BPM Sales Opportunity Webcast v17

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BPM Sales Opportunity Webcast v17

  1. 1. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Business  Process  Management   FY15  Sales  Opportuni9es  Training   Meera  Srinivasan   Director,  BPM  Product  Management    
  2. 2. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | §  $1.79 M Archer Daniel Midlands (ADM) §  $1.5M Nordea Bank §  $820K PetroChina §  $817K Old Dominion Freight Line §  $700K Open Geospatial Consortium (OGC) §  $600K Avaya Corporation §  $600K Verizon Sourcing LLB §  $600K American Express §  $500K Telenor Asia §  $500K Entel PCS Telecommunications §  $500K Department of Social Services (APAC) §  $400K Banco De San Juan (LAD) §  $400K The Royal Bank of Scotland (EMEA) Thank  You  For  a  Great  FY  ‘14   65%  growth  Q3  y/y,  48%  growth  YTD  y/y,  and  36%  TTM  y/y   BPM Led Q1-Q3 2014 Deals; Pull is 3X if you include SOA + WebLogic
  3. 3. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | BPM  FY15  Sales  Opportuni9es   Agenda   •  Market  &  Product  Overview   •  Solu9on   •  Key  FY15  Sales  Plays  for  BPM   •  Flexible  BPM  for  Apps  Installed  Base   •  Business  Driven  Process  Improvement   •  Process  Automa9on  with  WebCenter  Content  and  BPM   •  Compe99on   •  Key  Product  Milestones  An9cipated  in  FY15   •  Summary  
  4. 4. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Market  Opportuni.es   BPM
  5. 5. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Process  Remains  The  Top  Priority    IT  Innova9on  Plans  this  year   Making  business   processes  more   efficient  is  the     #1  priority    
  6. 6. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | The  Opportunity   Growing  Market  with  Opportunity  for  Consolida9on   Worldwide  BPM  So:ware  2013  Buyer  Trends  &  Forecast   IBM 27% PEGA 9% Software AG 8% Oracle 8% OpenText 5% Other 43%
  7. 7. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Why  Should  You  Care?   Source: 1.984 2.196 2.409 2.549 2.790 3.083 3.410 3.767 0 500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 2009 2010 2011 2012 2013 2014 2015 2016 TotalSoftwareRevenues(M$) Market  Size:  3.1B  USD  in  2014;  13%  growth  
  8. 8. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 3  industry  trends  fueling  the  need  for  process  op9miza9on   Never  before  has  there  been  a  greater  need  for  BPM   of all CIOs will be deploying customer centric multi-channel apps Sources: Forbes Cloud Computing Software Marketing Estimates, Mobile Business Statistics Growth in Cloud Services and enablement spending, to hit $60B The Consumerization of Change – Enabling regular business people to safely make changes to their business operations 90% 26%
  9. 9. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | EMPOWERING BUSINESS, IMPROVING PROCESSES Real World Challenges from Customers “Why can’t it be simpler to connect applications in cloud to applications on-premise?” “How do I create end-to-end processes joining multiple applications?” “Why is it so hard to deliver desired customer experience?” “How do I make my business more responsive and agile?” “How do we empower business process owners”
  10. 10. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Solu.on:  Oracle  BPM  Suite   BPM
  11. 11. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle  BPM  Suite   Business  Driven  Agile  Process  Development  
  12. 12. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | BPM  Suite  helps  Design  and  Control  Process   Integrate for Applications and Data Exchange
  13. 13. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Case  (unstructured  content-­‐intensive  processes)   Assessment   Inves9ga9on   Resolu9on   CSR Analysts Investigators Prepare  Case   Ini9al   Assessment   No9fy  Customer   Request   Documents   Review   Documents   Review   Documents   Request   Documents   Background   Check   Ini9ate  Fraud   Inves9ga9on   Compensate   Customer   No9fy  Customer   Milestones  mark   progression  of  a  case   Ac9vi9es  –  system  guided   or  human  controlled   Case  Par9cipants   (Stakeholders)   Ac9vi9es  –  can  be   repeatable   Activity availability controlled by permissions and rules Ac9vity  can  be  a   structured  process  or  a   task   Stakeholders  perform  appropriate   Ac.vi.es  as  required  by  the  needs  of   the  Case  to  achieve  desired  goal  
