Oracle PartnerNetwork

Partner Sales Guide 2004 Edition

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INTRODUCTION

This manual has been designed to support your Oracle sales potential. Extensive research in the form of one-to-one interviews has been carried out with Oracle Certified Partners to identify where Oracle can support your sales efforts. You will find expert advice on sales techniques, from account planning to closing recommendations. These tools should provide you with assistance to develop your Oracle business. *The information in this Partner Sales Guide is provided for your reference only and Oracle does not make any warranty regarding the success or usefulness of the information contained herein.

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INDEX Oracle Blueprint Sales Methodology .............................................................................. 4 Building an Account Plan............................................................................................... 11 Planning a Sales Call – Personal and Telesales............................................................ 13 Sales Call Checklist......................................................................................................... 16 Reaching the Decision Maker ........................................................................................ 17 Fact Finding..................................................................................................................... 19 Identifying the Oracle Need ........................................................................................... 23 Following up the Sales Call ............................................................................................ 31 Follow up/Action Plan Letter Template ....................................................................... 33 The Written Proposal ..................................................................................................... 34 Closing the Sale ............................................................................................................... 36 Negotiation Tips .............................................................................................................. 38 Objection Handling tips ................................................................................................. 39 Forecasting....................................................................................................................... 40 Case Studies..................................................................................................................... 42 Working With Oracle ..................................................................................................... 44 Getting Started................................................................................................................ 45 Understanding Oracle’s Pricing and Licensing Practices........................................... 47 Understanding the Oracle Approval Process ............................................................... 53 Preparing the Oracle Order........................................................................................... 54

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Oracle Blueprint Sales Methodology

Overview The IT sales environment is a very competitive world. We want to give you guidance to help you do the best job that you can. Selling solutions is the key to our success. As an Oracle Partner you may find some of the steps used by our own sales people useful as a checklist for your sales campaigns. Blueprint is made up of six phases, which outline activities, objectives, tasks and outcomes as part of the sales process.

An Overview of the Blueprint Methodology 1. Conduct Initial Assessment Identify and initially qualify a potential sales opportunity. 2. Understanding Business Drivers: Why buy anything? Qualify the opportunity and get the customer’s commitment to a joint buying process. 3. Create Value Proposition: Why buy Oracle/Partner Solution? Develop an initial hypothesis on how Oracle/Partner can impact identified business drivers. 4. Confirm Value Proposition: Why buy Oracle/Partner Solution? Confirm your ability to provide value to the customer. 5. Present Value Proposition: Why buy now? Get agreement from the key decision-maker to do business with you. 6. Reach agreement and close Maximize the profit generated from the agreement and get a signed contract.

Hints & Tips Make sure you go for the right deals by reminding yourself to stop at each phase and make tough Go/No Go decisions. This will help you to put the right resources into the right opportunities, therefore reducing the cost of sale, increasing revenues and improving the image of your sales team.

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Phase One – Conduct Initial assessment Objective – Identify and initially qualify a potential opportunity

ACTIVITY OBJECTIVES TASKS DESIRED OUTCOMES • Identify Industry issues • Standards and Trends

• Learn general industry trends • Identify potential points of pain, technology standards and business best practices

• Research available publications • Use available Web resources • Research case studies of Oracle vendors and customers • Summarize findings

• Knowledge of relevant industry issues/standards and trends

• Assess Company Buying Information

• Obtain relevant information –Financial Stability –Decision makers –Preferences –Competitive Presence –Current IT environment

• Read relevant publications • Review customer financial statements Access web research tools • Summarize findings

• Knowledge of company’s financial stability, decision makers, preferences and competitor presence

• Assess High level Business Needs

• Summarize and prioritize stated business objectives • Map company position within industry (i.e. market leader)

• Review literature, web pages for business/financial objectives • Summarize Board compensation • Summarize top 10 customers and suppliers • Review market analysis on expected financial/market performance • Conduct preliminary SWOT analysis

• Understanding of high level business needs

• Estimate Products/Services mix

• Determine degree of fit • Identify preliminary scope of solution

• Map needs to specific lines of business • Match appropriate Oracle/Partner products and services to each functional area

• High level concept of technical solution and fit

• Make Go/No Go Decision

• Assess opportunity based on: Financial stability, technical fit, decision makers, preferences, competitor presence, current IT

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Phase Two – Understand Business Drivers – Why Buy Anything? Objective – Qualify opportunity and obtain customer commitment to a joint buying process

ACTIVITY OBJECTIVES TASKS DESIRED OUTCOMES • Determine Business Drivers

• Determine ‘Why Buy Anything’ • Demonstrate your knowledge of the company • Confirm priority of business drivers with management • Estimate approximate size of opportunity

• Interview senior management to confirm business objectives, core competencies • Summarize business drivers by customer functional area

• Confirmation and prioritization of business drivers • Insight into degree and level of support and change

• Verify and determine Buying information

• Verify: financial stability, decision makers, preferences, competitive presence • Determine: Project/IT budget and timeline, decision making roles, buying process and degree of support for change

• Review interview findings and summarize buying information • Identify information gaps and consider when developing follow up letter or activity plan

• Increase knowledge of key buying information

• Formulate and Document Buying/Selling plan

• Develop integrated sales strategy • Identify and secure necessary resources • Develop formal plan for buying process • Document plan through a follow up letter or activity plan

• Review initial interview findings and prioritize business drivers • Outline all product/service opportunities • Identify sales team and assign responsibilities • Brief Oracle and partner sales team members on opportunity • Draft follow up letter or activity plan

• Initial activity plan

• Negotiate and confirm Buying/Selling process commitments

• Propose joint buying process • Agree on decision making timeline, milestones and dual responsibilities • Cement commitment to you with confirmed activity plan • Obtain customer executive involvement • Obtain Customer Commitment to conduct procurement/contracting process in parallel

• Present initial activity plan • Identify and prioritize open issues • Discuss open issues with customer • Obtain agreement to open issues • Document agreement in activity plan • Obtain Oracle & management team approval

• Confirmation of customer buying information • Understanding of partner and Oracle role • Confirmed joint buying process • Approved/assigned activity plan.

• Make Go/No Go Decision

• Review opportunity relative to on going criteria: Financial stability decision makers, preferences, competitor presence • Assess opportunity based on new criteria: degree of support for change, reassessment of technical fit, Oracle support and customer buy in

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Phase Three – Create Value Proposition – Why Buy Oracle / Partner? Objective – Develop an initial hypothesis on how Oracle/Partner can impact identified business drivers

ACTIVITY OBJECTIVES TASKS DESIRED OUTCOMES

• Hypothesize Product/Service opportunities

• Identify key opportunities for Oracle and partner • Refine scope of conceptual solution

• Brainstorm additional areas where you can impact business drivers • Outline fulfillment, implementation and support components of solution • Research products and services to assess strengths and weaknesses relative to competition • Make follow up phone calls to obtain needed information

• Value Proposition hypothesis

• Develop initial Value Proposition

• Link ‘Why Buy Anything’ with ‘Why Buy Oracle/Partner’ • Estimate impact on business • Identify key criteria for references • Position Oracle/Partner relative to competition • Obtain input on initial Value Proposition and solution

• Link needs, products and customers to specific business drivers • Outline/conduct needed ROI, TCO analysis • Prioritize product/service opportunities • Provide specific project examples and references • Anticipate potential questions • Review initial Value prop-position with project leader • Develop preliminary interview list and schedule interviews • Review interview guide with project leader

• Estimate of customer benefit • Initial Value Proposition

• Conduct Initial Survey

• Obtain needed information to refine initial value proposition and solution • Confirm delivery resources

• Conduct first round interviews with managers, technical staff and customers • Confirm understanding of business drivers

• Make Go/No Go Decision

• Review opportunity relative to on going criteria: financial stability, technical fit, decision makers, preferences, competitor presence, project budgets, degree of support for change • Assess opportunity based on new criteria

• Assessment of customers willingness to partner and degree of support for change

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Phase Four – Confirm Value Proposition – Why Buy Oracle / Partner? Objective – Confirm Partner’s ability to provide value to the customer

ACTIVITY OBJECTIVES TASKS DESIRED OUTCOMES

• Inform Customer

• Educate customer about possibilities and probabilities • Position Oracle/Partner relative to competition • Expand the scope of the opportunity • Refine understanding of customer’s needs

• Schedule and conduct technical days and other reference events • Conduct review session with sales team after each event • Identify new opportunities • Determine level of interest in new technologies

• Refined understanding of customer needs and potential solution • Greater Knowledge of technical fit.

• Conduct follow up Survey Interviews

• Confirm and expand value proposition • Assess reaction to product demos and reference events • Confirm understanding of specific technical issues • As needed, obtain data to refine ROI analysis

• Summarize sales opportunities and product/service issues • Identify information gaps and obtain data • Contact demo participants to assess reaction and obtain needed information

• Additional insight into customers willingness • Technical information to complete solution development

• Review Survey Findings with Customer

• Confirm and prioritize specific project opportunities

• Summarize interview findings by functional area • Present interview findings to project leader and key executives

• Identification of potential solution weaknesses

• Begin Contract Compliance Process

• Learn Customer’s contractual buying requirements • Determine all needed Oracle approvals

• Present terms to appropriate customer contact • Review key contract options: Licensing, discounting, support and financing • Start internal and Oracle business practice processes

• Needed approvals obtained in timely fashion.

