2. Discrete Planning Session July 13, 2004

3. Agenda FY05 Sales Strategy / Quota / Tech vs. Apps / Direct vs. Partners / Products (Aldas / Jeff) Opportunities/Pipeline/Name Accounts (Aldas / Jeff) FY05 Sales Consulting Strategy (Sally) Engagement Model – InfoMentis (Sally) One Team – Sales / Solution / Sales Consulting / Product Leaders / POC (Sally) Roles & Responsibilities Process Resource alignment & requirements (All) Open discussion / Q & A (All)

4. Industry Strategy

5. Opportunities / Pipeline / Name Accounts

6. Sales Consulting Strategy

7. Vision Establish Sales Consulting Organization as a highly respected professional function and instrumental in delivering our business goals as part of the sales process

8. Mission Establish Sales Consulting as an essential part of the selling team Engage Sales Consultants proactively in sales cycle and take ownership Sales / Industry Solution / Sales Consulting work as a team Partnership model - Not the misperceived “Master / Slave” model Leverage product domain knowledge to perform solution selling Align with Industry Solution Team for tighter partnership and pick up Industry domain knowledge overtime

9. FY05 Initiatives Industry Alignment – simplify resource assignment, create stable / good working relationship Matrix Organization – Product Line / Location Management Product Domain Competency – Specialization, Skill assessment Mass SC Recruitment per Industry Sales Plan SC Operations Management Process

11. Details, Details, Details….. Engagement model clearly defined for smooth process execution Improved OSO reporting w/ SC names / taskOSO reporting Revised SC Hiring Plan & Industry Alignment based on Sale PlanRevised SC Hiring Plan & Industry Alignment Proactive resource management Resource Forecast Plan Industry Group Calendar New time entry system (SCOR) for utilization tracking New hire boot camp July 26 to August 8 - ensure structured training & consistent SC skill setsNew hire boot camp 80/20 alignment rule with resource visibility & support @ GC level by Product Line Managers SWAT team for new / emerging products OCS Apps Tech

12. More Details…… Skill Matrix benchmark on FY04 OPAS reviewSkill Matrix Identify skills needed – Hiring / Training plans OCP program required for all Sales Consultants Industry certification – CPA, CPIM (equivalent) FY05 OPAS objectives – focus in: Product Specialization – declare major + minors Solution Selling Soft skills development Roll out AP Competency Module

13. Engagement Model

14. QUALIFICATION & ALIGNMENT Confirm Opportunity Strategy Joint Evaluation Plan INFLUENCE MAP COMPETITIVE MAP Key Activities in each Phase Q U A L I F I C A T I O N & A L I G N M E N T SOLUTION MAPPING D I S C O V E R Y CLOSE DELIVERY DISCOVERY Call Planning Conduct a discovery call Uncover, quantify and expand pains Discuss solutions Setting & pre-empting competitive traps Handling Questions & Objections Debrief the call TACTICAL PAINS CONSEQUENTIAL PAINS SOLUTION MAPPING Preparing our messages as a team! Connect the dots TACTICAL BENEFITS CONSEQUENTIAL BENEFITS GOALS ATTAINMENT DELIVERY Prepare Solution Map Develop Delivery Plan Deliver Solution VALUE BASED SELLING Proof Tactical Benefit Tactical Pain Oracle Solution Consequential Pain Consequential Benefit Value Key Business RequirementResults

15. IN-COUNTRY RESOURCE QUALIFICATION & ALIGNMENT Confirm Opportunity Strategy Joint Evaluation Plan INFLUENCE MAP COMPETITIVE MAP Key Activities in each Phase Q U A L I F I C A T I O N & A L I G N M E N T SOLUTION MAPPING D I S C O V E R Y CLOSE DELIVERY DISCOVERY Call Planning Conduct a discovery call Uncover, quantify and expand pains Discuss solutions Setting & pre-empting competitive traps Handling Questions & Objections Debrief the call TACTICAL PAINS CONSEQUENTIAL PAINS SOLUTION MAPPING Preparing our messages as a team! Connect the dots TACTICAL BENEFITS CONSEQUENTIAL BENEFITS GOALS ATTAINMENT DELIVERY Prepare Solution Map Develop Delivery Plan Deliver Solution VALUE BASED SELLING Proof Tactical Benefit Tactical Pain Oracle Solution Consequential Pain Consequential Benefit Value Key Business RequirementResults

16. Industry Sales Business Process and InfoMentis Q U A L I F I C A T I O N & A L I G N M E N T SOLUTION MAPPING D I S C O V E R Y CLOSE DELIVERY $$$ Quote to RevRec Pre-pipe to Quote Campaign to Pre-Pipe Territory to Campaign

