demantra fy’09 asia pacific q3 actuals, q4 forecast and q4 pipeline, challenges and initiatives...

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DemantraFY’09 Asia PacificQ3 actuals, Q4 forecast and Q4 pipeline, challenges and initiativesApril 2009 (V1) David Morgan

CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 2

AGENDA

• Q3 revenue and YTD position

• Q4 forecast and key deals

• Sales development activity

• H1 key deals

• FY10 outline plans

• Outstanding actions (status)

Appendices


AP Position Summary

(Demantra only)

• Q3 Demantra revenue at $ 500k against $1.1 budget

• Current position is 85% of FY08 full year

• FY Demantra exit forecast is $3m on a $5m target

• Exit forecast is 2.5 fold increase on FY08 ( $1.24m to $3m)

• Sales headcount remains below budget 3 / 4


DemantraDemantra FuntasticFuntastic ANZANZ $200k$200kDemantraDemantra CadburyCadbury ANZANZ $245k$245k

Smaller deals (Demantra) at San Remo, Mishra Dhatu & DiodesSmaller deals (Demantra) at San Remo, Mishra Dhatu & Diodes

Revenue streams from Korean Air (Demantra)Revenue streams from Korean Air (Demantra)

Q3 Key Wins


Q3 revenue summarySum of Constant Dollar SUM REGIONProduct Code Tier 4 Product Code + Description ANZ ASEAN GRC IN KR Grand TotalCE7 - APPLICATION INTEGRATION ARCHITECTURE 42,226 42,226DM1 - DEMANTRA DG1 - DEMANTRA REAL-TIME SALES & OPERATIONS PLANNING 10,069 0 10,069

DG3 - DEMANTRA DEDUCTION & SETTLEMENT MANAGEMENT 32,719 -3,139 29,580DP6 - DEMANTRA DEMAND MANAGEMENT 81,913 -1 13,290 35,180 24,389 154,771DP7 - DEMANTRA ADVANCED FORECASTING AND DEMAND MODELING 38,928 -3,486 35,442DP8 - DEMANTRA TRADE PROMOTION OPTIMIZATION -3,139 -3,139DP9 - DEMANTRA PREDICTIVE TRADE PLANNING 217,202 -13 -6,281 -8 210,900

DM1 - DEMANTRA Total 370,761 -14 7,314 35,172 24,389 437,623WA8 - JD EDWARDS ENTERPRISEONE ERP 76,357 222 92 76,671YB9 - SUPPLY CHAIN PLANNING 807 - COLLABORATIVE PLANNING 0 -592 26,959 26,366

B03 - ADVANCED SUPPLY CHAIN PLANNING 80,600 66,727 153,692 91,704 24,598 417,321B05 - CONSTRAINT BASED OPTIMIZATION 16,124 31,270 6,143 53,538B06 - GLOBAL ORDER PROMISING 51,710 1,551 53,261C87 - INVENTORY OPTIMIZATION 0 -137 0 12,203 12,066DR2 - ORACLE STRATEGIC NETWORK OPTIMIZATION 89,991 0 -5,022 0 84,969

YB9 - SUPPLY CHAIN PLANNING Total 222,301 82,850 180,761 118,663 42,945 647,520YC1 - MANUFACTURING 313 48,842 -1,074 6,535 54,616YK3 - LOGISTICS 77,856 8,537 252,925 3,101 342,419Grand Total 789,814 140,437 440,018 163,471 67,335 1,601,075


End User Customer Name Product Code + Description ANZ ASEAN GRC IN KRCADBURY SCHWEPPES PROPRIETARY LIMITED DP9 - DEMANTRA PREDICTIVE TRADE PLANNING 217,214