  14. 14. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Case Analytics Included  Case  Management  Capabili9es   Case Activities (Processes, Tasks) Case Outcomes & Milestones Case Policies Case Events Case Content – Structured & Unstructured Guided Case Actions (Predictive) Case Collaboration
  15. 15. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle’s pre-built BPM and WebCenter Content solutions             Employee Onboarding (Horizontal )             Invoice Imaging And Processing (Horizontal)                         Financial Reports Approval (Hor.)             Insurance Claims Management and others… Accelerators: Pre-built Solutions to Key Processes Web Forms ADF Mobile Business Processes Workflow Business Rules OEP Imaging / Capture Content Management Adaptive Case Management Oracle BPM and WebCenter Content Suites Social Network Application Integration BAM Process Composer Extending Processes with Accelerators Loan Origination (Financial Services)
  16. 16. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Accelerators:  Inside  the  Box   Product  Quality  Components  for  a  Complete  OOB  Solu.on     Apps Integration Business Rules UI-driven Extensibility KPI-driven Analytics Dashboards Mobile Interaction Business Objects Process/Case Models User Interface WebCenter Components
  17. 17. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle  BPM  Suite  for  the  Whole  Enterprise    ENABLING  ENTERPRISE  WIDE  ADOPTION   Complete Best PracticeBusiness Driven § Empower Business to have more control § Facilitate Collaboration with IT § One platform for all flavors of processes § Start simple, evolve into sophisticated processes § Built in patterns learnt from building applications § Pre-built best practice processes and templates
  18. 18. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Typical  License  Components     Unified BPM Suite WebLogic Suite Unified BPM Suite for Oracle Middleware SOA Suite USD 160K /cpu (57.5 for existing SOA Customers) Primary BPM SE WL SE BPM SE USD 1K /named user (0.8K for existing WL Customers) Alternative (Departmental) WebCenter Universal Content Mgmt. WebCenter Content WebCenter Imaging USD 172.5K /cpu Optional Use Cases: a.  Record management b.  Imaging (inclusion of paper)
  19. 19. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Sales  Plays   BPM
  20. 20. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Sales  Play   Target  Segment   Value  Proposi.on,  Capabili.es  &  Product  BOM   Customer  Examples   Flexible BPM for Apps Installed Base •  Oracle Apps customer •  Fusion Apps customer •  SAP & non-Oracle Application customers •  SalesForce, Workday, ServiceNow customers Value Proposition: Bridge ‘application process whitespaces’; flexible, business-user-friendly apps customization with lower TCO; domain specific solutions Unique Capabilities: Deep connectivity to applications; drag-and- drop process extension in Process Composer; Cloud Adapters, integration with people hierarchies in apps, Composite UI Product BOM: UBPM, WC Content & WC Portal as appropriate Business Driven Process Improvement •  All markets; departmental and enterprise scope Value Proposition: Efficiency, Visibility, Agility; Business responsiveness; Business IT collaboration; processes driven by insight from event processing ; OOTB BI integration; PAs with best practices Unique Capabilities: Completeness of platform – all process types; WYSIWYG OOTB integration with WebCenter Portal and Content Product BOM: UBPM, WC Portal & Content Process Automation with WebCenter Content, Imaging and BPM •  Oracle Applications customers •  BPM install base •  Content install base •  Imaging install base •  Case scenarios Value Proposition: Lower processing costs, improve operational efficiency, increase process visibility and governance, reduce errors from manual processing, and lower implementation costs with pre- built solutions and templates Unique Capabilities: Pre-built solutions and process templates for deep OOTB integrations with key Oracle Applications Product BOM: UBPM, WebCenter Portal and Content, Imaging BPM  FY15  Sales  Play  Summary  
  21. 21. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Flexible  BPM  for  Apps  -­‐  The  Opportunity  is  BIG   Lots  of  untapped  BPM  opportuni9es  in  our  Applica9ons        customer  base   0%   5%   10%   15%   20%   25%   30%   EBS   PSFT   Siebel   JDE   BPM   SOA   WebCenter  Portal   WebCenter  Content   #1   Revenue Opportunity Average Deal - $550,000 1,000s of customers Huge growth potential from large Apps base