• Make Go/No Go Decision

• Review opportunity relative to on going criteria: financial stability, Technical fit, decision makers, preferences, and competitor presence, project budgets, degree of support for change, estimated customer benefit • Assess opportunity based on new criteria - willingness to partner, willingness to begin contracting process

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Objective: Confirm Partner’s Phase Five – Present Value Proposition – Why Buy Now? Objective – Obtain key decision maker’s agreement to do business with you

ACTIVITY OBJECTIVES TASKS DESIRED OUTCOMES • Prepare Value Proposition component

• Develop final version of Value Proposition • Summarize cost implications of doing nothing • Create sense of urgency to act now

• Refine value proposition based on survey interview findings • Outline the cost of inaction • Select key points to emphasis during presentation

• Customized value proposition

• Prepare Solution component

• Align solution with value proposition and business drivers • Link products/services to business drivers • Obtain buy in to transition plan

• Conduct gap analysis to determine degree of technical fit with identified needs • Confirm most appropriate product/service components to include in solution • Agree on key points to emphasis in the presentation

• Completed solution that supports Value Proposition

• Prepare Demo component

• Align demo with value proposition • Customize demo target audience

• Agree on key product/ service attributes to demonstrate during demo • Arranged needed equipment and support • Develop demo

• Demo that incorporates Value Proposition and is customized for target audience

• Make Presentations

• Tailor presentation content to specific audience need • Ensure consistency in messages • Align presentation with value proposition • Demonstrate Oracle/ Partner’s ability to deliver through demos and references • Confirm customer needs and priorities • Confirm specific product and service needs (e.g. number of license, level of support etc

• Schedule presentation date • Confirm presentation participants with Project leader • Determine individual presentation roles • Customized presentation for target audience • Rehearse • Present to key management technical managers and customers • Solicit audience input • Debrief after presentation to review key findings • Provide specific references to the customer

• Customized presentation appropriate for audience, reinforces value proposition using their terminology and addressing their needs • Agreement on Value proposition and solution • Agreement to select Oracle and partner • Increase support for change

• Assess Customer reaction

• Losses: Determine primary factors

• Schedule and conduct follow up meeting with customer

• Losses: Positively position partner and Oracle for future sales.ch

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Phase Six – Reach Agreement and Close Objective – Maximize the profit generated from the agreement and obtain signed contract

ACTIVITY OBJECTIVES TASKS DESIRED OUTCOMES • Prepare and present Proposal Presentation

• Summarize confirmed Value Proposition • Gain initial customer agreement on key points • Identify specific areas where further discussion is needed • Outline transition plan

• Formulate proposal and transition plan • Discuss and agree on key points • Prepare presentation • Present proposal to transition plan to key decision makers

• Identification of key open issues • Customer agreement to transition approach

• Negotiate and agree on Terms and Conditions

• Clarify and resolve open issues • Agree upon final pricing, terms and conditions

• Summarize key negotiation points and determine parameters • Develop and present alternative proposals to decision makers and negotiate until open issues are resolved

• Agreement on pricing and contract terms and conditions

• Obtain Signed contract and Close

• Obtain signed contract

• Document agreed solution, pricing and other terms and conditions • Deliver contract to customer and sign

• Signed contract.

• Close order/report sale

• Verify licensing, pricing, bp • Report order to Oracle & all required documentation • Ensure Oracle has recorded the order and the software has been delivered

TY OBJECTIVES TASKS DESIRED OUTCOMES

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Building an Account Plan

Overview Keeping an account plan should be standard for all customers, but plans are also useful for prospects as well. The account plan should be regularly updated, and when elements change you should consider how the new information might progress a prospect into a customer or further a sale to an existing customer. The template in the ‘Useful Things’ section may help you with your account planning. It pulls together the different factors considered below.

Why do I Need an Account Plan? An account plan is essential for keeping track of the developments that take place between you and your customer. It is also a useful tool when you are considering your forecasting plan for the year. An account plan is an essential source of information about the account and ensures continuity of approach. A standardized format means that accounts can be compared and areas of weakness and strength can be highlighted.

How do I Set One Up? Create a standard template that suits your customer or use the template provided. The customer should provide some of the information, and research should enable you to fill in the gaps and draw conclusions. It is important that your account plan has an objective and a timeframe for each objective. It should be regularly reviewed. Use the Internet to gather facts about the industry, competitive trends, and any new legislation that may be relevant. Your customer’s annual report should give you the necessary details about the hierarchical structure within the company, number of employees, etc. Further tips on gathering information are to be found in ‘Fact Finding’, and ‘Identifying the Oracle Need’. Implement a system whereby the account plans are regularly checked and updated. Every time you correspond with the customer, log this into your account plan. You should have a record of how often you make presentations or pitches, how often you provide after-sales support, etc. This will enable you to closely monitor your progress.

Running the Account Plan It’s important that the account plans are properly maintained and updated by the sales representatives responsible for them.

Hints & Tips –Your plan should analyze the current circumstances, highlight opportunities, and state potential commitments and solutions. – Help your prospect to visualize the solution addressing his business needs.

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– Share account plans with your Oracle account team to ensure that everybody has a common understanding of the opportunity.

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Planning a Sales Call – Personal and Telesales

Overview Before you meet your potential buyer, or speak to them on the phone, you must carefully plan your sales strategy from start to finish.

Dress the Part People judge us initially by appearances, and in most cases an initial judgment sticks. Dress appropriately when meeting with a customer.

Be Organized As well as noticing how you are dressed, your potential customer will also notice your behavior. If you need to bring along product information or perform a demo, make sure your materials are packaged neatly. Take a notebook and pen with you to jot down ideas or points that come up. If possible, ensure you have arranged an optimum time for your appointment, and that the customer is in a position to be receptive, i.e. not worrying about their next appointment.

Have a Good Attitude! Just as flu can be infectious in any working environment, so too can enthusiasm. When selling you should be confident and persuasive, but never pushy – no one likes to be bullied into making a decision. Smile, walk confidently, be friendly, and above all believe in what you’re selling. Be on time, be prepared, and be ready. If you are part of a telesales team you can easily be affected by other people’s moods. Don’t bring problems into the office. Sometimes it helps in telesales if you make a call standing up, particularly if you think it may be a difficult one. Standing can make you feel more in control and this will come across in your speaking tone. Remember that how you sound on the phone is important, because as the customer can’t see you, your tone of voice is how they will judge you.

Basic Planning Something as simple but common as an unexpected traffic accident can prevent you from making your appointment on time. Allow time for mishaps. If there is nothing you can do then phone your customer to alert them of the situation and offer to reschedule the appointment. This will show that you are aware that they are busy and that time is precious to them. Use your own time wisely – don’t take two hours to sell something if you can sell it in one.

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Knowledge is Power In order to sell effectively you must know your products inside out. This is the place to begin your store of knowledge. Your buyer will not be interested in the features, but rather in what benefits these features will have for them. Once you know your own products it’s time to investigate the competition thoroughly and know the areas in which you can persuade your buyer that your product is better. Ensure you are aware of your customers’ business, so that you are not trying to convince them to buy something they have no need for. Always do as much research on your customer as possible. Check their Website, read their literature, know their problems. The more you know about your customer and the more you can talk about their problems, the more they will listen. Further tips on research are available in ‘Fact Finding’ and ‘Identifying the Oracle Need’.

Preparing Your Opening Statement Begin as you mean to continue – in a professional and practiced manner. You should thank the customer for agreeing to see you, remind them of why you are there, and begin your sales pitch. It’s a good idea to have a trial run at your opening statement so that you appear calm and confident on the day.

Going the Extra Mile There are several ways in which you can make that extra effort to win a sale. Study market trends and be ready to convince your buyer to take new products on board. Have statistics and facts to back up your sales pitch. Be media aware. Keep up-to-date with business TV, radio and press. If you are industry-aware and interested it will help set the right level of professionalism between you and the customer. Another way in which to stand out from the crowd is to take a genuine interest in your customers. It will go down well if you take two minutes to show your human side and ask your customer about their game of golf or trip abroad.

Closing the Call Once you have discussed the agreed topics and any other business, determine and agree the next step, e.g. that you will come back with answers to any questions and the customer will arrange a meeting with you and their decision maker. Send a follow up letter thanking your customer for their time and confirming the next stage. See ‘Following up the Sales Call’.

Hints & Tips –A good tip for finding potential business is to keep on eye on the national press for companies that are recruiting – this usually indicates an expansion. The trade press will often have reports on how companies are doing, and this too can be helpful when planning for potential future business. - Remember that the competition will always catch up and your products’ benefits may not always be unique. This means that often the

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reason your buyer goes ahead with an order is because of you and your presentation, so make it a good one.– When you have the appointment write to the customer and confirm the reason for the meeting. Ask if they have anything to add. Then when you arrive, reconfirm. This way both sides know why they're having a meeting.

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Sales Call Checklist

Before the Call • Do I know what my objective is for the call? • Does the person I am meeting know why we are meeting? • Do I know what this company does? • Do I know what their financial status is? • Do I know whom their competitors are? • Do I know the role and responsibilities of the person I am meeting? • Do I know what I don’t know? • Do I know what questions I am going to ask? • What is my opening statement?

During the Call • Have I agreed with the customer the purpose of the meeting? • Does he or she know why my company is talking to them? • Do I know what his/her pains are? • Do I know what his/her priorities are? • Do I know if he is the person with the Money, Authority, Need (MAN)? • If not, has he/she told me who is? • Does he or she know what my value proposition is? • Have I asked all my questions? • Do we both know what the next step is? • Has the meeting met mine AND the customer’s expectations (has he/she agreed)? • Have I registered any objections and what I need to do to overcome them?.

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Reaching the Decision Maker

Overview When you are carefully planning your approach for • A sales call • Your presentation • How to close One thing to bear in mind is that your plans may be in vain unless you are actually going to be speaking to the Decision Maker, the one who says yes and has the Money, Authority and Need (MAN).

To Whom Am I Speaking Before you ever get to the appointment stage you may have to phone the company to ask for the name of the relevant person to whom you should address a telephone call or send an introductory letter. It’s not uncommon for an executive assistant or receptionist to have been warned not to put through unsolicited calls or give out phone numbers. Don’t fall at the first hurdle. Explain politely and briefly who you are and the purpose of your call, and get a contact name at least.

The Next Best Thing A good way to ascertain where exactly your customer is in the buying chain is to ask a few pointed questions, without suggesting that you are not really interested in their time. Try ‘Will you need to discuss this with anyone before deciding?’ or ‘What is the process for signing off an order?’ This will let you know who’s in charge. Try to get a feel for the attitude of this person by speaking on the phone before arranging a meeting. Perhaps they don’t have the final say, but once they get approval they may well be the person you then deal with. Sometimes the Decision Makers will do purely that, decide, and then they will delegate responsibility. Once you know where you stand with this person you need to consider your approach. If they will be the ones you deal with in future you should make a full presentation. If they are merely going to make a recommendation and pass the future meetings on to the Decision Maker it might be wiser to save your energy for that person.