RIU - DEMANTRA INTEGRATION PACK FOR SIEBEL CRM CONSUMER GOODS 42,226

CADBURY SCHWEPPES PROPRIETARY LIMITED Total 259,441

FUNTASTIC LIMITED B03 - ADVANCED SUPPLY CHAIN PLANNING 80,600

DP6 - DEMANTRA DEMAND MANAGEMENT 80,600

DP7 - DEMANTRA ADVANCED FORECASTING AND DEMAND MODELING 38,928

FUNTASTIC LIMITED Total 200,127

SHANGHAI PANASONIC PLASMA MONITOR COMPANY LTDB03 - ADVANCED SUPPLY CHAIN PLANNING 121,046

B05 - CONSTRAINT BASED OPTIMIZATION 29,255

SHANGHAI PANASONIC PLASMA MONITOR COMPANY LTD Total 150,301

THAI SUMMIT HARNESS PUBLIC COMPANY LIMITEDB03 - ADVANCED SUPPLY CHAIN PLANNING 66,875

B05 - CONSTRAINT BASED OPTIMIZATION 16,161

DR3 - ORACLE PRODUCTION SCHEDULING 43,901

THAI SUMMIT HARNESS PUBLIC COMPANY LIMITED Total 126,937

INDUS TOWERS LIMITED 807 - COLLABORATIVE PLANNING 26,790

B03 - ADVANCED SUPPLY CHAIN PLANNING 83,130

INDUS TOWERS LIMITED Total 109,920

AUSTRALIAN AGRICULTURAL COMPANY LIMITED DR2 - ORACLE STRATEGIC NETWORK OPTIMIZATION 89,970

AUSTRALIAN AGRICULTURAL COMPANY LIMITED Total 89,970

GODFREY HIRST AUSTRALIA PTY LTD Q04 - 45108 - PRODUCTION SCHEDULING 32,112 98 41

Q08 - 45111 - STRATEGIC NETWORK OPTIMIZATION 40,909 125 52

GODFREY HIRST AUSTRALIA PTY LTD Total 73,022 222 92

KOREAN AIR 66,378

TELSTRA CORPORATION LIMITED B06 - GLOBAL ORDER PROMISING 51,710

TELSTRA CORPORATION LIMITED Total 51,710

MISHRA DHATU NIGAM LIMITED B03 - ADVANCED SUPPLY CHAIN PLANNING 8,051

DP6 - DEMANTRA DEMAND MANAGEMENT 20,127

DR3 - ORACLE PRODUCTION SCHEDULING 6,475

MISHRA DHATU NIGAM LIMITED Total 34,653

SHANGHAI KAIHONG ELECTRONIC COMPANY LIMITED 34,009

SAN REMO MACARONI COMPANY PTY LTD 32,708

PTAC B03 - ADVANCED SUPPLY CHAIN PLANNING 24,399

PTAC Total 24,399

Q3 Principle revenue sources DM + VCP


….. And by product(ytd)


Q3 YTD performance

By Q

By Industry LoB

By Region


Q3 Performance to budget Demantra

APAC ANZ ASEAN GC INDIA KOREAActual 500 430 10 34 26

Budget 1,150 390 300 230 230 0% Budget 43% 110% 0% 4% 15%

YOY Growth

Q3

Notes

YTD YOY = Close Q3 = at 85% of full year FY08 results As at March Q3 QBR


APAC ANZ ASEAN GC INDIA KOREABudget 1,850 629 481 370 370 0Expected 1,900 1100 300 500Pipeline (10-39%) 868 717 100 51Upside (40-59%) 1470 276 65 1129Committed (60%+) 1981 1484 283 30 184vsUpside + Commit to Budget -1,601 -1,131 133 340 -943 0Upside + Commit to Expected -1,551 -660 -48 -30 -813 0

Q4 Pipeline

Q4 Pipeline Analysis Demantra

-Pipe taken at 17-03-2009-Expected as at 13-03-2009 forecast-Committed above taken from GCM 60% not Commit flag


COM CMU FSI GEH MRDBudget 740 1,110Expected 250 50 1,600Pipeline (10-39%) 868Upside (40-59%) 276 1194Committed (60%+) 249 430 1302vsUpside + Commit to Budget 215 -430 -1386

Upside + Commit to Expected -275 -380 -896

Q4 Pipeline

Q4 Pipeline Analysis Cont Demantra

-Pipe taken at 17-03-2009-Expected as at 13-03-2009 forecast-Committed above taken from GCM 60% not Commit flag