  22. 22. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | •  A comprehensive suite that facilitates business and IT strategy alignment •  Tight integration with Oracle Red Stack: FMW and Fusion Apps •  A rich integration layer with adapters for Oracle Applications, SAP and others •  Integrated process and document management tooling, with a rich self service platform provided by WebCenter Portal •  Prebuilt set of process accelerators that provide templates for key processes Key Differentiators •  BPM is the solution to circumvent the application process-gap challenge. It allows LOBs, architects and developers to automate and easily modify processes across applications. It improves ability to make relevant business insight to the masses, and make application customers upgrade-safe. Business Benefits BPM:  Flexible  BPM  for  Apps  Installed  Base   •  Internal build or customization projects (Higher total cost of ownership) •  IBM (weak integration between system and human, lackluster BAM) •  SAP (limited support/capability outside of SAP) •  BPM Competitive Landscape and Winning Tactics •  Enterprises undertaking application implementation/upgrade projects with heavy customization to meet business transformation initiatives •  Enterprises with such complex and costly customizations to current back- office applications that they lack the agility to respond to new business requirements from LOBs §  Need to drive more value out of Enterprise/ERP applications §  Complex orchestration of work and data between multiple applications §  Unable to fill functional gaps in apps to timely respond to business goals §  Rely on costly customization to apps to meet business process requirements §  Cumbersome process user interfaces in apps leading to low user adoption §  Swivel chair (manual) processes to move transactions from one app to next Business Problem/Drivers License Opportunities Products: •  BPM Suite •  SOA Suite and EM Pack •  WebLogic Suite and EM Pack •  WebCenter Portal •  WebCenter Content •  Horizon: Immediate •  Avg. Deal Size: Med-Large •  Sales Cycle: 6-9 mo. Likely Incumbents / Competitors Target Audience, Who do you call? Qualifying Criteria & Compelling Event •  BPM allows IT to better respond to the business in the context of applications •  Moving application customizations to the BPM layer considerably reduces your requirements gathering time, customization time, and time-to-solution •  Once decoupled from applications, your processes become agile and reusable, and you can change them as frequently as business demands Value Proposition Key Product •  LOB application managers(e.g.:Finance, HR, Partner/Supplier Ops, Order/Billing) •  Application functional lead •  Business analysts (App process) •  Application delivery manager (IT) •  CIO (possibly) •  BPM Partners and Solutions
  23. 23. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | BPM:  Flexible  BPM  for  Apps  Installed  Base   •  How are you extending your applications to meet your business needs? •  How do you respond to LOB requirements without relying on the application upgrade cycle? •  How are performing against your SLA’s? Any related costs, fines, lost business, customer frustration, etc.? •  How are you handling processes that span multiple applications? •  How do you measure the performance of ongoing business processes, with the right set of checks and balances for audits and compliance? •  How do you maintain consistency for processes across LOBs and GEOs? •  Which processes and apps cause the most user dissatisfaction and business challenges? (errors prone, rework, extended cycle times – where are the bottlenecks?) Prospecting Questions Logical Reference Model Customer Examples Boeing – Detailed story in Profit •  Issue: Needed to dramatically reduce costs for $8bn supply chain spanning 6 locations and 8 departments through automation, streamlining, and standardization •  Solution: End-to-end order management from capture to closeout •  Result: Order visibility & Proactive alerting of orders at risk •  Integrations: Fusion apps – DOO, GOP, FPH Account NI – Public Collateral: Customer Story @ o.com •  Issue: 1. Need to improve processing speed of transactions and reduce errors. 2. Need to reduce processing timelines and remove duplication of effort, and inaccuracies, across a predominantly manual data workflow •  Solution: Transaction processing across Northern Ireland Civil Services •  Result: Reduced accounts receivables from 4 days to 92 minutes ; Enabled generating 2200 invoices a month; Reduced 4 full-time transaction administrators to 2 part-time •  Integrations: EBS BPM Product Management WebSite | BPM Sales Kit WebSite Webinar: Extend Your Applications with Oracle Business Process Management Video: University of Adelaide uses Oracle BPM Suite to Extend PeopleSoft Whitepaper: Oracle BPM for Insurance Blog: Stop messing with your applications! Useful Links
