<Insert Picture Here>
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 3
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 5
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 6
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 7
….. And by product(ytd)
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 8
Q3 YTD performance
By Q
By Industry LoB
By Region
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 9
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 10
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 11
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 12
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 13
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
.
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 14
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 152
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
Pri
ncip
e ob
ject
ive
is t
o e
xcee
d sa
les
targ
ets
and
max
imiz
e ou
r se
rvic
e to
the
oth
er A
pps
sale
s In
dust
ry L
obs
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 163
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 174
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 185
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 19
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
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 20
Q U E S T I O N S
A N S W E R S
CONFIDENTIAL – ORACLE HIGHLY RESTRICTED 21
Appendices