Q4 Top Demantra deals in Q4 forecast

LOB Account Edge Rep $$$ Status

MRD Simplot Kamal Prasad $1,000k Looking to close this week

MRD Eveready Debasish $140k Dev centre visit last week

MRD LMW Debasish $200k

CMU Seven Network Kamal Prasad $360k Final presentation this week

Comm HB Fuller Kamal Prasad $120k ANZ

MRD United Spirits Debasish $200k

MRD Del Monte Allen Xavier $120k Partner PO rec’d

CMU MP Discom Debasish $30k Partner Po rec’d

Comm KFC Luckywide Ian (AP SC lead) $120k Inspirage POC 21/04


Q3Named & Strategic accounts :

(Field marketing events)

Industry :Consumer Products & Hi-tech• Rollout of CRM & Demantra Roundtables in Hong Kong,

Delhi, Mumbai and Bangalore• Information Driven Value Chain Roundtables were held

in Taipei and Beijing featuring value chain planning

• India specific (tele-prospecting campaigns):- SAP Install base/ Demantra

Training by SC team ;• Positioning strategy of Demantra in EBS/JDE Install base• Positioning Strategy of Demantra in SAP Install Base

COM sales campaigns:• SAP IB campaigns through BD of COM sales

Other support activities:• John B’s help for lead maturation in Manila and India PR :• BEL Streamlines SCM and Lifecycle Management in

CXO India• Publishing of Demand Driven Supply Chain byline article

in Industry 2.0 magazine in India .

Customer Reference:• Australian Vintage

.

Demantra –Sales Development activities Q4

Named & Strategic accounts with FM:

• SG_SCM Information Driven Value Chain Executive Roundtable

• AU_SCM Demantra & CRM Executive Roundtable Sydney

• ID_SCM Information Driven Value Chain Executive Roundtable

Commercial Sales :

• Leverage FM/BD and Channel Marketing campaigns

Other activities :• Joint Demantra events with Wipro at AU & SG

PR :

Customer reference/Win PR/Go-live targets:• Australia Sugar/Acer/Diodes/San Remo Macaroni/ Bajaj Electricals

Help required from HQ:• Customer references for new prospects- Single point of

contact • Sales kits – VCP campaigns in SAP/JDE and EBS

• e.g., Up-sell of ASCP in EBS IB • Tele-scripts• Customer facing presentation• Internal presentation• FAQ/Cheat Sheet etc

.


Key Deals – Edge Top 10+ for FY 10

LOB Account Rep $$$K Co Prime Leads, Follows, or Collaborates

In-MRD-Dem Tata Motors Debasish 500 Collaborate

AU-MRD-Dem BlueScope Steel Kamal 500 Collaborate

AU-CMU-Dem News Corp Ltd Kamal 380 Collaborate

GC-MRD-Dem PetroChina Walter 300 Follows

In-MRD-Dem Goodrej InfoTech Debasish 300 Collaborate

In-MRD-OTM Tata Steel Sunil 350 Collaborate

AU-MRD-OTM BlueScope Steel Michael 670 Collaborate

GC-MRD-OTM Haier Eddy 500 Collaborate

KR-MRD-OTM Posco 500

AU-MRD-OTM Quantus Freight Michael 500 Collaborate

AU-MRD-OTM Fonterra NZ Michael 400 Collaborate

AU-MRD-OTM One Steel Micheal 400 Collaborate


Working DRAFT Only

MARKET OUTLOOKMARKET OUTLOOK SEGMENTATI ON & SEGMENTATI ON & GTMiGTMi

Strategic

Territory

Commercial

Key

Plan on a Page: Plan on a Page: DemantraDemantra/ VCP APAC/ VCP APAC

SALES PERFORMANCE & TARGETSALES PERFORMANCE & TARGET

Q4 (33%)

Q3 (22%)

Target

DM+VCP

Q2 (27%)

Q1 (18%)

Pipeline

DM only

FY10

SALES STRATEGIESSALES STRATEGIES

Earlier joint planning for target JDE/EBS accounts. Establish joint plans for agreed ‘surround SAP’targets GTM strategy. 1:1 market $ spend

Re-establish internal engagement model in GC

SaaS options to move from capex to opextransactions. Accelerators for VCP.