Getting past the Executive Assistant If you do need to deal with someone else, the chances are that you will need to go through the assistant of the person you want to speak to. There are various techniques for making this process easier: • Ask for the prospect using his/her first and last name and sound as though the call is expected. Sound confident, speak fluently and smile and do not offer any further

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information. If the prospect is out ask when they are due back and say you will ring again, do not leave your details. • By sending an introductory letter prior to the call which introduces both you and your company it gives you something to refer to, i.e. "I am following up the letter I sent on..." or "I am ringing to clarify a point in my letter of...". The assistant will remember the letter or at least think they ought to and then put you through. The letter makes this look like a long-term relationship not a first time call.

The Top Cat Of course if you’re lucky enough to reach the top person initially then you know that this is the person you must impress. Are you fully prepared? Use the questions in ‘Identifying the Oracle Need’ to help prepare you for an initial meeting.

Hints and Tips –Never brush anyone off. They may not be the Decision Maker, but they may well block your way to that person if they don’t like your attitude – An Influencer will want to know how your product works and how efficient it is. A Decision Maker will want to know how much your product costs and if they’ll get a return on their investment

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Fact Finding

Overview There are two times to fact find during a sale – before the sales pitch, and during the sales pitch. Before you meet with the prospect your fact-finding will be broad-based research. When you are actually in discussion with the prospect you need a very different approach to getting the information you need.

Before the Sale Before you go to make your pitch you need to know as much as you can about the prospect’s business and about current market trends, etc. • Use the Internet to find out about your prospect’s business. Business directories are a very valuable source of information, or try using a business information analyst such as Dun and Bradstreet. • Phone your prospect and ask for the company’s annual report. Use all methods available to gather as much information as possible. • Try to find out who your prospect’s key competitors are and how they measure up against them. Get to know the jargon of the industry you are selling to, read industry journals, look at market research papers (some research agencies make information available on their web sites). • Get to know the burning issues of the day in that industry, read the business press and listen/watch TV and radio. Once you’ve planned your sales call, the next step is to make the most of it. Knowing what your prospect needs or wants is the only way you are going to make a sale. Below are some key points to help you find out the facts about your prospect once you are in the meeting and ready to make the pitch.

During the Sale When you are in the meeting with your prospect, remember the key points – Why should this person buy from you? – Why should they buy the product or services that you’re offering? You must also decide what your objective is for this call: • Do you want to come away with an order, and if so what kind of order? • Is your objective to make a good presentation and then get a second appointment where the details of ordering will be discussed? • Do you need to give a brief overview and then get a second appointment at which you can give a demonstration? Once you have decided what exactly you are trying to achieve, you are ready to work towards your goal.

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Ask the Right Questions Prepare the prospect by asking how much time you can spend on questions. An intelligent comment or a well-structured query asking for help in understanding an article you have seen will bring forth information. People are normally delighted to tell you about their jobs and show off their knowledge. That discussion can reveal business drivers, e.g. level of waste product too high, which then leads neatly into a ‘why is it too high’,’ are you worse than industry average’,’ what does it cost you’ or ‘is it worth fixing’ conversation. Ask the prospect’s opinion on what you are trying to sell, this will uncover any early objections to your products and services. Tell them that if they answer your questions you will be able to see how your Oracle based solutions can help their business. A good way to begin is to ask a few questions in a conversational manner. This can often uncover some important information. • General open questions will establish the prospect’s area of interest. • A more specific open question will influence how your prospect answers. • Closed questions will only result in a ‘yes’ or ‘no’ answer. • Something which can work if done properly is the ‘what if…’ scenario, especially if your customer seems reluctant to commit.

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Example Questions

TYPE

EXAMPLE

POSSIBLE ANSWER

OUTCOME

• Conversational

• How are things at the moment for the company?

• Very well, we’re expanding right now.

• Take this as a cue that your prospect is in a really good position to do business.

• General Open

• How is your company structured?

• Well, we’re split into different departments. I’m in charge of marketing.

• You know that you may need to speak to people in several different departments.

• Specific Open

• What are your views on the internet?

• Something we’re looking at but still not sure how we could benefit from it.

• Good news for you. You have an opening.

• Closed

• Are you interested in discussing how we can help you move your applications to the web?

• Yes I think we could do that.

• You’ve got the go ahead to launch into your pitch.

• What if?

• If you don’t go with this new system, will you find your customers moving to alternative suppliers? • What if money were not an issue, which problem would you fix first or what would you do to make the company more profitable?

• Yes, but I probably need to think about the solution some more. • I’d sort out the problem with the lead times.

• Have you read ‘Closing the Sale’ on how to deal with objections? • You have now uncovered your prospects biggest pain, which leaves the door open for you to try and solve it.

PE EXAMPLE POSSIBLE ANSWER OUTCOME More tips on questions can be found in ‘Identifying the Oracle Need’.

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Are you listening? Questions are of no use unless you listen to the answers. You can tell a lot by a person’s body language, so look out for signs of interest, boredom, cautiousness and other factors that might influence a buying decision. You may not be able to see your prospect when you’re on the phone, but a person’s tone of voice can tell you almost as much as their body language.

Closing Once you have discussed the agreed topics and gleaned as much information as possible from the prospect, summarize the needs and desires that the prospect has expressed and come to an agreement on them. You will then need to decide on the next action, e.g. answer any questions the prospect has, arrange a meeting with their manager, etc. Don’t forget to follow up the meeting with a letter thanking the prospect for their time, reconfirm the main topics of the meeting and the next stage, which has been agreed upon.

Hints and Tips – Listening instead of talking can often glean you more information. Use the 80/20 rule, listen at least 80% of the time! – Make sure that you and the prospect agree on their needs and desires. – Remember that your prospect doesn’t want to buy your product; they only want to buy what it will do for them and their business. – Don’t finish the meeting or call without knowing whether he is the MAN (person with Money, Authority and Need), if it is not he use your questioning skills to find out who is.

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Identifying the Oracle Need

Overview A major part of your sales planning will be identifying prospects who have a clear need for Oracle solutions. In both the initial stages of finding out about an industry and company, and later when meeting customer contacts, you will need to be clear about the types of business issues that can best be solved using Oracle solutions and your own products and services.

Flexibility One of the key skills of a professional sales person is ‘flexing’ their style to suit their audience. Your fact finding questions for the CEO of a long standing company will differ from the questions for the technologist responsible for an internet start ups technology decision. Changing both your style and the content of your questions will not only get you the information you need to qualify the sale, but will also demonstrate to the customer that you have done your homework and already have some understanding of the issues they face.

Company Profile To simplify matters, we have looked at two very different company profiles and assessed the types of issues they might face that would prompt them into looking for an Oracle solution. These are the traditional companies looking to move into the ‘E-Business’ world, or internet start-ups. Both have unique business drivers that would lead them to Oracle.

Business Drivers Some examples of business drivers for the more traditional companies are: For the CEO • Market Share • Products and Services Innovation • Productivity • Liquidity and Cash Flow • Business Profitability Questions on the CEO’s mind • How can I beat competition by creating and maintaining customer satisfaction in order to retain customers? • How can I increase profit by analyzing and optimizing the product mix? • How can I take advantage of the Intranet/Extranet/Internet trends?

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• Who are our top 50 customers? How valuable are they to our business? • I want a continual update on all aspects of the business – I need a 360-degree view. • How can you help me to measure and monitor profitability, cost contents and budgets? • How do I get timely, accurate and responsive information to help me make business decisions? For the CFO • Cash Flow and Liquidity • Profitability • Relationships with Investors and Banks • Operating procedures and guidelines • Mergers and Acquisitions Questions on the CFO’s mind • How can I produce my monthly reports with value added analysis? • How can I avoid the huge costs of retyping the same data into different analytical packages? • How can we increase productivity and still maintain a high quality of operation? • How can I control or reduce operational costs with new technology? • How can access to the Internet strengthen my purchasing power? • How do we monitor and measure performance using web technology? • How do I know what parts of the business are not performing? • How do we improve the productivity of maintenance and management costs of our IT systems? For the IT Director • Satisfying Internal Customers • Aligning IT with Business Strategies • Contributing to productivity gains • Open and Flexible IT infrastructure • Knowledge Management Questions on the IT Directors mind • How can I fully integrate my fragmented applications and databases using web enabled technology? • How can I achieve a mission critical system 24 x 7? • What if I am asked to cope with an unprecedented increase in volume? • If we merge with XYZ company, how easy will it be to merge our databases? • How can I avoid users entering the same information over and over again? • How can I fully integrate disparate systems? • How can I afford to maintain all the skills I need to integrate these systems? • How do I please my internal customers? • How do I understand how to make the best and most innovative use of technology? • Will my IT infrastructure inhibit business innovations? • How can I deliver an integrated architecture and still meet short-term requirements?

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• How do I successfully integrate data from many different sources? The business drivers for New Companies will include: • Time to market • Reliability and scalability of solutions • Investor relationships • Finance and profitability Questions on their mind • Which technology solution will provide the speediest time to market? • How can I exploit advanced technology with the limited resources in my team? • What happens if we exceed our projected customer numbers? • How can I use technology to build a competitive edge? • Which solution will keep potential investors happy? • How do I balance the need for a robust solution with limited finance options? • Do we have the skills in the team to make this idea a reality?

