This year\’s Oracle Open World! Increase Sales Effectiveness & Close More Deals With Oracle's Complete CRM

1. 1 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

2. Increase Sales Effectiveness & Close More Deals
with Oracle’s Complete CRM
Kirk Mosher
Vice President, CRM & eCommerce Product Marketing
2 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

3. Safe Harbor Statement
The preceding is intended to outline our general product
direction. It is intended for information purposes only, and may
not be incorporated into any contract. It is not a commitment to
deliver any material, code, or functionality, and should not be
relied upon in making purchasing decisions. The development,
release, and timing of any features or functionality described for
Oracle’s products remains at the sole discretion of Oracle.
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4. Agenda
• Megatrends
• Business Challenges
• The Opportunity
• Customer Successes
• Key Takeaways
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5. MEGATRENDS
that are redefining sales
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6. Megatrends
Shifting How Business Is Done
Customer-
Customer-Driven Cloud Computing
Cross-
Cross-Channel Mobility
Real-
Real-Time Decisions Social Media
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7. Megatrend: Customer-Driven
Customers are more independent and informed
Change Drivers
• Product commoditization
• Shift to buyer-driven market
• Decrease in customer loyalty
Business Implications
• Differentiate your customer experience
• Expand your channels of customer
engagement
• Incent and reward customer loyalty
7 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Source: The Conference Board, CEO Challenge 2010

8. Megatrend: Cross Channel
The buying journey has become more complex
Number of Channels for Change Drivers
a Single Transaction • Multiple channel buying process
30% of Customers Use 3 or More Channels
• Channel silos creating frustration
• Impacting loyalty and retention
Business Implications
• Create unified view of customers
• Connect each interaction across
the buying journey
• Integrate processes across channels
8 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Source: ATG-sponsored, independent survey of 1,054 US consumers.

9. Megatrend: Real-Time Decisions
Speed of business is outpacing traditional batch mode analytics
Change Drivers
“BI is front • Multi-channel options
• Shift in buyer behavior
and center • Move to customer-centricity
on Business Implications
• Optimize every interaction and offer
everyone's • Adapt to the customer in real time
agendas.” • Provide relevant and personalized
offers and information
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10. Megatrend: Cloud Computing
Shifting deployment model for business applications
Change Drivers
“By 2012, 80% • Shrinking IT budgets
of Fortune 1000 • Pay as you go: OPEX vs. CAPEX
enterprises will • Perceived time-to-value
use some level of Business Implications
cloud computing • Assess appropriate deployment option
services.” • Integrate processes across cloud and
on premise applications
• Must ensure security and compliance
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11. Megatrend: Mobility
Smart mobile devices are changing the way we work and play
Change Drivers
• Global adoption of smartphones
• Growth in web and mobile apps
2.4 Days • New browser-based media tablets
Business Implications
a Week • Enable access anywhere
• Reduce redundant tasks
• Support disconnected activity
11 Copyright © 2011, Oracle and/or its affiliates. All rights reserved. Source: The Alexander Group and Pace Productivity Inc.

12. Megatrend: Social Media
New ways of interacting are changing the business landscape
Change Drivers
• New paradigms of interaction
• Increasing speed of learning
• Shift of power to customers
Business Implications
• Monitor the social conversation
• Create social channels of customer
engagement as appropriate
• Enables collaboration across teams
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13. BUSINESS CHALLENGES
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14. Business Challenges – VP of Sales
• #1 Growing revenue and
delivering your numbers
• #2 Accurately forecasting revenue
and doing it consistently over time
• #3 Delivering your number while
staying within your headcount
and expense budget
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15. Consider these numbers…
81 % missed guidance in last 12 months
89 % reps aren’t getting enough coaching
85/29 % leads qualified – marketing vs sales
<24 months is average tenure of a VP of Sales
15 Copyright © 2011, Oracle and/or its affiliates. All rights reserved. Sources: 1) CSO Insights; 2) Corporate Visions Inc.; 3) SIRIUS Decisions; 4) Thomson Reuters