  24. 24. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Selling  BPM  for  Apps  Installed  Base   1.  Building efficient processes within and across Application Domains 2.  Address whitespaces and adjacent processes to applications 3.  Eliminate the need of brittle customizations 4.  Enhance business visibility into transactions across applications 5.  Extend applications with social and mobile capabilities (Modernization) 6.  Improve user experience by streamlining navigation Target Audience Conversation Starter Value Proposition •  How are you extending, customizing your apps to meet your business needs? •  Do you know which processes, apps cause most user dissatisfaction? •  How are you handling processes that span multiple applications? •  Are you able to generate needed reports and audit trails? •  How are you handling variances across countries and LOBs? •  How do you rationalize processes, apps after M&As? Ideal target customer •  EBS, PSFT, Siebel, or JDE applications customer •  Fusion SaaS Applications •  SAP and non-Oracle Application customers •  Sales Force, WorkDay, ServiceNow customers Audience within customer •  LOB VP •  Applications IT under LOB •  LOB Business Analyst •  Enterprise Architect
  25. 25. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | What  Your  Prospects  are  Hearing?   Gartner:  “Pace  Layering”   http://www.oracle.com/us/corporate/analystreports/infrastructure/061125.html#fus
  26. 26. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Customer  Examples  by  Apps   Public Story Public Video Public Story Public Story Public Story Public Story
  27. 27. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Issue •  Business Case Approvals; Process spans Siebel, SAP and bespoke applications Solution •  Streamlined cross application processes; Flexible country specific corporate policies, Sophisticated escalation and approval rules Results •  Reduced approval cycle time by 40%. •  Improved profitability of sales deals by 30% Issue •  Multiple ERPs for core financials processing due to many acquisitions; Syteline, SAP, JDE migration to Oracle E-Business as the system of truth was costly + 3 years effort Solution •  Used ODI for integrating G/L, A/P, A/R, PO, PR from legacy to E-Business. Oracle BPM as help desk for handling errors; Set up shared services; 3 months effort (Avio- BPM partner) Results •  Help desk calls reduced by 70%; Financial srvcs related errors resolved in 2 days (not 10 days) •  Extend to Supply Chain Management and CRM core business processes Issue •  End to end order management from capture to close out Solution •  Used Oracle BPM Suite for automation, streamlining, and standardization of order management process. Integrated with Fusion apps – DOO, GOP, FPH Results •  Dramatically reduce costs for $8bn supply chain spanning 6 locations and 8 departments •  Order visibility •  Proactive alerting of orders at risk Customer  Examples  –  BPM  for  Apps     Detailed story in Profit
  28. 28. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | •  Companies embarking on process optimization initiatives needing Complex Exception Processing capabilities •  Companies looking to modernize antiquated and/or paper-based processes •  Initiatives for process visibility and transparency in the context of business execution measurement & alignment Qualifying Criteria & Compelling Event Target Audience, Who do you call? •  LOB managers - Finance, HR, Partner/Supplier Operations, etc. •  Process owners/Chief process Officer •  Enterprise architects, six sigma, quality improvement leads •  BPM CoE (IT) •  IT/Development team supporting LOB •  BPM Partners and Solutions License Opportunities •  Oracle BPM includes business user-friendly modeling and optimization tools, tools for system integration, business activity monitoring dashboards, and rich task and case management capabilities for end users. •  Oracle BPM ensures faster time-to-value, business-IT collaboration and reduced total cost of ownership Value Proposition BPM:  Business  Driven  Process  Improvement   •  Best in Class integration capabilities & platform (esp. for Oracle applications) •  Process efficiency and visibility • Complete visibility and rich dashboards; Agility for in-flight process change and management; Unified and complete for all process flavors •  Enhanced business user