Preparing Your Questions In addition to considering the business drivers above, you may find the following questions helpful in preparing your fact-finding meetings. Questions to the CEO • What are your plans for: – Intranets – Making information available to all your employees – Extranets – Empowering your suppliers to better serve you – Internet – Allowing your customers to view information, transact or purchase • Do you know who your competitors are? If yes, are they changing, coming from different industries, countries, etc? • What are your competitors doing with the web? • What is your market share? (is it increasing or decreasing)? • What is your market doing, opportunity growing or diminishing? • Do you know which of your products is the most profitable? • Do you know who your best and most loyal customers are? • Do you know how much to invest and where on assets and headcount? • What are your growth plans? • What major initiatives are underway to meet those growth objectives? • Are there any plans for mergers or acquisitions? • What are your channels to market? Are they delivering? • Are you looking to move into other countries? • Is your organization efficient enough to be able to deal with your growth plans? • How efficient is your supply chain? • Do your competitors have similar objectives to you? • Are you satisfied with the current level of ‘responsiveness’ of your organization? How could it be improved?

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• What areas of your business are most at risk? Are they consistent with the industry? How are you managing them? • Is ‘change’ a key issue for you and your organization? • If your IT systems are down/unavailable what is the cost to your business? • If your web site is unavailable what is the impact on your business? • OF ALL THE AREAS WE’VE DISCUSSED TODAY, WHICH IS MOST IMPORTANT TO YOU (KEEPS YOU AWAKE AT NIGHTS) Questions to the CIO/IT Director • Do you have an E-Business strategy? If no single strategy, does this cause a problem with getting access to the right info at the right time? • What is your tools and business intelligence strategy? How effective are they? • What are your current projects, which is most critical and Why? Internet • What are your views on the Internet? Do you feel this is an opportunity or a threat? • What are your plans for: Intranet, Extranets, Internets, and E-Business? • Are your users demanding web applications? • Do you have a number of legacy applications, if so how do you plan to move them forward (new functionality, move to the web, etc.)? • What is your maintenance backlog, if any? • How are you planning to integrate existing systems with your web strategy? Skills • What is the skill profile of your department? • How easy is it to get new staff/retrain existing staff? • Do you need to have a large number of skill sets to manage diverse applications and development tools? • What productivity tools do you use, how effective are they? • Do you use a CASE tool, is it used to its full capability? • Do your developers work from home? Management • How do you manage your PC community, support, upgrades, management, etc? Do you have a backlog? • Do you offer a service level to your users/suppliers/customers? • Do you ever fail to meet it? • Are you looking to reduce infrastructure costs and increase the life of your PC's? Platform • What hardware/OS platforms do you have? What is your strategy over the next 3 years? • Do your users work from home/stand alone mode? • Are you planning to web enable any of your legacy systems? If not, why is that? Users

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• What type of users do you have – Office Based, Field Staff, Home Workers, Warehouse/Factory, Mobile? • Do you have users that require access to corporate information systems while not connected to your local area network? • Do you have users that are ‘on the road’ most business days? Do they need access to your corporate information systems? Questions to the Line of Business Directors • How easy is it to get a complete view of your company’s sales/products/finances/personnel information? • How does your department/division/country share information? • Do your employees have access to the right information in order to do their job/make decisions? • Do your information systems meet your needs? How/Why not? Marketing • What are your views on eCommerce? • How easy is it to get new products to market? • How effective are your marketing programs? • Do you know which customers are more profitable than others? Sales • Are your margins under threat? • How loyal are your customers? • How self-sufficient are your customers? • Are you happy with your sales force productivity and effectiveness? • How effective are your indirect channels? Purchasing • Do you have high stock costs? • How quickly can you replenish stock? • How do you interact with your suppliers and distributors? Manufacturing • Are you happy with your build cycle times, work in progress and inventory levels? How do these compare with your competitors? • Do you work closely with suppliers to ensure quality and speed in time to market? Human Resources • How do you know where your human capital is deployed and ensure that it is leveraged in the right place in the organization to support business objectives? • How do you plan, hire and retain the best and brightest? • Are you happy with the level of administrative costs in HR? • Could your admin people be better deployed on more qualitative tasks? Finance

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• How do you measure performance across the company/extended enterprise (suppliers and distributors)? • How do you measure efficiency across the organization? • How good is the quality and speed of decision-making? • Are you able to take advantage of any local cost benefits? Questions to a Project Manager • What are your current projects, which is most critical and why? Productivity • Do your custom-built applications meet 100% of your customers requirements on delivery? • Do your design and development tools allow team development? • Do you develop for a variety of platforms? • Do your tools allow you to maintain the application over the entire life of the system? • Can you leverage information/code from one project to another? • Are you happy with the quality of code? • Do you have a problem with programmer productivity? • How do new applications integrate with existing ones? Web Development • Are you planning to build applications for the web? • What are your plans for Java, if any? • Do you want the flexibility of a 3GL? • What standards are you planning to use when moving to the web? Are you looking for open standards? CORBA/IIOP? • Do you have Customer Server Applications that are difficult to maintain? Are you interested in moving them to Web Technology? • Do you have legacy mainframe applications you want to Web-enable/move to the web for greater access? • Do you develop distributed applications? Branch offices? Remote Servers? • How do you support remote, disconnected users with your applications? Questions for the nascent companies: The Company • What is your basic idea/business concept? • Are you a new Company or a spin-off from an already existing company? • Who are your targeted customers? • Who are you going to transact with on the Web (suppliers, partners etc.)? • What is your business model (business to business or business to consumer)? • How long have you been trading as a company? • Has your idea already been developed by another company on the web? • Who are your competitors? How do you differentiate yourself? • What are your revenue streams (advertising, eCommerce, affiliation)?

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• How will you measure your success (number of hits, number of registrations, number of transactions, amount of revenue)? Who are your main business partners? • Do you have a completed business plan? • If yes, can we see the executive summary? • Has it been validated (due diligence)? • If no, when will it be ready? • Do you need help to finalize or validate it? • Are you working with an Incubator? If so, which one? • Have you secured funding? Which stage are you in? (Seed capital (personal, family, angel, incubator),Venture Capital 1st round, Venture Capital 2nd round, IPO) • If yes, who are your partners? When will funds be available? How much have you raised? • If no, how do you plan to fund your activity? • How much of that funding do you plan to allocate to your technology solution? The Team • Who are the company’s founders? What is their background? • Who is your CEO, CFO, CTO, Sales and Marketing Directors? • What is your role in the company? • Who is the ‘decision maker’ on technology? What is the decision making process? • Are you using external advisors/consultants? If yes, which ones? • How do you plan to recruit additional team members? Web Site/Technology preferences • What are your site’s main functionality requirements? Do you need chat rooms, market place functionality, auction, on line catalogue, payment, news feeds etc? • Is your site live on the web? If no • When do you plan to launch? • Who’s developing your site – in house, custom made or packaged solution? • Who are your IT Implementation partners? • What are your platform preferences? If yes • What technology have you chosen? • Who are your IT implementation partners? • Have you developed your site in house, or is it a custom-made or packaged solution? • What are your projections for site loading, number of hits per day, number of concurrent users, number of product references etc.? • What are they key technology requirements/factors affecting your site efficiency: scalability, security, high availability? What are your main technology decision-making criteria? • Have you already engaged with an IT partner? • To run your business on the Web have you considered adding one of the following functionality to your site? – Catalogue providers – Business Intelligence solutions, site traffic and audience analysis,

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– One to One, personalization and recommendation engine, –Payment, Point of Sales, –Procurement, – Mobile functionality, • Have you considered integrating your whole value chain, implementing a back office and supply chain solution? • Are there any existing applications that need to be integrated with your IT architecture?

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Following up the Sales Call

Overview A follow up letter is a simple document, which confirms points raised, discussed and agreed during the meeting. If you qualified the opportunity and the prospect is happy to move forward you should also detail the next steps in the letter in the form of an action plan, e.g. key activities, events and milestones to be followed during the sales cycle. Typically a plan letter will include appointments with different executives or heads of the various business units or functional areas. Below are some guidelines on using this type of approach. The plan letter should be brief, 2–4 pages, with the first page serving as an introduction and the following pages a schedule of the agreed upon activities, dates, timescales and participants.

Why Use a Plan Letter Plan letters are useful early in the sales cycle in order to gain control and influence within the opportunity. Sending a letter can benefit in the following ways: • Forms the start of a formal relationship, e.g. preparation for further dialogue • Increased influence in the account. In many cases the use of the plan letter has helped sales teams to build rapport early and to completely shut out other vendors • Ensured access to decision makers and key executives • Shorter sales cycles. Agreed action plans help to smooth the sales cycle and minimize delays • Following a mutually agreed upon plan will help the prospect visualize the close • Improved co-ordination between your suppliers, e.g. Oracle • The letter helps to serve as a contract for internal resource planning.

Positioning with the Prospect • For prospects, the letter serves a different purpose. • Inexperienced customers – are very receptive to a plan letter because it provides guidance. It helps to assure the inexperienced buyer that they are taking all of the appropriate steps before making a decision. • Experienced buyers – in this situation the letter helps the sales team step out of the normal sales process to help differentiate your services and Oracle products from the other competing vendors. Use of an agreed plan in these accounts helps to compress the sales cycle. By reconfirming points agreed it also serves as a qualification tool.

When to Use a Plan Letter: • While the most common time to use the letter is in the early stages of the sales cycle, it can be used several times in the sales cycle.

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• Early on – Utilizing a plan letter will help build rapport early in the account as well as to differentiate you and Oracle from the competition. • Mid cycle – Use of the letter will help co-ordinate complex resource requirements. Here it may not be necessary to share the plan letter with the customer but rather it will serve as an internal contract between your internal resources and Oracle. • End – Use toward the end of the sales cycle will outline key steps that will help the customer visualize the close. • To ‘Sell Up’ – By copying the letter to an executive ‘CC: executive name’, you can gain access to a more senior person within the organization.

Tactical Tips for Plan Letter When the customer views the letter they should see a clear process that has been mutually agreed upon. The document should be brief, including only details that are important to the customer: • Separate "Prospect", "Partner" and "Oracle" responsibilities • Prospects should be able to quickly reference his/her company's responsibilities • Do not clutter the letter with internal steps which the customer does not need to know to understand the process or meet his/her responsibilities • The opening paragraph should explain how you plan to craft a solution or the progress points discussed • Reassure the customer that by following the outlined activities, your team in association with Oracle will be able to best understand business issues and develop the best solution • Separate major dates and responsibilities and place at the end of the letter • List the date, event and participants in column form. This should be an easy to read schedule • Remember each plan letter is different, tailor it to each prospect, don’t use the one you did last!