Joint campaigns with industry leading partners IBM, Deloitte, Jigsaw & PWC . Extend beyond ANZ.

Leverage broader offerings into MRD targets (Position S&OP / VCP messaging). CPG priority.

Industry specific G2MIs : Telco. Life Sci, Def

SALES OBJECTIVESSALES OBJECTIVES

5.0

Target

3.0Demantra

Projected

Close

FY09

Be able to defend sales position against low cost local players who are attractive in down turn.

Drive awareness and thought leadership to position Oracle as the as a leading VCP solutions Solution vendor.

Increase coverage into all geographies

Leverage Oracle IB (inc Hyperion) and improve penetration into SAP accounts

1

2

3

4

5

Increase deal size and wider positioning to cover all planning products in Oracle’s VCP suite

A minimum of one trusted delivery partner per region

Market SizeMarket Size & Growth& Growth

- Production planning is expected to reach $76 million in APAC in 2009 on 6% growth

- GC is the fastest growing market ad nearly twice the APAC average

- Over the period to 2012, the market in APAC is projected to achieve a CAGR of 9%

Partner Community

OpportunitiesOpportunities- Inventory pain is a priority customer

concern. Value props are timely

- By 2012, ANZ will still continue to account for a large portion – 30%, while GC will increase its contribution to about 29%

- Oracle’s VCP value prop is stronger than SAPs - we continue install base attack

- VCP integration with JDE-IB opportunities

- Hyperion Integration with Demantra 7.3

Challenges & Threats

• JDA aggressive in APAC(hiring senior people)

• SAP offering APO for free in install base

• Field may often see solution as expensive relative to ERP

• Limited brand awareness in some markets

• Low demand generation capacity to date – this hurts are ability to react

6.50%

5.90%

11.20%

1.30%

3.60%

6.00%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0%

India

Korea

GC

ASEAN

ANZ

AP

Production PlanningProduction Planning2009/2008 Growth (%)2009/2008 Growth (%)

1

Market Data Source: IDC @ US$ CONSTANT CURRENCY – Market Segment = Production Planning, of which demand planning & SCP are subsets

QAD Inc.3% Infor

3%

Others45%

i26%

SAP31%

Oracle12%

Production PlanningProduction Planning1H08 IDC Share1H08 IDC Share

• 10% contribution Leverage Key account programs and events

• 1:1 workshop engagements

• SCM exec sponsorship

• 40%. Deep joint planning/Target account workshops

• Leverage MRD 5+2 events

• Leverage Field/IBU Marketing events

Look to regional partner support drive (IBM)•

• 20%. Contribution. SaaS /OBA – Partner led approach

• Transactional marketing activities / programs

• Agree Local partners segmentation and joint programs

• 30%.Target account workshops

• Clearer segmentation with A&C for partners

• Leverage Field/Channel Marketing events

• Leverage centralized BD call out pool

2

3

4

5

6

76

Increase offer attractiveness to other industries

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Working DRAFT Only

AN

Z

AS

EA

N

GC

IND

IA

Profile:

Sales Headcount 4AP SC Headcount 4 BD 0

FY10FY09

Clean

PipeTargetExpectTarget

•CPG Primary

• Retail & Ind Manu secondaryTarget

Segments

CHEP, Bluescope, LG, Fonterra, JJKey

Accounts

• Leverage IBM & Wipro for VCP

• Trade Planning with Jigsaw

• G2Mi innovation Telco, Defence

• Increase use of Financing

• Test Life Sci & Health sectors

T: 1.7mSales

Target

DM 1.4m Pipeline

Principle

strategies

•CPGTarget

Segments

Principle countries : Indonesia, Philippines, ThailandKey

Accounts

T: 1.3mSales

Target

Pipeline

•Need credible regional implementation partner

• Recruit

•Agreed coverage plan for partnering plan and shared segmentation/coverage plan with MRD

