2. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Discovery Map Presenter’s Name Presenter’s Title Organization, Division or Business Unit Month 00, 2014 Note: The speaker notes for this slide include detailed instructions on how to customize this Title Slide with your own picture. Tip! Remember to remove this text box.

3. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Speaker Oracle Confidential – Internal/Restricted/Highly Restricted3 First, Last Name – Title, Company Note: Detailed instructions on how to replace sample pictures like the one shown here can be found in the speaker notes of this slide. Tip! Remember to remove this text box.

4. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Discovery Map Consequential Pains The impact of the tactical pains. Tactical Pains Tasks, situations or processes that prevent Enterprise from achieving their Key Business Requirements. 4 StrategiesStrategiesStrategiesStrategies TacticsTacticsTacticsTacticsTacticsTacticsTacticsTactics TP CP TP Expand to the European Market KBR

5. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Tactical Pain Details What is a Tactical Pain? 5 TP Task, Situation or Process Broken => Needs to be Fixed Doesn’t Existing / Active-Dormant => Needs to be Enabled Task or Situation  Can’t Access Information Easily  Poor System Security  Several Disparate Systems  Can’t Print an Aged Debtors Report Process  Can’t Calculate Product Line Profitability  Contracting Process is Complex  Sales Forecasting is Inaccurate  POs are Raised Manually or Verbally – There is No System

6. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Inventory Levels Inaccurate TP Suppliers Often Deliver Late TP Month End Takes 3 Weeks TP Disparate Systems TP Reporting from Excel (manual keying) TP No Time/Skills to Install New System TP Tanya Bill Bill/Tanya/ Mike Mike Jim Linda TP Jan Mfg Delays Tactical Pain - Details

7. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Consequential Pain - Details What is a Consequential Pain? 7 CP Internal: Negative Impact on Employee Behaviors Financial: Erode Profitability or Financial Performance Strategic: Impact Organizational Growth or Survival Political - Personal: All Pains May Have an Impact Internal / Financial  Poor Departmental Morale  Loss of Efficiency – Productivity Down  High Staff Turnover  Cash Flow Down X%  Costs Rising Y% Strategic / Political - Personal  Eroding Market Share  Slow Time to Market  Inability to Expand into New Markets  Difficulty Raising Finances for Expansion  Lack of Skills on CV

8. Discovery Map (Insert Here) 8 Political CP Internal Financial Strategic TP

9. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Discovery Map – Quantify the Pains 9 TP Sometimes Often Frequently 100% 0% Always Never

10. Discovery Map – Quantify the Pains 10 TP  Excessive Overtime – save $100,000 per annum  Reduce maintenance from many vendors – save $50,000 p.a.  Automatic reporting from system – save 72 hrs per month  Free up IT to develop new “customer” solutions – generate a Full Time Equivalent availability Inventory Levels Inaccurate TP Suppliers Often Deliver Late TP Month End Takes 3 Weeks TP Disparate Systems TP Reporting from Excel (manual keying) TP No Time/Skills to Install New System TP Tanya Bill Bill/Tanya/ Mike Mike Jim Linda Jan Mfg Delays TP Excessive Overtime Mike

11. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Find the TP, CP and KBR 11 No self service for employees Client dissatisfaction Too many systems to manage Free up 25% more Working Capital Wrong/ late decisions Reduce staff churn By 10% Multiple reporting tools Reduce IT costs By 10% Employee Productivity is down Align workforce with objectives Excess Training cost Reduce operating costs by 8% Compliance issues Performance management not effective Can’t diagnose performance issue quickly Wasted end user time

12. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Discovery – Quick Recap Enable Solution Definition by Scoping: – Enterprise Key Business Requirements (KBR) Tactical Problems & Their Consequences => KBRs – Discover ‘Hot Buttons’ of Prospect’s Key Personnel Further the Envisioning Process by: – Create Credibility, Confidence & Rapport – Contribute to Qualification-Based Information Gained Prepare for a Relevant Demonstration by: – Understand Key Processes Information Needs

13. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Going About It Agree on a Discovery Agenda – Decide Who you Need to Meet – Agree on Timings / Locations, etc. – Get as Much Time as You Can You Need to Earn the Right to Question – Get Briefed Beforehand – Read Opportunity Summary – Study Enterprise Website/ SOR/ ITT, etc. Enterprise on a Site Tour – Commitment, Interest – Understand Enterprise – Shared Information Discovery Time is Short – Go in Well-Prepared – Information-Gathering Mode – High-Yield Questions Pre-Prepared – Elicit Pains / ‘Hot Buttons’ What/Where/When/How… What Effect Does This Have… – Decide ‘Must Knows’ from ‘Nice to Knows’ Find the Issues / Requirements that Matter to the Enterprise

14. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Going About It - 2 Time Management – Control, Prioritize Add Value – Give Something Back – Industry Knowledge, Reference Story – Keep it Short – Info-Gathering Mode Ask Them What They Don’t Like in Current System(s), What They Want in Future. – ‘What are the 3 most important things would you improve / like to see in a new system?’ Ask Them What They Personally Want to See in Demo.