Hints and Tips – Remember that the objective of the follow up letter is to gain commitment to move forward to the next step. In most cases it will not be necessary to have the prospect sign off the letter, sometimes a phone call or face-to-face review of the schedule and a firm handshake are appropriate. – If, after the initial call, you believe there is no opportunity, don’t forget to write to the prospect thanking him/her for his time and ‘hope you will be able to do business with him/her in the future.

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Follow up/Action Plan Letter Template Mr/Ms Customer Job Title Company Name Company Address Dear Mr/Ms Customer: The opening paragraph should be used to justify your presence in the account. Here you should thank the customer for their time and interest. Next confirm some of the initial findings regarding the customer’s business interests. This statement should be generated from information gathered through previous conversation, or the insight gathered during the initial assessment activities. Next explain the purpose for following the schedule of proposed activities and events. By following the plan, yours and the Oracle sales team will be able to gain an appropriate level of understanding of the prospect’s business goals. With this knowledge, you will be able to develop the best solution to impact these business goals. If you are able to take an initial view of the impact to business drivers, include that data here. Close the letter by asking the customer to advise you if you have missed any points then finish with a follow-up date to review this document and gain agreement. Yours sincerely Your name Your job title CC: Your manager, Your Channel Manager, Oracle Corporation

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The Written Proposal Overview The proposal is the ultimate item, which will bring together all the strands that you have been working on. It should sell your ability to deliver a quality solution. Whether you are working on a small or a large deal you should ensure that the documents the prospect reads are clear, precise and reflect the following where applicable: 1. Your knowledge of the prospect’s day-to-day operations and their main business issues. 2. Your understanding of the needs of the various members of the prospect’s decision-making team. 3. Their language and attitudes. 4. Responses to any fears and uncertainties expressed by the prospect during previous meetings or calls. 5. Justification for the decision and their investment with you. The proposal should crystallize everything that is in the mind of the reader and should be suitable for use as a working document for the reader to gain internal commitment to the purchase. If the size of the deal is relatively small you may choose to do a simple quotation, but a covering letter should be sent detailing the Proof Points and Summary of the proposal.

Suggestions for content Introduction A preliminary statement outlining the background to the proposal, perhaps thanking the prospect for being given the opportunity to respond to the bid. Executive Summary Outline a brief summary of your company’s value proposition and why you are responding to the customer. It is also useful to include a summary of the following as senior management may only review the executive summary: • Highlight the business problem • Associated assumptions • Suggested solutions • Cost/Benefit analysis • Timings • Required steps to achieve maximum benefit of the proposed solution • Call to action Proof Points The key benefits to the customer of choosing your company and proposed solution. If you are incorporating graphs make sure that they are clear, i.e. if it doesn’t make sense in 10 seconds, redo it.

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Summary of the proposal Why you are proposing this solution and possible options for moving forward, e.g. payment plan. Finance Details Details of any finance being made available. Other Services Offered E.g. Project co-coordinator, onsite account manager, etc. The Financial Offer Detail the products and services on which the offer is made. Detail the total price for each of the component parts, e.g. software licenses, services, support and maintenance, hardware, etc. Timescales/Implementation Schedule Events to be covered between now and the delivery of product and/or services. Closing statement Summarize and detail next actions. Make sure you state clearly if the proposal is based on any criteria, e.g. subject to an order being received by 6th July. You may also need to include any restrictions laid down by your company, e.g. Errors and Omissions Excepted, Confidentiality Clause, etc.

Hints & Tips – When quoting for Oracle make sure you understand the different license and user types. – Do not lapse into technical jargon. – Your proposal should be viewed as both an internal justification document (why should your company go after this business) and an external sales document (in some instances, this document will be the only company representation a person may see – board director etc). – It can be useful to test your proposal on your customer before formally presenting it, test it on your sponsor but not the person who will sign the contract.

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Closing the Sale

Overview Once you’ve done your initial questioning as explained in ‘Fact Finding’ you are then in a position to give a presentation on the solution you are trying to sell. Preparing the presentation involves the following: • Having a thorough knowledge of your product and the services you offer • Having an insight into what the competition can offer • The ability to speak clearly, listen to your prospect and watch out for body language, which indicates signs of interest, boredom, caution • Being organized and professional, more of which is discussed in ‘Planning a Sales Call’

Asking for the Order • Close early and often. You can always ask for the order at the first meeting. Never be afraid to ask for the order. Customers get pleasure out of giving you an order because they feel that you are then in their debt • Be bold and straightforward. Ask for what you want and don't try to disguise the fact that you are asking for the order. Customers will see through the disguise • Use closing to get objections into the open. If this doesn’t work you need to look at using the ‘If I handle that objection do we have a deal?’ approach

Dealing with Objections Once you’ve finished your presentation your prospect may come up with reasons why they don’t want to buy what you’re trying to sell them. Let’s go back to a point covered in ‘Fact Finding’. Are you trying to sell them something they don’t need or want? Did you ask the right questions at the initial stage? If you feel you are indeed offering them something that will help their business, then you have to start teasing out why they are reluctant to buy. Sometimes a prospect will already have an order with your competitor and would prefer to play it safe than try out your solution. In this instance, you could suggest a small trial order. If your solution works far better than the others, then you’re in a good position for a bigger order next time, and you may be able to close out the competition. Whatever you do, however, don’t knock the competition. Instead emphasize the competitive advantages of your products. Another area where prospects often raise objections is that of cost. Perhaps you will be in a position to offer a small discount, but quite often you will not. The thing to do here is to emphasize value for money. Money is never the crux of an issue with a buyer. What you need to get across is that your prospect will be getting value for money. Emphasize the scalability, reliability and performance of the Oracle based solution. Talk about the cost of ownership, quality of support and so on.

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Let’s take a look at those prospects that ‘need to think about it’. You can ask them what exactly they need to think about. Have you not covered all their needs in your presentation? Is there something about the product that they haven’t understood? If your prospect can tell you what they need to think about, you may be in a position to swing the meeting round to close the sale. What you must do is make a follow up appointment there and then so that you have a fixed date when you can return to discuss the order. A good tip for handling objections when selling by phone is to use language that will conjure up a positive image in the prospect’s mind. Paint a picture by using words. Offer to arrange a demonstration or send a sample. Think ‘Good Customer Care’ and use the ‘I’ word,’ I can arrange a demonstration for you’, ‘I can have a sample sent to you right away’. Take charge of the call, show the prospect that you are responsible for them and will do a good job for them.

Close it! Say to your prospect ‘Shall we go ahead with the ordering process now?’ If you feel this approach is too direct, try a question that seems like an option but which requires a ‘yes’ answer, e.g.’ Would you like to pay everything at once, or in installments?’. Alternatively you can try a close which assumes that the prospect is definitely going to buy, e.g. ‘How soon would you like this delivered?’ Still think you can’t be that forceful? Try saying nothing! Depending on the type of person your prospect is, to sit back and wait for them to take the initiative may be your best move. Use your judgment to decide which close best suits both your personality and that of your prospect.

Hints and Tips – When giving your presentation leave brochures and anything else you’d like your prospect to look at until the end. If they’re distracted by paper they won’t listen to you. – If the prospect suggests that they might be interested at a later date, put a note in your files and contact them again when the time comes. – Remember if you don’t ask you don’t get – ask for that order!

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Negotiation Tips • Remember, if you don’t have to negotiate don’t! • You don’t have to offer a discount. Consider other options such as a finance plan • Determine the prospect’s buying process as early as possible in the sales cycle. Professional buyers introduced at the end will be looking for discount over and above any you may have negotiated with the customer. Include buyers early • Deliver your proposal with confidence and not in a manner where you are expecting them to respond with an objection or a request for discount • If you need to offer a discount, get something in return, e.g. prospect to agree to being a reference customer • Rather than reducing the price try reducing the products or services that are included • Emphasize value rather than cost • If in a competitive situation make sure you the customer is looking at total cost of ownership for all bids not just the initial price.

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Objection Handling tips • Objections aren’t always a bad sign, they can be a buying signal • By continually reviewing your account plan and listening to the prospect you can often prevent objections arising in the first place • If there are price objections, try to position the value of the complete offer, products, services, account manager, etc. Often the objection is a false one, try and uncover what the real objection is so that you can counter it • If you succeed in solving the problem, the relationship between you and the prospect can become stronger

Stages to Objection Handling Understand • Listen to the objection, make sure you understand it. Never argue back • Pause before replying. Give yourself time to think, time for the prospect to qualify the objection, they may answer it themselves • Question if you need further clarification. Also before responding, use this opportunity to make sure there are no further objections. This will avoid you being handed with another objection as soon as you have solved the first one. It is better to get all objections into the open, allowing you to move forward with a trial close – "…if I solve these problems can the order be raised?" Respond • Reassure the prospect that you have acknowledged his objection. If you don’t have the answer make a commitment as to when you will be able to reply Confirm • When you have removed the objection get the customer to confirm that he is happy with the response, then trial close.

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Forecasting

Overview Forecasting is a continuous activity, which should be carried out at all levels and on all aspects of your company’s business. Forecasting monitors, measures, and tracks sales activities from sales person to sales manager and from sales manager, up to the Board of Directors and the Managing Director.

Why Forecasting is Important Forecasting is one of the primary business planning tools, which enables directors to understand at any point in time the current sales position against annual objectives and targets. Forecasting is the responsibility of all salespeople through which they are accountable to the Managing Director and the shareholders. Your company’s annual business plan will cover a number of areas that are based on sales and expense forecasting. Sales forecasting will take into account turnover and gross profit by market, product and internal company division. Companies can apply a ‘bottom up’ or ‘top down’ approach to business planning, often they use a combination of both.

A ‘Bottom Up’ Approach This relies on clearly identified account plans for each of your customer contacts. These plans highlight opportunities and assess the potential of a sale. They also look at the timings and influencing factors. This is why your forecast is crucial to help the company develop its business plan and set realistic targets.