experience: • Business Driven Process Development with Intuitive Composer • Easy to use standards-based tools • Tools to facilitate business IT collaboration strategy •  Best practices delivered as Process Accelerators to kickstart your processes •  Main Competitors: IBM, Pega, Appian Cloud: Run My Process (Fujitsu) •  Others: TIBCO, Software AG, Open Text, EMC More information •  Growing gap between business requirements and IT’s ability to deliver •  Business intent is “lost-in-translation” due to business-IT gap •  Inability to identify and standardize on best practice for business processes •  High cost of mishandled exceptions and unmet customer SLAs •  Intensive manual processes that are costly, inefficient and error-prone •  Inability to effectively communicate from business strategy down to process execution Business Problem/Drivers Key Differentiators Products: •  BPM Suite •  SOA Suite and EM Pack •  WebLogic Suite and EM Pack •  WebCenter Portal •  WebCenter Content •  Horizon: Immediate •  Avg. Deal Size: Med-Large •  Sales Cycle: 6-9 mo. Likely Incumbents / Competitors Key Product •  BPM delivers operational efficiency, business visibility, excellent customer experience, and agility to our customers. It helps improve work cycle time, lead to cost reduction and increased responsiveness to business requirements Business Benefits
  29. 29. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | BPM:  Business  Driven  Process  Improvement   •  What are your key SLA’s? How do you measure them? What are the current numbers and how do you improve them? •  What are your critical business processes? •  How long do these processes take today? What is the cost compared to ideal target? •  How do you ensure and enforce Best Practices in process design and execution? •  How do you gain visibility across “end-to-end” processes that span multiple applications and business groups? •  What parts of your key business processes are human, information/paper and decision intensive? •  How do you respond to anomalies in process execution and correct them? Prospecting Questions Logical Reference Model Customer Examples Avea – Public collateral: YouTube Video •  Issue: 6 hrs to assign contract, 36 hrs to close it. Lack of predictability according to SLA •  Solution: Improved legal department performance •  Result: Collect feedback instantly and efficiently; Changes allowed anytime; Process available everywhere including mobile; Single corporate view for performance monitoring; Streamlined task management Scottish Water – Public Collateral: Customer Story •  Issue: 1. Paper and manual-based systems costly and error prone 2. concurrent projects hard to control and manage •  Solution: Streamlined process to meet efficiency and regulatory requirements •  Result: 19.5 full time employees could be repurposed; Annual tax savings of US$456,000 with a transparent audit trail; Process accessible to 500 staff and partners •  Process integrated with PSFT Financials BPM Product Management WebSite | BPM Sales Kit WebSite Datasheet: Business Process Management Whitepaper: Business Driven Process Improvement Webcast: New Directions with Business-Driven BPM - New Oracle BPM Suite FY15 Sales Plays page Useful Links
  30. 30. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Selling  BPM  for  Business  Driven  Process  Improvements     Agility §  Rapid iterations, business IT collaboration §  Flexible process, rules and tasks §  Many features to enable in flight changes Visibility §  Business understandable models §  End-to-end dashboards §  Business friendly audit trail Efficiency §  Elimination of manual tasks §  Assignment, routing, prioritization §  Streamlined user experience Target Audience Conversation Starter Value Proposition •  What are your critical business processes? How are they performing? •  Can you enforce Best Practices? •  Do you have visibility into your processes? •  What parts of your key business processes are human intensive? •  What is the failure/error rate of your processes? How will you improve them? •  How much does it cost ($ or #staff) to handle exceptions? •  How do you plan to engage business more in the process lifecycle? §  Ideal target customer –  All, in particular customers on Oracle stack –  BPM for SOA customers §  Audience within customer –  LOB managers, Development team supporting LOB –  BPM Center-of-excellence –  Process owners, Chief Process Officer, Chief Customer Officer, Chief Risk Officer –  Enterprise Architects, six sigma, quality improvement leads
