1. Business Analytics Masters Program
California Polytechnic State University
May 3, 2017

2. Oracle Collaboration Project Overview
Information on Companies Targeted for EMP SaaS
Current Purchase Rate: 11%
Maximize Rate of Purchase
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

3. Increase Purchase Rate of EPM SaaS
Identified characteristics of the companies who purchased EPM SaaS
Construct recommendations per our final model
Model to predict whether a company would purchase EPM SaaS
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

4. Increase Purchase Rate of EPM SaaS
Identified characteristics of the companies who purchased EPM SaaS
Construct recommendations per our final model
Model to predict whether a company would purchase EPM SaaS
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

5. Increase Purchase Rate of EPM SaaS
Companies Targeted for EPM SaaS
Yes
Purchased Oracle Products in Past 5 Years No
Revenue Companies
Disengaged Companies
90% Purchased Other Oracle Products
10% Had Not Purchased Other Oracle Products
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

6. Increase Purchase Rate of EPM SaaS
Companies Targeted for EPM SaaS
Yes
Purchased Oracle Products in Past 5 Years No
Revenue Companies
Disengaged Companies
90% Purchased Other Oracle Products
10% Had Not Purchased Other Oracle Products
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

7. Increase Purchase Rate of EPM SaaS
Companies Targeted for EPM SaaS
Yes
Purchased Oracle Products in Past 5 Years No
Revenue Companies
Disengaged Companies
90% Purchased Other Oracle Products
10% Had Not Purchased Other Oracle Products
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

8. Ideal Prospects Revenue Companies Disengaged Companies
Spending in customer experience cloud products, Oracle SaaS products and ERP
Avoid previous users of data integration products and Virtual Machine products
Target companies outside of North America, specifically Japan
Professional Services industry
Companies with high event engagement
Lower-midsize companies, avoid above-midsize companies
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

9. Recommendations Introduction Process Ideal Prospects Recommendations
Dashboard
Conclusion

10. Target Companies with High ERP Cloud Spending
High ERP Spending
LAD and North America
In most regions, average ERP Cloud spending was at least 3 times as high in companies who had purchased EPM SaaS
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

11. Target Companies with High ERP Cloud Spending
High ERP Spending
LAD and North America
In LAD and North America, average ERP Cloud spending was at least 5 times as high for WON companies
ERP Cloud spending was 6 times higher for WON companies in lower midsize
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

12. Target Companies with High ERP Cloud Spending
High ERP Spending
LAD and North America
ERP Cloud spending provides the insight for companies in LAD and North America in the lower midsize segment; Oracle experienced respective purchase rates of 29% and 33%.
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

13. Target Disengaged Companies Outside of North America in the Lower Midsize Market
Where to Target Them
Over 25%
purchase rate overall
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

14. Target Disengaged Companies Outside of North America in the Lower Midsize Market
Where to Target Them
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

15. Target Disengaged Companies Outside of North America in the Lower Midsize Market
Where to Target Them
EMEA, APAC, and LAD have the highest purchase rates among regions
LAD: 34% Purchase Rate
EMEA: 45% Purchase Rate
APAC: 37% Purchase Rate
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

16. Target Disengaged Companies Outside of North America in the Lower Midsize Market
Where to Target Them
The lower midsize market has the highest purchase rate among market sizes with 36% companies purchasing EPM SaaS
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

17. Target Disengaged Companies Outside of North America in the Lower Midsize Market
Where to Target Them
Capture disengaged companies by increasing brand awareness in lower midsize markets in EMEA, APAC, and LAD through hosting events specifically catered to new customers.
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

18. Use Event and URL Click Count to Find Prospects
Event Count
URL Click Count
Companies that purchased EPM SaaS attended over 3.5 times as many events on average
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

19. Use Event and URL Click Count to Find Prospects
Event Count
URL Click Count
Companies in the lower midsize market that purchased EPM SaaS had clicked on EPM-related URLs over 7 times as often on average
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

20. Use Event and URL Click Count to Find Prospects
Event Count
URL Click Count
For companies with high engagement, host more exclusive events for companies showing interest in EPM SaaS
1. Tailor to company’s needs
2. Offer trials and demos
3. Cater to smaller group of companies
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

21. Take Advantage of High Success Rate in Lower Midsize Companies
Lower Midsize Market
Above Midsize Market
18% of companies in the lower midsize market purchased EPM SaaS
Only 18% of companies targeted for EPM SaaS in lower midsize market
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

22. Take Advantage of High Success Rate in Lower Midsize Companies
Lower Midsize Market
Above Midsize Market
Only 8% of companies in the above midsize market purchased EPM SaaS
60% of companies targeted for EPM SaaS in above midsize market
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

23. Take Advantage of High Success Rate in Lower Midsize Companies
Lower Midsize Market
Above Midsize Market
Increasing targeting of companies in the lower midsize market segment can effectively increase sales volume.
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