Principle

strategies

•CPG / F&B

• PharmaTarget

Segments

Key

Accounts

T: 1.0mSales

Target

Pipeline

• Field force engagement !Principle

strategies

•CPG (FMCG / Consumer durables)

• Secondary = Auto, Ind ManufacTarget

Segments

JJ, HPCL, Tata, GoodrejKey

Accounts

T: 1.0mSales

Target

TPipeline

•Move from sales forecasting pitch to integrated planning proposition

•Move partners into sales drivers

• Test Defence sector

• Stronger SNO & S&OP presence in G2MIs

Principle

strategies

Co Prime / Co Prime / FieldSalesFieldSales

Staffing and development (Co Prime)Staffing and development (Co Prime)

Business DevelopmentBusiness Development

FY09 FY10 FY09 FY10

FY09 FY10

Revenue Scorecard

Sales ConsultingSales Consulting

1. Establish co prime in ASEAN to support field sales2. Vigorous training in full VCP suite3. Increased solution selling skills to C level propositions4. increased closure/negotiations/qualification skills5. Look for Combo roles full SCM in some regions

1. Establish co prime in ASEAN to support field sales2. Vigorous training in full VCP suite3. Increased solution selling skills to C level propositions4. increased closure/negotiations/qualification skills5. Look for Combo roles full SCM in some regions

1. Rigorous Sales Execution (higher close rates, higher qualification, increased deal size)

2. Leverage Playbooks for Edge products more 3. Executive Edge Sponsorship for agreed key deals

1. Rigorous Sales Execution (higher close rates, higher qualification, increased deal size)

2. Leverage Playbooks for Edge products more 3. Executive Edge Sponsorship for agreed key deals

1. Build and accelerate pipeline through dedicated SCM pool2. Aggressively support key growth areas through integrated

campaigns3. Drive Account Marketing to support target accounts by industry 4. Drive revenue through joint GTM partner plans

1. Build and accelerate pipeline through dedicated SCM pool2. Aggressively support key growth areas through integrated

campaigns3. Drive Account Marketing to support target accounts by industry 4. Drive revenue through joint GTM partner plans

FY09 FY10

SCM VCP APAC FY10 Geo Business Plan Summary

1. Clearer division of labour and communication between AP & in-country teams

2. Focus of AP team on key G2MI creation and delivery3. Increase Sales Consulting VCP skills

1. Clearer division of labour and communication between AP & in-country teams

2. Focus of AP team on key G2MI creation and delivery3. Increase Sales Consulting VCP skills

1. Clear regional level partner for ASEAN2. Clear country partner for China3. Lock in Demantra in 90 days/OBA option/ SaaS option4. Increased triangulation for training

1. Clear regional level partner for ASEAN2. Clear country partner for China3. Lock in Demantra in 90 days/OBA option/ SaaS option4. Increased triangulation for training

PartnersPartners

Level 1 Priority products (ex Level 1 Priority products (ex DemantraDemantra) : ASCP, SNO, IO, Prod ) : ASCP, SNO, IO, Prod SchedSchedLevel 2 Priority products (ex Level 2 Priority products (ex DemantraDemantra) : APCC, MOC, CBO) : APCC, MOC, CBOLevel 3 Priority products (ex Level 3 Priority products (ex DemantraDemantra) : ODSR, Service Parts Planning) : ODSR, Service Parts Planning