16. What’s Keeps a VP of Sales Up at Night?
Is my team’s forecast accurate and real?
How can I help my team win more business?
How can I improve the quality of my pipeline
and reduce time spent on dead-end deals?
How can I get my company to move faster
when the deal is on the line?
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17. The Key is Better Sales Performance
x =
Existing Sales Increased
Resources Performance Revenue
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18. The Challenge…
$
M1 M2 M3
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19. #1 Know Where You Stand
$
M1 M2 M3
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20. #2 Provide Support at the Point of Action
$
M1 M2 M3
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21. #3 Generate Better Opportunities
$
M1 M2 M3
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22. #4 Align Everything Behind Your Success
$
M1 M2 M3
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23. Keys to Improving Sales Performance
1. Gain confidence in your team’s forecasts
2. Provide coaching when it really matters
3. Build a stronger pipeline of real opportunities
4. Align process, resources & people behind your success
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24. INSIGHT
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25. Companies using sales analytics/forecasting tools outperform others
by 1.3 times in achieving their overall annual sales quota.
Source: Aberdeen Group, October 2010
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26. Gain More Actionable Insight
• Improve forecast accuracy and
sales pipeline visibility
• Consolidate past, present and
future forecast details in one
location to better predict trends
• Access real-time synchronization
between opportunities & forecast
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27. Gain More Actionable Insight
• Increase productivity by
accessing and sharing prebuilt
reports and dashboards
• Enable inline editing of sales
forecasts by sales managers
• Empower users with critical
insights wherever and
however they work
27 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

28. “Before implementing Oracle CRM On Demand,
we lacked important sales call metrics, including
the ability to map calls to outcomes. Now, we have
clear visibility into the complete call lifecycle.”
Michael Bell
Inside Sales Manager, Equifax
“Equifaxincreased inside sales revenue by 10%
in the midst of the economic downturn”
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29. COACHING
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30. “Progressive organizations recognize that in a down economy, efforts to
improve the coaching skills of frontline sales managers have a greater
ROI compared to other similar training investments made on sales reps,
in terms of their direct impact on overall sales performance.”
The Corporate Executive Board 2009
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31. Deliver Better Sales Coaching
31 Copyright © 2011, Oracle and/or its affiliates. All rights reserved. Source: CSO Insights, 2011

32. Deliver Better Sales Coaching
• Utilize your best sales
practices to streamline
the sales process
• Provide sales-specific
coaching to empower reps
• Implement sales
methodologies to increase
consistency
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33. PIPELINE
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34. An estimated 70-90% of leads generated by marketing
are never followed up by sales.
Source: Marketing Sherpa
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35. Improve the Sales Pipeline
Common Strategy, Common Definitions
Unqualified Lead Qualified Opportunity
List Purchases
Collateral Lead Sales
Email Generation Qualified Sales Win
Webinars and Capture Lead
Tradeshows
Other Data Sources Marketing Mix Feedback Lead Recycling
End to End ROI and Impact Metrics
35 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

36. Improve the Sales Pipeline
• Develop common lead
scoring criteria to
improve lead quality
• Design adaptive 1:1
marketing campaigns to
increase conversion rates
• Create progressive profile
of needs and interactions to
shorten sales cycle and
improve close rates
36 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

37. “Oracle CRM On Demand enabled us to gain groupwide
visibility into the sales pipeline. We also gained the ability to
automate key sales management processes and close the data
loop across our enterprise and third-party systems to ensure
information accuracy and process efficiency.”
Bob Rohr Vice President, Americas Commercial Sales Operations and Business
Support, Graphic Communications Group, Eastman Kodak Company
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38. ALIGNMENT
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39. “Today, 30 to 35 percent of a salesperson’s face time is spent with the
customer. Salespeople spend too much time on administrating,
expediting orders, arguing over receivables, and finding late shipments.”
Source: Jack Welch, former CEO, General Electric Company
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40. Align Processes Behind Your Success
Capture Orchestrate Fulfill
Quote / Order Capture Orchestrate Orders Logistics
Web Create Transaction Inventory Mgt
Select and Configure Products Order Decomposition Warehouse Mgt
Create Shipment Expectations Order Orchestration Shipping / Receiving
Check / Reserve Inventory Distributed Inventory Transportation Mgt
Social
Negotiate Terms Order Workbench Manufacturing
Networks
Determine Tax Data Transformation Discrete MFG
Capture Payment Process MFG
Mobile Validate and Submit Order APS
Advanced Planning
Manage Order Global Order Promise
Order Status Inquiry Field Service
Store Modify Order Scheduling & Dispatch
Cancel Order Dropship Dispatch
Return Order Internal Finance
Network
Renew Order Network* AP / AR / GL
Kiosk Partner Billing / Invoicing
Network
40 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