24. Low Performing Industry
Modify Marketing in Industries with Low Performance, Particularly in Education and Research
Low Performing Industry
Education and Research
Media and Entertainment, Healthcare, Education and Research, and Utilities
7%, 7%, 6%, and 5% respective purchase rates
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

25. Education and Research
Modify Marketing in Industries with Low Performance, Particularly in Education and Research
Low Performing Industry
Education and Research
Education and Research is the 4th largest industry currently being targeted for EPM SaaS
6.4% purchase rate
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

26. Modify Marketing in Industries with Low Performance, Particularly in Education and Research
Low Performing Industry
Education and Research
Offer product use licenses for students of schools who are considering purchasing and implementing EPM SaaS. This will not only entice customers in the present to buy, but will also expose students to Oracle’s product solutions early on.
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

27. Increase Sales Efforts In Japan
Web Engagement
Karoshi
Japan has the highest rate of purchase among regions; 26%
Purchase rates of 35% in professional services, 23% in retail, 58% in above midsize market
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

28. Increase Sales Efforts In Japan
Web Engagement
Karoshi
24% of all Japanese companies attended at least one event
0 count for whitepaper and webinar count
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

29. Increase Sales Efforts In Japan
Web Engagement
Karoshi
1/5
of Japan’s workers
are at risk for
Karoshi
Serious problem with overworking employees
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

30. Increase Sales Efforts In Japan
Web Engagement
Karoshi
Take advantage of Japan’s attractive market by targeting more companies in the professional services and retail industries, especially those in the above midsize market; market as a means to ease human labor.
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

31. New Variable: Adaptability
Replace Poor Performing Flags with a New Indicator Variable for Adaptability
Oracle 2K Flag
Key Accounts Flag
New Variable: Adaptability
Typically, a company marked with an Oracle 2K Flag is less likely to have purchased EPM SaaS
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

32. New Variable: Adaptability
Replace Poor Performing Flags with a New Indicator Variable for Adaptability
Oracle 2K Flag
Key Accounts Flag
New Variable: Adaptability
Other than in the region APAC, a company marked with a Key Accounts Flag is less likely to have purchased EPM SaaS
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

33. New Variable: Adaptability
Replace Poor Performing Flags with a New Indicator Variable for Adaptability
Oracle 2K Flag
Key Accounts Flag
New Variable: Adaptability
Capacity for innovation
Past responses to breakthrough products
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

34. New Variable: Adaptability
Replace Poor Performing Flags with a New Indicator Variable for Adaptability
Oracle 2K Flag
Key Accounts Flag
New Variable: Adaptability
Create a new indicator variable named “Adaptability” by combining rankings from innovation indexes with a measure of how quickly companies adapted to past breakthrough Oracle products.
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

35. Ideas for Future Analysis: EPM SaaS and Beyond
Create extensive customer profiles for targeting future EPM SaaS customers
Could provide specific template of ideal companies
Find and merge innovation index for creation of variable
Will add a new dimension to the analysis
Model for potential Cloud customers in general
EPM SaaS is only one element of the structural shift to Cloud
Ideas for Future Analysis: EPM SaaS and Beyond
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

37. Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

38. Three Steps of Our Approach
What
Why
How
A productive loop of making and verifying assumptions
variables are statistically significant?
are these variables important?
can we come up with the recommendations?
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

39. Three Steps of Our Approach
What
Why
How
A productive loop of making and verifying assumptions
variables are statistically significant?
are these variables important?
can we come up with the recommendations?
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

40. Three Steps of Our Approach
What
Why
How
A productive loop of making and verifying assumptions
variables are statistically significant?
are these variables important?
can we come up with the recommendations?
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

41. Three Steps of Our Approach
What
Why
How
A productive loop of making and verifying assumptions
variables are statistically significant?
are these variables important?
can we come up with the recommendations?
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

42. The Variables That Matter
What
Why
How
An examination on Information, Engagement and Product Line variables
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

43. The Variables That Matter
What
Why
How
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

44. The Variables That Matter
What
Why
How
Variable Selection
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

45. The Variables That Matter
What
Why
How
Variable Selection
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

46. The Profile of Companies Purchasing EPM SaaS
What
Why
How
Aspects and tools to conclude the characteristics of the EPM users
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

47. The Profile of Companies Purchasing EPM SaaS
What
Why
How
Profile Comparison
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

48. The Profile of Companies Purchasing EPM SaaS
What
Why
How
Profile Comparison
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

49. The Profile of Companies Purchasing EPM SaaS
What
Why
How
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

50. The Right Strategy for The Right Client
What
Why
How
Target Clients
Potential
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

51. Recommendations for specific products
The Right Strategy for The Right Client
What
Why
How
Target Clients 1
Region & Country 2
Industry
Potential 3
Highlight & Trend
Recommendations for specific products 4
Product Lines
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion

52. Our recommendations matrix
Introduction
Process
Ideal Prospects
Recommendations
Dashboard
Conclusion