A ‘Top Down’ Approach This is used to assess expenditure in areas of capital requirements, resource planning, training, operational expense and investment in growth. It also assesses the sales contribution required to achieve company objectives. In this instance you will receive your sales targets and operational expenditure budgets by division. Your role is therefore to measure your success by forecasting current and likely sales against these objectives, so the business plan can be reviewed on a quarterly basis and adjusted accordingly. Regardless of the size of your company, forecasting is an essential business tool for managing sales progress effectively..

How Often? Forecasting should be done at the end of the month to predict for the coming month’s sales and to show future business opportunities in a structured and measured way. Each salesperson should make a forecast for every account that they are working on. The sales manager then has an overall picture of forecasted business in the current and forthcoming

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fiscal. Where necessary they can then plan the required resource and capital investment for the company to manage the business growth effectively. The same process applies to Oracle business. Oracle needs to see where its partners’ business is going and what share of that business is dedicated to Oracle. This is particularly important when you are applying for Marketing Development Fund (Refer to http://oracle.partner.com => Marketing Tab for more information regarding MDF).

How to Do It What you need to do is apply a probability percentage next to each account, according to what stage in the negotiations you are at. Each company has their own guidelines but this table gives information on how Oracle asks its sales people to forecast.

Deal Probability 0% Project on hold/cancelled/lost/deleted 1% Suspect 10% Prospect 30% Customer presentations in progress 40% Shortlisted/Still in competition 60% Customer decided to go with Oracle 80% Final paperwork 90% Contract 100% Contract processed/Paperwork with order/booked/signed.

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Case Studies

Case Study Number One

FINANCIAL ANALYSIS COMPANY Background: The company has extensive experience in Oracle technology

They specialize in financial services and marketing Type of Business: Distributed, multiple sites Market Served: Financial consumers Size: $50 million annual revenues

350 Employees IT Environment: Current Hardware: 6 single CPU Servers. Current Software: Unix,

NT, Oracle Enterprise edition (75 Concurrent Devices), Customized In-House Applications, 3 rd Party Applications

Business Issues: • Need Intranet, self-service, employee web site • Need for 50 financial analysts to access adhoc info

Products: Oracle Enterprise Edition, Internet Application Server Enterprise Edition, Internet Developer Suite

Likely “Deal” (solution):

Migration of Concurrent Devices to Named User Plus*, additional database licenses, new product licenses, support, education and services

*Approval required before quoting.

Case Study Number Two

DISCRETE MANUFACTURING COMPANY Background: The company has no experience with Oracle technology.

They specialize in manufacturing and distributing a product list of over 100 parts.

Type of Business: Distributed, multiple sites Market Served: Sell to 200 retailers Size: $150 million annual revenues

600 Employees IT Environment: Current Hardware: 3 single CPU Servers

Current Software: Unix, NT, 3rd Party Applications,

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12 IT Employees Business Issues: • Looking to expand markets with existing retailers

• Considering selling directly to consumers via web • Need remote inventory application for 4 warehouse locations

Products: Oracle Enterprise Edition, Partitioning, all Management packs, Internet Developer Suite, Internet Application Server Enterprise Edition,

Likely “Deal” (solution):

New products as per above, support, education and services

Things to Think About:

When will the system be ready for production? What is the recommended hardware configuration? Does the customer require development licenses & development tools? Collaboration Suite for employee voice, email, fax, wireless, and files?

Case Study Number Three

TRAVELLERS INFORMATION COMPANY Background: Developing a fast and easy-to-use GIS client application. This low-

cost application needs to be fully integrated and requires some legacy resource data. Will be used in kiosks to locate points of interest in tourist areas. Have been providing fax and call center tourist information using legacy system

Type of Business: Sell to Government (Parks etc.) and Public Sector (Tourism Bureaus, Airport Authorities etc.)

Market Served: Tourists Size: $200M Annual Sales. 1500 Employees IT Environment: Current Hardware: 5 MPP Unix and NT Cluster Servers

4 Unix Server with 4 CPU. 1 NT Cluster w/2 CPUs Current Software: Legacy Applications

Business Issues: • Need interactive, user friendly, Internet access • Need to reduce costs • Need to convert to one vendor software solution

Products: Oracle Database Enterprise Edition, Real Application Clusters, Partitioning, Spatial, Mgmt Packs, Advanced Security, Internet Application Server Enterprise Edition, Internet Developer Suite

Likely “Deal” (solution):

Products per above, Support, Education, Services

Things to Think How to migrate? Probable reduction in staff

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About:

Working With Oracle As a member of the Oracle PartnerNetwork you have access to many online resources for Oracle technology and E-Business Suite enablement. Benefits include education, support services, marketing and sales assistance.

Contact Information Oracle Home Page The Oracle website contains a wealth of information relating to Oracle products and services as well as the most recent Oracle news and up-to-date programs. http://www.oracle.com Oracle PartnerNetwork (OPN) OPN has been created specifically for you. This site is your gateway to the Oracle PartnerNetwork and associated product, sales, marketing, support and education benefits. These web sites will help you maximize the benefits you draw from the Oracle PartnerNetwork. http://partner.oracle.com Oracle Solutions Catalogue The Oracle Solutions Catalogue is a repository of partner solutions and services. End-users use the Oracle Solutions Catalogue to search for Oracle based solutions and services in their region and industry. Partners may complete their profile and solution description by visiting http://partner.oracle.com => Sales Tab Oracle Technology Network OTN provides services and resources that developers need to build, test, and deploy applications using Oracle products and industry-standard technologies. http://otn.oracle.com/ Partner Username and Passwords Your partner username and passwords will be required to access many of the Oracle PartnerNetwork benefits. The OPN Administrator in your organization will know your username and password. You may also add yourself to your company membership at no cost by visiting http://partner.oracle.com and selecting the “Join OPN Now” feature.

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Getting Started

Just For Sales We have provided information to assist you in maximizing your sales revenue online at the OPN web site. Get access to solutions sales kits, leads information, product availability and platform requirements, and pricing and licensing information. Step 1 Go to http://partner.oracle.com Step 2 Enter your username and password Step 3 Go to the Sales Tab Step 4 Browse the categories of information available to you

Training to Keep Ahead: We have put together a package of training to help you increase the Oracle skill set within your company, this includes regularly scheduled training events, product updates and technology based training. You also have unlimited access to Oracle Learning Network, with hundreds of hours of constantly updated product and sales training delivered by Oracle experts. You can access training available to partners and their sales team on the education tab at partner.oracle.com. In order to ensure that you understand and are well equipped to accurately price and license Oracle programs for end-users, please view the Business Practices Training associated with the license type and Oracle programs you distribute. In addition to reviewing this training, you are encouraged to take a short reseller competency exam before you execute an agreement to distribute Oracle. You can access training available to your sales team on the education tab at http://partner.oracle.com; the Business Practices Training information is also available on the sales tab.

Promote the Partner Solutions Catalogue – Your own Web Page at Oracle: The Oracle Solutions Catalogue is a worldwide, 24x7, Internet-hosted marketing and lead generation portal – an exclusive benefit of membership in the Oracle PartnerNetwork. Ensure your details are up to date and then use this to promote your Oracle partnership with customers. Please go to http://partner.oracle.com under the Sales Tab o begin entering your service and solution information into the Solutions Catalogue online profile.

Join the Oracle Technology Network (OTN) : The Oracle Technology Network (OTN), http://otn.oracle.com, is your technical resource for developing Oracle-based applications. Developers who join OTN will be part of an

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online community with access to free software downloads, OTN-sponsored Internet developer conferences, and discussion groups on up-to-date Oracle technology. In addition, developers at your company can have access to a special partners-only section of OTN.

How do I join? Go to http://otn.oracle.com, 'Membership' section (top, right-hand corner of screen). OTN and AppsNet membership is free. To access the partners-only services, individual developers must register themselves for OTN or AppsNet using your company’s 12 digit PIN number. After the individual developers at your company register for the partners-only section of OTN or AppsNet, each will be provided with a unique username and password to access the partner resources on OTN or AppsNet. Please note, the same username and password will be valid on both sites.

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Understanding Oracle’s Pricing and Licensing Practices

Overview Today, our pricing model is simple, flexible and transparent and is designed to facilitate an effortless purchasing process. Without the facts though, the numerous options offered available to you can make our pricing and licensing model appear complex. In this section, we explain pricing and licensing practices used by Oracle and also provide information to help you use this document effectively. Before you start creating a quote, you will required to understand the following topics: • Price List • Price List Supplement • Discount Schedules • License Migration and Upgrades • License Types offered for Partners Current price lists, supplements, discounts and information on migrations, and licensing are available for review on the sales tab of http://partner.oracle.com. License Type determines how Oracle software can be used. License types for both development/demonstration and deployment are detailed in this section.

Price List Oracle’s Global Price List is used to price Oracle products you sell to customers. There are attributes related to every product as explained below.

License Metrics Oracle measures usage of its Core Technology programs with one of two metrics as shown in Oracle's E-Business Price List. These are summarized below. Remember these definitions are subject to change; always refer to the latest E-Business Price List before quoting Oracle licenses to an end user.

Named UserPlus An individual authorized by the customer to use the programs, which are installed on a single server or multiple servers, regardless of whether the individual is actively using the programs at any given time. A non-human operated device will be counted as a named user plus in addition to all individuals authorized to use the programs, if such devices can access the programs. If multiplexing hardware or software (e.g., a TYP monitor or a web server product) is used, this number must be measured at the multiplexing front end. Automated batching of data from

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computer to computer is permitted. The customer is responsible for ensuring that the named user plus per processor minimums are maintained for the programs contained in the user minimum table in the licensing rules section (of the OLSA); the minimums table provides for the minimum number of named users plus required and all actual users must be licensed. !! Please remember that all users authorized to access the software must be licensed as named users plus, regardless of whether they are actively using the software at any given time. Processor All processors where the Oracle programs are installed and/or running. Programs licensed on a Processor basis may be accessed by the customer’s authorized internal users including agents and contractors) and third party users.

