- Ja yCPM - EPB, OSC, ABM & ICM- P a trick L imLeasing- H o o i C h u anProcurem ent - A d ityaFinApps (GL, AP, AR, Adv Collections) - D a v id R a in b owPublic Sector Financials (PEM /Grants) -H o o i C h u an

P ro du c t O p e ra tio ns

SallyDavid RainbowChul Kim

S o lu tion s S e llin g - S C S k ills De ve lop m e ntA p p s D e m o S erv ices

A P A C F M S

Industry Alignment Simon Ball

EPM OFSA RCM SLA FSCH Treasury BSC

1 FIN/PO/EPM

2 FIN/CPM/ICM

3 FIN/PO/CPM/ICM

4 FIN/CPM/TREASURY

5 FINANCIAL SERVICES (BASEL II)

6

SH 7 Alex He FIN Apps-AIM

SH 8 Joanne Lu FIN FSI X

SH 9 Linna Sun FIN Apps-T&T/GB X X

SH 10 LePing Fang FIN FSI X X

SH 11 Joy Zhu FIN PSFT E FSI

SH 12 David Tao FIN Apps-PM X X

BJ 13 Dong, Jessie FIN CMU

BJ 14 Cindy Peng CPM FSI

BJ 15 Adam Cao CPM Apps-T&T X

BJ 16 Carie Chai FIN Apps-PM X X

BJ 17 Chen, Jonathan CPM CMU

BJ 18 Lu, George FIN FSI, GEH X

BJ 19 Carrie Wu FIN Apps-GB,Apps-AIM

BJ 20 BaoZhu Chen OFSA FSI X

GZ 21 Peter Chai FIN GEH, FSI

GZ 22 Liu Bo FIN Apps-HT X

TW 23 May Wang FIN/CPM Apps-HT X X

TW 24 Yang, Anne FIN CMU Apps-GB

TW 25 Nelly Huang FIN/PRO Apps-T&T X

TW 26 Winston Chen OFSA FSI X

HK 27 Wanda Chung FIN GB, CMU X X X

HK 28 Mok Matthew CPM FSI

HK 29 Yoki Lee FIN FSI

HK 30 Patrick Ng OFSA FSI X X

Regional Product Leader

Product Financial Services CPM

AP Product Leader Jay Yim Patrick Lim

Sales Consulting & Product OpsSkills Development

ER (Enhancement Requests) & PRP

(Product Readiness Process)

Adherence

US Dev

ERs and engagement with Development

CriticalCustomer Care

Customers

Bug Database

(ERs)

1. Fin Services – Jay2. EPM – Simon Ball3. CPM & ICM – Patrick Lim4. OLM – Hooi Chuan5. OSS – Rajen6. FinApps – David Rainbow7. Procurement – Aditya8. Public Sector FinApps – Hooi Chuan

APAC Product OPS

FMS SalesConsulting

1.SC Dir – Will need to have complete visibility of your ERs in your regions

2.SC Dir will need to also be on top of your regions localizations (e.g., Tax req’mts, etc…)

PriorityList

Country SCs will be nominatedTo also take on ownership for new modules and work with Development directly…across APAC

CustomerProposals/RFP/Tenders – withCA Solutions

PRP Readiness & CA Approvals

FMS SalesConsulting

1. SC Dir – Will need to have complete visibility of you CA deal in your regions

2. SC Dir will need to validate the skills to support such engagement and services LoB too

Development provide implementation trainings

AdrianJohnston

CA Approvals Process

CA Validation Process

APAC Product OPS

CA Approval that needs to be copied

• Fin Services – Jay• EPM – Simon Ball• CPM & ICM – Patrick Lim• OLM – Hooi Chuan• OSS – Rajen• Clinicals – India (only

country)• Procurement – Aditya• PEM/Grants – Hooi Chuan• FinApps – Advance

Collections

Provide “heads-up” to seek Development’s guidance

Field Sales Advice and guide

Imp Consultants to be trained and skilled Imp. Services

Skill Validation

Che

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PAC

Produ

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FMS Sales Consultant to invest in this training

US Dev

National Language Support– Standard Product support– ADS demo environment content – Testing of for NLS capabilities

Localizations Need to work with

Development/APAC/Globalization team

SC Leads Responsibilities

People Management

Leadership

SC Skills Development tied into Performance Development…via OPAS

Leverage previously done “Skills Competencies” as a baseline

– Each SC training would need to incorporate the assessment template

– On the job evaluations…where necessary

Succession Planning…Promotions…etc

People Management Leadership

AQ&Q U E S T I O N SQ U E S T I O N SA N S W E R SA N S W E R S