Propose 300k VCP target for Korea


W o rk in g D R A F T O n ly

CM

UMR

D

Co

mm

erci

al

• M e d ia d is t r ib u t io n

• R e ta il te lc o

• E n e rg y

T a rg e t

S e g m e n ts

K e y

A c c o u n ts

0S a le s

T a rg e t

P ip e l in e

• In te g ra te d p la n n in g

• N e tw o rk o p t im z a t io nK e y

S o lu t io n

S e ts

• C P G

• In d M a n u fa c tu r in g

• P h a ra

T a rg e t

S e g m e n ts

K e y

A c c o u n ts

D M 3 .0 mS a le s

T a rg e t

P ip e l in e

• D e m a n d M a n a g e m e n t

• T ra d e P ro m o t io n m a n a g e m e n t

• S O P in te g ra t io n

• N e tw o rk o p t im iz a t io n

K e y

S o lu t io n

S e ts

• C P G

• M a n u fa c tu r in gT a rg e t

S e g m e n ts

K e y

A c c o u n ts

D M : 2 .0 mS a le s

T a rg e t

P ip e l in e

• In te g ra te d p la n n in g

• D M v ia S a a SK e y

S o lu t io n

S e ts

A P A C V C P F Y 1 0 I n d u s try B u s in e s s P la n S u m m a ry

F Y 0 9 F Y 1 0F Y 0 9 F Y 1 0F Y 0 9 F Y 1 0

A d d i t io n a l p la n n in g p o in tsA d d i t io n a l p la n n in g p o in ts

1 .J D E In s ta ll b a s e to u p s e ll A S C P & D e m a n tra (A N Z p rio r it y )2 .H yp e rio n in s ta ll b a s e fo r D e m a n tra u p s e ll (A N Z p rio r it y )3 .A tta c k A S C P in s ta ll b a s e to p o s it io n r e s t o f V C P s u ite4 .P o s it io n C O & IO w ith e a c h S C P d e a l5 .P o s it io n P ro d S c h e d w ith e a c h C M R O d e a l6 .P o s it io n G O P w ith e ve ry E B S w h e re O rd e r M a n a g e m e n t re q u ire d7 .L o o k a t R a p id P la n n in g & S p a re P a rts P la n n in g a s in ve s tm e n t a re a s

1 .J D E In s ta ll b a s e to u p s e ll A S C P & D e m a n tra (A N Z p rio r it y )2 .H yp e rio n in s ta ll b a s e fo r D e m a n tra u p s e ll (A N Z p rio r it y )3 .A tta c k A S C P in s ta ll b a s e to p o s it io n r e s t o f V C P s u ite4 .P o s it io n C O & IO w ith e a c h S C P d e a l5 .P o s it io n P ro d S c h e d w ith e a c h C M R O d e a l6 .P o s it io n G O P w ith e ve ry E B S w h e re O rd e r M a n a g e m e n t re q u ire d7 .L o o k a t R a p id P la n n in g & S p a re P a rts P la n n in g a s in ve s tm e n t a re a s

P ro d u c t, In d u s try M a p , b y R e g io n

A N Z - e x a m p le o n ly (W ip ) M R D C M U C o m m 'c l

P ro d u c t N a m e o n P r ic e L is tH ig h -T e c h D is tr ib u t io n R e ta il W in e S e rv ic e

C P G : F o o d & B rv

C P G : N o n -D u ra b le s M in in g N e tw o rk R e ta il

In d u s tr ia l M fg

D e m a n tra In te g ra t io n P a c k fo r S ie b e l C R M C o n s u m e r G o o d sXF o s te rs

D e m a n tra In te g ra t io n P a c k fo r H y p e rio n X R e s M e d X

D e m a n d M a n a g e m e n t XXF o s te rs X

O p tio n : R e a l- t im e S a le s & O p e ra t io n s P la n n in g

O p tio n : A d v a n c e d F o re c a s t in g & D e m a n d M o d e lln g

P re d ic t iv e T ra d e P la n n in g X X

O p tio n : D e d u c t io n & S e tt le m e n t M a n a g e m e n t

O p tio n : D e m a n tra T ra d e P ro m o tio n O p tim iz a tio n

S tra te g ic N e tw o rk O p tim iz a tio n XB a rr ic k G o ld X

A d v a n c e d S u p p ly C h a in P la n n in g X X X

O p tio n : C o n s tra in t B a s e d O p tim iz a t io n X

O p tio n : C o n s tra in t B a s e d O p tim iz a t io n (D is tr ib u t io n P la n n in g ) X