*When evaluating the license metric required, review number of users or processors. If you are able to count the number of users, the customer has the option of Named User Plus or Processor pricing. If you are unable to count the number of users, e.g. a public access web site, then the end user should be licensed under the Processor metric if available. A product is available only under the license metric(s) shown in the Price List. In any transaction involving Oracle licenses, end users should be advised that any change in the number of authorized users, increased processing power, or other changes to the end user’s configuration or software use may require additional licenses to be purchased. Please see the latest price list and Oracle Software Investment Guide on the sales tab for specific information on licensing. Licensing metrics for the e-business and collaboration suites are detailed in the latest price list, located on the sales tab.

List Price The prices specified in the E-Business Price List are list prices. The list price may be adjusted by the e-business discount (when Oracle sells directly to an end user) or by a partner discount or sublicense price (applicable to partner-sold Oracle sublicenses). For specific details regarding the partner discounts and sublicense rates applicable to Oracle sublicenses sold by your company, please refer to your Oracle Distribution Agreement or contact your Value Added Distributor or Channel Manager. Licensing Terms, Notes, and the Supplement are items referenced on the price list.

Term Licenses In addition to the perpetual term listed on the price list, Oracle offers termed licenses. The number of years in a term and the discounted price are listed in the footer of the price list. Take the discounted term license price and then apply the discount in your distribution agreement. Term license pricing is aimed at companies with small IT budgets, but whose business requires a robust software solution. Note, although the

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license fee is discounted, annual support on term licenses is the same price as support for perpetual licenses.

License Notes The E-Business Price List includes product related licensing notes to help to provide additional licensing clarifications. Please make sure to refer to the licensing notes when creating a quote as these notes can radically affect the pricing of your quote. For example, the licensing minimum of Database Enterprise Edition is 25 Named Users Plus per Processor; the number of licenses of the Database Options must match the number of licenses of the associated Database.

Support Oracle offers 2 levels of standard support: Product Support and Product Updates. Product Support is a 24 by 7 phone support provided by Oracle Support and it requires the Product Updates. Product Updates entitles the end users to obtain product updates. The prices for Product Support and Product Updates are offered on the Price List. All supported customers are entitled to migrate products in accordance with Oracle’s migration policies. For Full Use sales where support is included, you must quote the second year of support to your customer. Oracle provides you with a tool to do so in Pricing Information and Tools.

Price List Supplement The Price List Supplement includes 2 sections: included products and prerequisite products. An included product is a product that ships with the product being purchased at no additional charge. Example: The Oracle Database Personal Edition ships with the following products such as: Networking Kit and SQL*Plus at no additional charge. Prerequisite Products: A prerequisite is a product that must be licensed separately, along with the product being purchased. Many Oracle products have functional interdependencies with other Oracle products. In some cases, prerequisite products are sold separately. In others, where the functional interdependency is more limited, customers automatically receive a free, restricted use license for a prerequisite product or products to facilitate their use of the product they are licensing. Example: The Oracle Database Enterprise Edition is a prerequisite to the product Real Application Cluster. This means that the Oracle Database Enterprise Edition must be licensed when licensing Real Application Clusters.

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E-Business Discount Schedule While a global price list enables Oracle to offer a consistent list price, the E-Business discount ensures that net prices are consistent. The E-Business discount is a mandatory discount that is based on transaction volume. Transaction volumes are determined by adding the list license price and the list support price. Multiple transactions that occur at different times may not be combined to generate a higher transaction volume, and thus benefit from a higher discount. Once the discount is determined, it is applied to both the List License and the List Support price.

License Migrations and Upgrades Oracle offers standard license migrations to facilitate the conversion of existing licenses from old license metrics to current license metrics. License migrations help ensure that perpetual licenses retain their usefulness in evolving technological and business environments. In many cases, customers will want to migrate their licenses because the new metric is more advantageous to them. Customers who want to add licenses to their configurations also generally undertake license migrations, as it is easier to remain in compliance if all licenses are under the same license metric. License upgrades permit a customer to move from a more limited to a less limited license, such as Database-Standard Edition to Database-Enterprise Edition. When customers undertake a license migration or upgrade, all license requirements based on the migrated or upgraded licenses must be met. The licenses being migrated or upgraded must be under Oracle technical support (either directly with Oracle or through an Oracle partner) at the time of the migration or upgrade. There are three important documents you will use in putting together a license migration quote for your customer: the Migration Matrix, the Migration & Upgrade Policies for Oracle Partners, and the Migration Request Template. All are available to you via the OPN sales tab at http://partner.oracle.com. Please note that all license migrations and upgrades require approval from Oracle prior to being presented to the customer. Individual customers may have contractual terms that affect license migrations and upgrades, so it is important to review the contract under which the licenses being migrated or upgraded were originally sold.

Where to find the Pricing and Licensing documents: Step 1: Go To partner.oracle.com Step 2: Login using your username and password Step 3: Go to “Sales” tab Step 4: Go to Portal “Selling Oracle Products”

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Step 5: Click “Pricing Information and Tools” page which provides all the pricing and licensing documents.

License Types Licenses available for Partners to use in the development and demonstrating of Oracle sublicenses • Development and Demonstration License • Trial Licenses for Partners to resell or distribute • Full Use • Application Specific Full Use (ASFU)* • Embedded Software Licenses (ESL)* ASFU and ESL licenses can only be sold by Partners who have packaged applications registered by name with Oracle that include Oracle products. Please note that if you want to acquire Oracle licenses for your own internal business operations, you will need to purchase Oracle internal use licenses in addition to any Development or Demonstration licenses you acquire.

Development and Demonstration Licenses (DLs) Members of the Oracle PartnerNetwork at the Program Member level receive unlimited numbers of Demonstration Licenses (DLs) Development Licenses at no charge for certain Oracle programs specified in the OPN policies. These licenses allow you to develop your application package or integrated solution, demonstrate Oracle products, your application package or integrated solution, provide internal training and technical support* for your employees and develop prototypes for prospective users (in order to secure your end-user’s intent to purchase). Please review your Oracle PartnerNetwork agreement for exact terms and conditions. * A fee for technical support may be charged.

Trial Licenses Trial licenses may be granted to your customers for up to 30 days. A Trial License is available for all license types, solely for evaluation purposes, either of the Oracle technology itself or of your associated application with the Oracle programs. Should the trial license last longer than 30 days, you must remit the appropriate license fee to Oracle.

Full Use Licenses A Full Use license provides an unaltered version of the programs will all functions intact. It is the least restricted license offered by Oracle. Full use licenses are appropriate when: • The customer requires Oracle’s least restrictive license. • Where modifications to an application package broaden the original scope of the application beyond its original restrictions (i.e. those of an ASFU).

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• Where the customer wishes to run multiple applications against the Oracle programs. If you wish to acquire Full Use licenses of Oracle products for your own internal use, i.e. to run your own business and operations, deliver customer training or host the Oracle Programs on behalf of a third party, you should contact your Oracle Value Added Distributor or your Oracle Channel Manager. Neither the Development Licenses received through the OPN, nor the Development and Demonstration licenses shipped via the Oracle Technology Network can be used in this context. Partners must sign a Full Use Program Distribution Agreement prior to reselling Full Use Licenses.

Application Specific Full Use Licenses An Application Specific Full Use (ASFU) license is a restricted use license of Oracle products, whereby the customer is only permitted to use the Oracle software to run a single specific application offered by an Oracle partner. An ASFU license allows its users to modify the application package as long as such modifications do not broaden the scope of the application (as defined in your Application Package Registration Form included in the Oracle ASFU Distribution Agreement.) This form of licensing is not available to run bespoke custom application development. Partners must sign an Application Specific Full Use Program Distribution Agreement prior to reselling ASFU Licenses.

Embedded Licenses An Embedded Software license is a restricted type of license sold by a Solution Provider to run a single specific application where the eligible Oracle programs are embedded. Oracle considers an Embedded License to be one where the application truly embeds the Oracle database or other eligible Oracle programs and the customer has little or no knowledge that an Oracle database exists in the application. Partners must apply for and sign an Embedded Software License Distribution Agreement prior to reselling Embedded Software licenses.

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Understanding the Oracle Approval Process

Overview As a member of the Oracle PartnerNetwork with a valid distribution agreement, you have an agreement that lays down the terms by which you can distribute Oracle software and services. However, there are a number of situations that may arise where you will need additional approval from Oracle. Detailed below are the various scenarios and the information required by Oracle for approval:

Application Service Providers/Service Bureau/Host Applications Oracle is seeing an increase in requests from OPN Members who in addition to selling an Oracle-based application, want to provide web-based hosting services to a customer. This requires prior approval and special pricing from Oracle.

Selling Oracle E-Business Suite Applications Most Oracle distribution partners are only authorized to sell Core Technology. Program Members wishing to sell Oracle E-Business Suite Applications must apply to partner with EBS. If you are not an Oracle Application Reseller, but come across an opportunity for the eBusiness Suite, you may refer a lead to Oracle through the Open Market Model. More information on the Open Market Model is accessible in the Transact Business with Oracle section on the Sales Tab.

Migrating Customers with Old License Metrics As Oracle adjusts its standard license metrics to accommodate for enhancements in our products, it may become advantageous for existing end users to migrate their existing licenses to current license metrics. An example of this would be migrating existing Concurrent Device licenses to Processor licenses. Such a change might be driven by a need for additional users or programs or a change in the hardware environment. To facilitate software license management, it is recommended that a customer maintain all his Oracle licenses for any given program under a single license metric. This may generally involve undertaking a license migration of existing licenses from old to current metrics. The licenses being migrated must be under Oracle technical support (either directly with Oracle or through an Oracle partner) at the time of the migration. Any license migration requires approval from Oracle prior to quoting the migration to the end user. Please see the License Migrations & Upgrades section above for additional details.