17. Campaign to Revenue Recognition QUALIFICATION & ALIGNMENT DISCOVERY CLOSE DELIVERY SOLUTION MAPPING Approach INDUSTRY Accounts C-Level to get buy-in (1-to-1Sessions) Approach INDUSTRY Accounts C-Level to get buy-in (1-to-1Sessions) Sales Director/Account ManagerSolution DirectorLead Sales Consultant Identified INDUSTRY ICON Accounts Identified INDUSTRY ICON Accounts Understand the Account High Level Pains (PERSONALISE) Understand the Account High Level Pains (PERSONALISE) Identified INDUSTRY Target Accounts Identified INDUSTRY Target Accounts INDUSTRY Event/Seminar INDUSTRY Event/Seminar Event Leads Review Event Leads Review Internal Account Review and High Level Estimate of Total Solution Costs Internal Account Review and High Level Estimate of Total Solution Costs Baseline Meeting with Customer Baseline Meeting with Customer Prospect C-LevelProspect’s Committee Internal verification of Consequential Pains and create VALUE PROPOSITION Internal verification of Consequential Pains and create VALUE PROPOSITION Verification of Pains, Solution and VALUE PROPOSITION Verification of Pains, Solution and VALUE PROPOSITION Uncover Tactical and Consequential Pains Uncover Tactical and Consequential Pains Scope and Estimate Detailed Total Solution Cost Scope and Estimate Detailed Total Solution Cost OCS/Partner Bid Manager Identify INDUSTRY Pain Points Identify INDUSTRY Pain Points Justification (ROI) Strategy and Revisit VALUE PROPOSITION Justification (ROI) Strategy and Revisit VALUE PROPOSITION CLOSE Validate Solution through Mini Demonstration Validate Solution through Mini Demonstration Solution Presentation and Demonstration Solution Presentation and Demonstration Assist Customer in Internal Justification (ROI) Assist Customer in Internal Justification (ROI) Point of Contact

18. Resource Assignment Resource assignment based on Industry Alignment – 80/20 rule SWAT team approach for OCS & Apps Tech: SC Manager (regional level) -> Product Line Manager (CN or GC level) Exception handling: SC Manager / Director (regional level) -> Product Line Manager (CN or GC level)

19. Key Opportunities Review 1.Sales Director / Account Manager identifies Pipeline 2.Discuss / qualify Pipeline during Opportunity Management Review (OMP) with Solution and SC Point of Contact 3.POC works with Sales Consulting Management to engage key resources (e.g. Lead SC or PM) 4.Lead SC or PM take ownership of engagement, proceed with normal sales consulting work and update POC from time to time 5.For complex projects, PM may setup a team & involve other resources

20. Our Team

21. Our Team…… It is like an orchestra making music…..

22. Three Strengths Geography Industry/SolutionProduct Relationships Politics Tactics Domain Knowledge Specialisation Deep Product Skills Proactive Selling (Spearheads) Reuse Industry Solution Knowledge Strategy Industry Sales Director AM/TSR Presales Industry Soln Team

23. Our Team…… Sales Sales Director / Location Manager Account Manager Solution Director / Solution Manager Sales Consulting Point of Contact Sales Consulting Director Product Line Manager (Product Leader) Sales Consulting Manager Sales Consultant

24. Roles – Account Manager Manages Sales Territory Quota attainment Pipeline generation Forecast accuracy Navigate internal / customer politics Close deals Create Customer Reference

25. Roles – Solution Director / Manager Manage large industry opportunities Industry domain expertise Present industry credentials and solution Determine specific ISV engagement Execute demand generation programs Support longer term sales initiatives

26. Roles – Point of Contact in SC Org Fully participate in OMP (con call or meeting) Consistent POC for a particular industry sales team Contribute in strategizing plans of attack to capture the opportunities Get updated or update other (Sales, Industry solutions) on the status of opportunities Coordinate with appropriate SC management (Location Managers, Product Line Managers or Project Managers) to solicit project ownership of opportunities

27. Roles – Lead SC / PM Career path for seasoned SCs Presales project management Names put in OSO Assignment of lead SC / PM should follow same guideline as resource management guideline

28. Roles – Sales Consultant Product Domain Expertise Solution selling leveraging core competence Input into RFI and RFP Presentation of Oracle product solution Product to solution mapping Proof of concept – demo Teamwork – really works the triangle

29. Roles – Location SC Manager People Management Day to Day Management Resource Management – exception cases, esp. on short term / immediate need Can also be Project Manager – handles key selected cases Can also be an industry POC Cc Product Line Manager if appropriate

30. Roles – Product Line Manager SC Training Resource Management – longer term, CN / GC visibility Knowledge Management Community Creation PRP involvement Product Strategy Sales evangelization (Sales Training & TOI – Transfer of Information) Reference Development

31. Resource Management Guidelines Location Manager Short Turnaround Across Products Product Line Manager Subject Matter Knowledge Across Locations

32. Product Solution Product Functions FY05 - T E A M ing for success Industry Solution Product Knowledge/Skills/Competence Spectrum Solution Industry Domain OM Process Product & Industries domain knowledge are table stakes; Solution output is the goal SC team & Industry Sol team need leveraging each other

33. Resource Alignment & Requirement

34. Discrete Team - Sales

35. Discrete Team – Sales Consulting

36. Questions? Do we have enough people? Are they the right people? Are we aligned properly? Are we clear on the process? Can we make it happen?

37. A Q & Q U E S T I O N S A N S W E R S