  31. 31. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Issue •  Home grown Microsoft .NET based platform and Navision ERP for travel services; Problems  in   tracking  the  process  flow,  no  reports/dashboards.  Manual  alloca9on  of  tasks  leads  to  a  lot  of   inefficiency  and  loss  of  business   Solution •  Build Travel Services Application in phases; Implemented refunds and cancellation processes & dashboards; Integrated with Banks/Airlines/Hotels/Railways/Car Providers Results •  Improved overall customer experience •  Achieved SLA targets for refunds and cancellation Issue •  Inefficient contract management process •  No visibility into contract status; No SLAs associated with lawyers performance Solution •  Automated contract processes and policies using BPM. BPM Mobile App for faster task approvals Results •  6 hrs to assign contract and 36 hours to close it. Exceeded SLA expectations •  Single corporate view for performance monitoring Issue •  Non-compliant Captial Expenditure process; Email driven; Lack of integration with Peoplesoft for authorizations; Inflexible processes Solution •  Streamlined capital expenditure processes and rules for capital expenditure policies. Integrated with Peoplesoft & Active Directory for Approvals Results •  Achieved SOX compliance •  OBIEE integration for historical analysis & prescriptive actions Customer  Examples  –  BPM  for  Process  Op.miza.on    
  32. 32. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Process  Automa9on  with  WebCenter  and  BPM   •  Out-of-the box solutions with full fledged process management, Adaptive Case Management, documents, and imaging functionality for quick extensibility •  End-to-end process coverage and process control with real-time dashboards •  Pre-integrated with EBS, PeopleSoft, Siebel (other systems in the future) •  Reduced implementation time and risk •  Leverage investments made in Oracle system •  App customization projects, custom-built solutions, email/Excel-based process •  AP I/P: Kofax, Perceptive, Hyland •  Upgrades to Apps that have been heavily customized •  Increasingly complex regulations, necessity to broaden CRM scope to respond effectively to customer complaints, inability to track /maintain KPIs •  Manual steps to deal with paper/documents into current processes §  Customers need to extend process automation beyond the boundaries of their current systems §  Customers require content and process solutions, especially around : •  Imaging/paper-based process, content/document support (WC Content) •  Supporting today’s manual processes, making knowledge workers more effective, and extending processes yet avoiding COTS apps customization Business Problem/Drivers Key Differentiators License Opportunities Products: •  BPM Suite •  WebCenter Content •  SOA Suite •  WebLogic Suite •  Horizon: Immediate •  Avg. Deal Size: Med-Large •  Sales Cycle: 4-5 mo. Likely Incumbents / Competitors Target Audience, Who do you call? Qualifying Criteria & Compelling Event §  Plug-and-play, pre-built BPM + Content solutions to cover critical processes •  AP Imaging/Processing: extend ERP by processing paper/fax invoices •  Employee Onboarding: faster time to productivity, OOB integration •  Complaints Management: increase customer loyalty, enable regulations compliance with an Adaptive Case Management (ACM) solution •  Target many industry processes: Loan Origination, Insurance Claims, etc. Value Proposition Key Product •  LOB VP for respective area: AP, HR, Customer Loyalty •  IT manager responsible for app •  CIO/CTO •  AP Imaging/Processing: Faster processing: less penalties, more discount opportunities captured. Increased efficiency, less manual more cost savings •  Employee Onboarding: faster time to productivity, OOB integration •  Complaints Management: increase customer loyalty, comply with regulations •  Other industry processes: process efficiency and control, document mgt Business Benefits