G lo b a l O rd e r P ro m is in g

In v e n to ry O p tim iz a t io n X X X

C o lla b o ra t iv e P la n n in g

S e rv ic e P a rts P la n n in g

XC a n o n , F u ji-X e ro x

X T e ls tra , O p tu s

A d v a n c e d P la n n in g C o m m a n d C e n te r

D e m a n d S ig n a l R e p o s ito ry X X T e ls tra

R a p id P la n n in g X

M a n u fa c tu r in g O p e ra t io n s C e n te r X X X X

P ro d u c tio n S c h e d u lin g X X X X

O p tio n : R e p e t it iv e M a n u fa c tu r in g O p tim iz a t io n

T a rg e t N a m e th e a c c o u n ts to g o a f te rU s e M R D / C o m m 'c l F ie ld S a le s N a m e th e a c c o u n ts if k n o w , N a m e th e re p s if k n o w n . A n a lys e in s ta ll b a s e a n d n o m in a te ta rg e t a c c o u n tsIn v e s t N a m e th e a c c o u n ts if k n o w n


W o r k i n g D R A F T O n l y

D e m a n d G e n e r a t i o n P l a n o n a P a g e ( V C P ) :

1 I n c r e a s e d e a l s i z e & w id e n t o V C P I n i t i a t i v e O b j e c t i v e s

• $ 2 m p i p e• A l ig n w i t h 3 r d p a r t y a s s o c ia t io n o r k e y s p o n s o r s h ip t o p e n e t r a t e O r a c le ’ s p r o d u c t s a n d s o l u t io n s

• T a r g e t w h i t e s p a c e c u s t o m e r s

• C o s t e f f e c t i v e o f f e r i n g s - S a a s

V a l u e C h a i n P la n n i n g :S m a r t S t r a t e g ie s

• $ 2 m p i p e• C o n t i n u e s t o b e a le a d i n g t h e m e

• E x e c u t i v e r o u n d t a b le t a b le w i t h p a r t n e r s

• T a r g e t a c c o u n t w o r k s h o p s

• T a r g e t O r a c le I n s t a l l b a s e c u s t o m e r s

• I n lc u d e C o s t e f f e c t i v e o f f e r i n g s - S a a S

S a le s & O p e r a t io n s P la n n i n gG 2 M I

K e y M e t r i c sS a l e s P l a n ( S u b - I n i t i a t i v e )S a l e s S t r a t e g i e s M a p p i n g

S a l e sI n i t i a t i v e

1

1 4

A w a r e n e s s

L e a d G e n e r a t i o n

S a l e s M a t u r a t i o n

S A L E S O B J E C T I V E SS A L E S O B J E C T I V E S I N I T I A T I V E S , P L A N S & M E T R I C SI N I T I A T I V E S , P L A N S & M E T R I C S

3

2 I n c r e a s e c o v e r a g e t o a l l r e g io n s

3 C o m p e t i t i v e a g a i n s t lo w c o s t s o l u t io n s

4 L e v e r a g e O r a c le a n d S A P i n s t a l b a s e

5 I n c r e a s e m a r k e t a w a r e n e s s

6 I n c r e a s e a p p e a l t o ‘ o t h e r ’ i n d u s t r ie s

3 4


APAC License (outstanding actions update)

Issue Description Proposed Resolution / Action to Address Owner(s) & Completion date

VCP skills Need to extend Edge team solution skills from TM to VCP to support

Awaiting AP SMT training budget proposal David Morgan

China engagement model

Interaction with mainland China sales force remains ineffective

Meeting China management team in May for action plan

David Morgan

Lead partner for ASEAN

Small in-country partners but need stronger pan region lead

Initial discussions with Deloitte David Morgan

Lead partner for mainland China

As above Will review with A&C David Morgan

Reminding field of full VCP set breadth and value

Field are ASCP and Demantra centric. Need to educate/remind of full VCP suite.

Outstanding David Morgan


Q U E S T I O N S

A N S W E R S


Appendices

demantra fy’09 asia pacific q3 actuals, q4 forecast and q4 pipeline, challenges and initiatives...

Documents