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Preparing the Oracle Order

Overview When configuring the Oracle Solution there are a number of things you need to think about before you can start to put pen to paper. This topic outlines the various steps involved in putting together the proposal/order:

Step One – Solve the Customer’s Problems Provided that you have done your homework and identified the prospect’s needs, the first thing you need to do is match the Oracle products to the solution. For more information on what each of the products do, refer to the Oracle web site – www.oracle.com/products

Step Two – Formulate Into Oracle Practices and Terminology What Configuration is it? • Two Tier • Three Tier • Browser Based/Customer Server • Host Based/Disconnected Customers • Number of Processors (running Oracle programs) • Number of Users (countable or not?) • Hosted Application What is the License Type? Note that Oracle Partners must have a valid distribution agreement for the license type they wish to resell. • Full Use • Application Specific Full Use* • Embedded Software License* * These are restricted use types of licenses that may only be sold by an Oracle Partner in conjunction with a registered Application Package. Which License Metric is Appropriate? Named User Plus Processor Other, per the Oracle Global Price List

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Step Three – Establish Pricing Latest price lists and the Software Investment Guide are available via the Oracle PartnerNetwork.

• (partner.oracle.com => Sales Tab/Selling Oracle Products/Pricing Information and Tools)

Price the Database and Related Products Oracle worked with its customers, industry analysts and business partners to develop the Software Investment Guide. This comprehensive helps you understand licensing concepts and applying them to your customer configurations. Price the Tools If the customer requires Internet Developer Suite, you must ensure that he is adequately licensed not only for the developer community but also for the deployment community. Price Customer Support and Updates Support and Updates should always be included in the deal! All levels and types of support should be considered in providing the proper support to meet a customer’s needs. If the customer declines support or updates remember to advise him of the Oracle Reinstatement Policy. Price Customer Education Include relevant Oracle Education courses. Calculate Total Pricing The last but one step is to calculate the total figure. Remember that sometimes by using the Oracle Financing, you can grow your deal and overcome customer cash flow concerns. Please note that Oracle Finance will finance the customer; partner financing must be arranged through a third party. More information on financing can be found on the sales tab. Review Term Determine whether a Term License is appropriate for the customer’s requirement. Term pricing is aimed at those customers who don’t have large budgets and a finance agreement is not an option, but whose business demands enterprise class database and applications, or for companies who use the database and applications on a project basis. Customers have the option to purchase perpetual or term licensed based on customer needs. Calculate Partner Discount And finally you need to take your discount/volume discount rates per your Agreement into consideration and calculate your buy price from your Value Added Distributor or Channel Manager.

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Include Media Pack and Shipping Charge

Step Four –Choose Agreement Types for your Customers License Agreements – Full Use Purchasing Via a Value Added Distributor The ordering paperwork is detailed in your Oracle Full Use Distribution Agreement, or as otherwise defined by your Value Added Distributor. However, when raising the order you will also need to indicate under which Terms and Conditions the Oracle Programs have been sold to your customer: • Partner’s End-User License Agreement: you may license the Oracle programs under terms of a written end user license agreement created by you. In order to adequately protect Oracle’s intellectual property rights, you are required to include certain provisions in your license agreement with the customer. These provisions are included in your Full Use Distribution Agreement. • Oracle Licensing and Ser vices Agreement: you may have the customer agree to the terms of the OLSA, which is a transaction-based agreement. Therefore, a customer must agree to the terms on each transaction. You may instruct your customer to agree to the OLSA via our online OLSA clickwrap application, or you should have the customer sign the OLSA and submit it with your Order to Oracle, or Value Added Distributor. Oracle will countersign the agreement and send it back to you or your Value Added Distributor for further distribution to your customer. The most recent version of the OLSA can be found on the OPN site. • Software License and Ser vices Agreement (SLSA): you may distribute the Oracle programs to a customer, for use in accordance with an existing Software License and Services Agreement (SLSA) or other license agreement between Oracle and the customer. If this is the case you must provide the name and signature date of the agreement, as well as the agreement number (if available). Prior to processing the order, Oracle will verify the existence of the agreement. Purchasing Direct from Oracle You will need to provide the following: • Completed Oracle Partner Ordering Document. A blank form can be found on the OPN site. • Partner purchase order You are also responsible for ensuring that the customer has seen the correct Terms and Conditions by which they are purchasing the Oracle programs and will be asked to confirm details on the Ordering Document: • Partner’s end-user license agreement: you may license the Oracle programs under terms of a written sublicense agreement created by you. In order to adequately protect Oracle’s intellectual property rights, you are required to include certain provisions in your license agreement with the customer. These provisions are included in your Full Use Distribution Agreement.

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• Oracle Licensing and Services Agreement: you may have the customer agree to the terms of the OLSA, which is a transaction-based agreement. Therefore, a customer must agree to the terms on each transaction. You must have the customer sign the OLSA and submit it with your Order to Oracle, or Value Added Distributor. Oracle will countersign the agreement and send it back to you or your Value Added Distributor for further distribution to your customer. The most recent version of the OLSA can be found on the OPN site. • Software License and Ser vices Agreement (SLSA): you may distribute the Oracle programs to a customer, for in accordance with an existing Software License and Services Agreement (SLSA) or other license agreement between Oracle and the customer. If this is the case you must provide the name and signature date of the agreement, as well as the agreement number (if available). Prior to processing the order, Oracle will verify the existence of the agreement. License Agreements – Application Specific Full Use (ASFU) and Embedded Software Licenses (ESL) The license and order terms for ASFU/ESL programs will be as required by your Application Specific Full Use Distribution Agreement or Embedded Software License Distribution Agreement. You must license the Oracle programs under terms of an end-user license agreement created by you. In order to adequately protect Oracle’s intellectual property rights, you are required to include certain provisions in your license agreement with the customer. These provisions are included in your Application Specific Full Use Distribution Agreement or Embedded Software License Distribution Agreement. For each customer that you have shipped the Oracle programs to you will need to report the resale to Oracle at the end of the month for all sales/shipments in the prior 30 days. A sublicense report containing all the items required in your Distribution Agreement must be completed and sent to your Value Added Distributor or, by prior approval, to Oracle with a copy of your Purchase Order, or payment. A blank sublicense report can be found on the OPN site. THINGS TO REMEMBER! • Make sure you are using the latest price list! • Remember to check for minimum entry levels! • With Term Licenses, support and updates fees are calculated as a percentage of List

Perpetual price! • If you are proposing a Term License ensure the customer is aware that usage rights

terminate at the end of the term. • Check for special rules relating to certain products: Options only available with

certain product editions & user maximums: (examples: Database Standard Edition is limited to servers with maximum capacity of 4 processors; Oracle Database Standard Edition One is limited to servers with maximum capacity of 2 processors; Oracle Database Personal Edition is limited to a maximum of 1 Named User Plus per database.)

• Price lists are confidential, do not distribute outside of your organization!

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• If you require special Oracle approval, make your request as early as possible. • Remember to check the Price List Supplement for included products to be licensed

separately and supported migrations for old products.

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Account Plan Sales person: ______________________ Account Name: ________________________ Existing Customer or Prospect: _____________________________________________ Date Completed: ___________ Date Updated: ___________ Version number: _______ INDUSTRY BACKGROUND Industry/Products: _______________________________________________________ Trends/Issues affecting Industry: ____________________________________________ Regulations/Laws affecting Industry: _________________________________________ ACCOUNT BACKGROUND Fiscal Year ended: __________ Turnover ($m): __________ Profit ($m): ___________ % +/- on previous year: __________________ No of Employees: __________________ Market Share %: _______________________ Forecast Growth %: ________________ Total IT Spend: _________ of which Partner Name/Oracle Addressable: ____________ Purchasing Centralized/Decentralized: ________________________________________ PARTNER NAME/ORACLE ACTUAL SPEND FY01 FY02 FY03 FY01 FY02 FY03 Licenses: Support Hardware Consulting Education: Compelling Business Events (e.g. Deregulation): _______________________________

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What effect are the Accounts competitors having (e.g. setting up an Electronic Store front): Key Business Priorities & Strategy: Key IT Projects: Identifiable, Quantifiable Benefits and compelling business reasons for this Account to business with our company: IT INFRASTRUCTURE – please fill in the following HARDWARE SOFTWARE OPERATING Environment: Host: Server: Customer:

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HISTORICAL ACTIVITIES WITH ACCOUNT Key Event Date Attendees Purpose Result Key Contracts Turnover ($m): Profit ($m): Signed by YOUR COMPETITION Major Competitors: Customer Satisfaction with Primary Competitor: Primary Competitor Strategy in the Account: Primary Competitor Activity in the Account: Identify Operational Applications already installed (A)/Plane to install (P) Stating supplier name, Application, Size, Timescale (P): Other Competitive Information: Who in your Account do you need to make Contact with? What is your objective for this Relationship? How do you plan to gain access? Target Contact Accessibility (H,M,L) Objective

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EXECUTIVE RELATIONSHIP PROFILE Identify the three executives with whom you wish to build a relationship and for each, record the following: (P) Personality (D= Dominant, I= Influencer, S= Steady, C= Cautious) (D) Decision Making Role (= Approver, D= Decision maker, I= Influencer) (S) Satisfaction (1= High, 2= Medium, 3= Neutral, 4= Dissatisfied, 5= Very Dissatisfied) (R) Relationship (1= Partner, 2= High Value, 3= Neutral, 4= Negative, 5= Competitive High Value or Partner) NAME/TITLE Personality Decision making Satisfaction with Relationship Type Role Your company/Oracle rating Name: Title: Name: Title: Name: Title: ORACLE IN THE ACCOUNT Oracle installed base: Oracle Skills: Customer Satisfaction Level with Partner/Oracle products and services: Plans to extend Existing usage of Oracle: Potential for Partner/Oracle Products & Services: STRATEGIC ALLIANCES Key Influencers Key Hardware Suppliers Key ERP Suppliers Account Plan

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Forecast Quarterly Forecast Annual Forecast Customer/ Project

Deal Value License/ Products/ Services

Month Core Number

Upside Total Estimate Remaining

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Expenses Date Item Chargeable Amount Receipts Balance Claimed

Total

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