  33. 33. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Process  Automa9on  with  WebCenter  and  BPM   •  Are you able to monitor your complaints in real-time as well as report on all complaint data, meet regulatory requirements and avoid lawsuits? •  How many people support your accounts payable process? How do you match invoices against purchase orders? How long does it take to process an invoice? How can you take better advantage of supplier discounts? •  How long does it take to make a new employee productive? Do you have a documented process for employee onboarding? Is it manually controlled? Prospecting Questions Customer Examples Cox Communications – Press Release •  Issue: Spending $5.8M for invoice processing - $3.5M more than similar sized companies. Processing too many small transactions (67% of invoices were less than $1k) from too many vendors (approx. 4,000). •  Solution: Oracle WebCenter Content with WebCenter Adapter for EBS •  Result: Cut invoice and expense processing costs by 50%. Recognized additional vendor discounts of $300k through Accounts Payable Automation. Additional Success Stories Alaska DRB– Public Collateral: Customer Story •  Issue: Needed to improve manual processes, both internal and customer-facing •  Solution: BPM Suite with Employee Onboarding, WebCenter Content •  Result: Quickly improved set of six sigma prioritized processes My.Oracle: Process Accelerators WebCenter Imaging and Capture OTN: http://www.oracle.com/technetwork/ middleware/processaccelerators Oracle.com: http://www.oracle.com/us/technologies/bpm/process-accelerators Oracle.com BPM page: http://www.oracle.com/us/technologies/bpm YouTube: http://www.youtube.com/OProcessAccel Useful Links •  EBS, PSFT, Siebel applications customers •  Customers with high number of invoices (AP), employees (EOB), selling to consumers in regulated environments (Banks, Insurance, Telecom, Health) Ideal Target Customer Logical Reference Model
  34. 34. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Selling  BPM  +  WebCenter  Content  for  Process   Automa9on   Target Customer Conversation Starter Value Proposition •  Out of the box solutions that can be easily extended and customized for tailor-to-fit processes •  Solutions: faster time to productivity, best practices; showcase deep process and content integration •  Manage high value processes without undue constraints using Oracle BPM Adaptive Case Management •  Improve decision making through predictive analytics •  360 degree view of the case •  Collaborate in the context of the case •  Full visibility •  Do you have paper intensive processes? What is the cost of inefficient handling? •  How many people support your accounts payable process? •  How long does it take to make a new employee productive? •  What information worker processes are critical to you? Does customer issues need excessive investigation and documentation? •  Is your current solution allowing you to manage and optimize outcomes? Do people working on case have needed visibility and able to collaborate? Ideal target customer •  Existing BPM customers – expand footprint to address higher value knowledge worker processes •  WebCenter Content customers – start managing and standardizing processes to gain visibility, compliance, and efficiency •  LOB VP for respective area: AP, HR, Customer Loyalty Audience within customer •  Person responsible for compliance •  IT manager responsible for delivering case applications •  Responsible for customer facing processes, customer experience, support centers •  Customers with high number of invoices (AP), employees (EOB), selling to consumers in regulated environments (Banks, Insurance, Telecom, Health)
  35. 35. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Issue •  Spending $5.8M for invoice processing - $3.5M more than similar sized companies. Processing too many small transactions (67% of invoices were less than $1k) from too many vendors (approx. 4,000). Solution •  Oracle BPM + WebCenter Content + Adapter for EBS Results •  Cut invoice and expense processing costs by 50%. Recognized additional vendor discounts of $300k through Accounts Payable Automation Issue •  UK Government responsible for maintaining a database of drivers and a database of vehicles in Great Britain Solution •  Oracle BPM Adaptive Case Management Case management used for processing cases of Driver and Vehicle transactions and drivers with medical conditions Results •  Handles 1 Million cases / year, 2000 logged in users •  Saved 20% in case handling expenditures Issue •  Manage revenues sources include royalties, rents, and bonuses generated for the use of public natural resources on the onshore Federal and American Indian lands. Solution •  Oracle BPM Adaptive Case Management for auditability and compliance management of royalty reporting Results •  Full visibility and control over the compliance life cycle •  Accurate and timely reporting of royalty payments Customer  Examples  –  BPM  +  WebCenter  Content     Office of Natural Resources Revenue
  36. 36. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Compe..ve  Landscape   BPM
  37. 37. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Compe99ve  Landscape  (BPM  +  Case  Management)   Main Competitors Secondary Competitors Primarily Case Competitors