41. Align Processes Behind Your Success
• Optimally source and orchestrate
orders, and streamline and
expedite fulfillment
• Quickly introduce new products,
promotions & pricing to achieve
operational excellence
• Optimize and manage pricing
to achieve higher margins
41 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

42. "Oracle Siebel Order Management provides us with perfect support for
our new delivery business without having to massively adapt the
existing heterogeneous environment. Considering that we deployed it
in more than 30 countries worldwide, one of the major highlights, from
the IT perspective, is that we can directly upgrade to new versions.”
Sven Prüssing
Senior Department Manager of CRM, METRO SYSTEMS Gmb
“MetroSystems rolled out this solution quickly
and successfully across 23 countries in 2 years”
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43. RESOURCE OPTIMIZATION
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44. “In 2010, the percentage of reps meeting or beating quota hit the
second lowest level this century at 51%. The lowest was 49%
following the dot.com implosion...”
Source: CSO Insights 2011
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45. Align Resources Behind Your Success
• Improve sales performance with
more efficient territories, quotas
and incentive compensation plans
• Align quotas and territories with
company objectives to create
better sales plans
• Optimize coverage in territories
and make reps more efficient
45 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

46. Align Resources Behind Your Success
• Align incentives to sales goals
and track payments to
increase motivation
• Create and monitor incentive
plans, payments, and
adjustments
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47. COLLABORATION
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48. “Firms employing collaboration outpace their non-collaborating peers
at the high-end of this scale by 2:1 in both initial meetings leading to
a presentation and proposals leading to a sale...”
Source: CSO Insights, 2011
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49. Align People Behind Your Success
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50. Align People Behind Your Success
• Empower users with a single,
unified view of real-time
business activity & changes
• Stream relevant insights and
subject matter expertise
• Collaborate with your network
to gain quick visibility into
activities with real time,
actionable updates
50 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

51. Keys to Improving Sales Performance
1. Gain confidence in your team’s forecasts
2. Provide coaching when it really matters
3. Build a stronger pipeline of real opportunities
4. Align process, resources & people behind your success
51 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

52. KEVIN RAYBON
Former GM, Sales Operations, NEC
Founder, CRMtrifuge.com
52 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

53. NEC Increases Sales Efficiency and Effectiveness
PROFILE
• NEC Corporation of America is a $1B
technology company
• Sells telecommunications, network and
high performance computing platforms and
services through a network of dealers and
direct key account teams
• NEC global revenue $45B
• NEC America revenue > $1B
Results - NEC saved 200 hours monthly in reporting tasks
53 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

54. Best Practices for Successful CRM Implementation
• Start Small, Think Big, Scale Quickly
• Build a Roadmap & Know Where You are Starting
• Demonstrate Executive Leadership Support Early and Often
• Focus on Process Over Product
• Don’t Underestimate the Organizational Change Required
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55. PARTHA SRINIVASA
Group CTO & Global CIO, Group IT Shared
Services, Zurich Financial Services
ORACLE
PRODUCT
LOGO
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56. Zurich Gains Increased Visibility Into Sales Pipeline
PROFILE
• Farmers Insurance Group operating under
its parent company Zurich Financial
Services, is the third-largest provider of
personal lines automobile and homeowners
insurance in US.
• Farmers operates in 50 states and DC,
serving over 15 million customers
• Zurich annual revenue $70 billion
• Farmers annual revenue $20 billion
Results - Zurich increased agency business by 20% with Oracle
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57. Program Functional Scope – My Field Point
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58. Key Takeaways
$
M1 M2 M3
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59. The Key is Better Sales Performance
x =
Existing Sales Increased
Resources Performance Revenue
59 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

61. Stay Connected…
Read blogs.oracle.com/CRM
Watch youtube.com/OracleCRM
Follow twitter.com/OracleCRM
Join facebook.com/OracleCRM
Learn oracle.com/CRM
Use and Follow #OOW11CRM for LIVE UPDATES during the conference
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62. Q&A
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