  38. 38. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | IBM   STRENGTHS   •  Strong brand recognition for Lombardi •  Significant marketing investment – Smart Process •  Known for business friendly UIs •  Hosted modeling environment – BlueWorks •  Strong process repository •  IBM Global Services and industry frameworks WEAKNESSES   •  Weak integration of system and human •  IBM Case Manager on Filenet reputed to be a temporary offering •  Whitespace between BlueWorks and Lombardi •  No good BAM •  Costs add up pretty quickly •  Very few customers buy Advanced •  Customers not moving to v8.0 HOW  TO  POSITION  ORACLE   •  Position Business driven development powered by Process Composer •  Truly unified for all flavors of process ( Lombardi and Filenet totally disjointed) •  Highlight IBM’s complexity •  Position Accelerators •  Treat like an application sale and target LOB •  Price out a comparable IBM offering •  Leverage a partner or OCS More at http://compete.us.oracle.com
  39. 39. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Pega   STRENGTHS   •  Great appeal to business – sells solutions and value instead of features •  Strong investment in account management and LOB relationship •  Strong frameworks, esp. in CRM •  Great messaging with Directed Capture of Objectives and Situational Layer Cake •  Synonymous with Case Management •  Next best action WEAKNESSES   •  Proprietary and steep learning curve •  Methodology does not work well in practice •  No simulation •  No content •  Weak BAM •  Weak integration layer •  Lot of Java behind process model •  Value based pricing HOW  TO  POSITION  ORACLE   •  Position Business driven development powered by Process Composer •  Easy to use standards based tools – no need for heavy professional services •  Best practices delivered as Solution Accelerators •  Unified and complete for all process flavors •  Leverage IT as your ally against Pega •  Attack Pega’s pricing; if Pega’s value pricing comes out lower, explain future costs More at http://compete.us.oracle.com
  40. 40. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Key  Product  Updates  in  FY15   BPM
  41. 41. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | New  &  Upcoming:  Business  Process  Management   BPM  12.1.3   (Q1  FY15)   •  Business  Architecture  &  Broader  Modeling  Support   •  Enhanced  Business  Ac.vity  Monitoring   •  Enhancements  to  Adap.ve  Case  Management   •  Enhanced  Developer  Produc.vity   •  BPM  Mobile  Apps   •  BPM  10g  (BEA  ALBPM)  to  12c  migra.on   Process Cloud Service (OOW’14 Preview) •  Rapidly build & automate business processes •  Integrate with other Oracle & non-Oracle Applications via REST/SOAP •  Leverages other PaaS including Document Cloud Services, OSN & Reporting Services •  Business Agility & Control •  Complete Lifecycle & Self-service Early Adopter Program Dec 2014
  42. 42. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Resources  –  BPM  Experts  
  43. 43. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |Copyright © 2014, Oracle and/or its affiliates. All rights reserved– Confidential Oracle Restricted . 43 Resources   Twi`er   @OracleBPM    #oraclebpm           Internal product page bpm.us.oracle.com External BPM page www.oracle.com/BPM Facebook   facebook.com/OracleBPM           Oracle’s  BPM  blog   blogs.oracle.com/BPM         Competitive Intel compete.us.oracle.com PM Led Self Learning Trainings education.oracle.com/streams
  44. 44. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 2014ORACLE FUSION MIDDLEWARE INNOVATION •  Oracle Exalogic Elastic Cloud •  Oracle Cloud Application Foundation •  Service-Oriented Architecture •  Business Process Management •  Oracle WebCenter •  Oracle Identity Management •  Oracle Data Integration •  Oracle Development Tools and Framework •  Business Data and Business AnalyticsBE A 2014 AWARD WINNER! ARE YOU USING ORACLE FUSION MIDDLEWARE TO DELIVER UNIQUE BUSINESS VALUE? Deadline: Friday, June 20th, 2014 NOMINATIONS NOW OPEN Win a FREE pass to Oracle OpenWorld 2014 For nomination forms and additional information: www.oracle.com/goto/fmwinnovation Innovation-Middleware_us@oracle.com
  45. 45. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | GROWING  MARKET  WITH  GREAT   POTENTIAL   MATURE  PRODUCT  WITH  PROVEN   CUSTOMERS   WORKSHOPS  &  ASSETS  TO  DRIVE  SUCCESS       Summary  
  46. 46. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |

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