Hcm Cloud Sales 2016 Transcript 2882746

Oracle HCM Cloud 2016 Sales Specialist Training Video Transcripts Video: Domain and Product

Slide 3- Learning Objectives

Script Here are the learning objectives for this lesson.

4 - Oracle’s Radical

Oracle has been listening to our customers across industries and regions, looking at current market trends and I think you will be excited to learn about the multitude of investments and numerous ways we have truly disrupted our own business model for the the benefit of our customers. customers. Our transformation transformation is not only the biggest in our 40 year history; it’s also the single largest in computing. We heard that you wanted rapid and easy adoption of new innovations, without the pains of upgrades and complex integrations. We also heard we needed to be easier to do business with, and to remove friction points across the buying and adoption cycle. And complete transaction transparency, with greater predictability like fixed costs/fixed scope implementations. implementations.

Transformation

•

•

•

5 - The Changes You’ll See

We are not perfect yet, but over the last 8 years we have been transforming into not only a cloud company, but a modern cloud company that enables our customers to adopt new technologies and innovation faster, and more easily than ever before – before – while  while addressing much of the upfront costs and risks often associated with larger enterprise projects. It’s cloud, but better. We’ve developed We’ve developed unique customer programs and financial incentives to get companies to cloud, rapidly lowering costs; and following a flexible, but guided roadmap that makes sense for your business and makes the most of your existing investments. We are excited about the cloud because it is going to allow our customers to rapidly benefit from the $60 billion plus in R&D we’ve spent over the past decade to build the industry’s best, most complete portfolio of cloud services. That means no longer needing to wait years to upgrade to access the latest software innovations – innovations – customers  customers get them in months. And Oracle’s transformation transformation will be apparent to you today, in transparency transparency around pricing; in transparency about which processes go live; and in transparency about options for fixed-price fixed bid implementations.

6 - Lead to Oracle Cloud Success & Experience

7 – Today’s Digital Economy

And there is evidence our transformations are working in the marketplace! We have 600+ apps, 70M+ users in the cloud, over 31 billion transactions per day on the Oracle Cloud, all supported by 19 datacenters! Lots of success and experience! Today we can have great experiences as consumers. Savvy companies leverage multiple technologies to attract and retain customers to them. They listen to what customers want, think and feel via social platforms and track

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

8 – …is the Digital Standard of HR

our so-called digital body language to see what products and services we like. They stay connected with in person experiences in stores with sales people, and virtually through a number of ways. They leverage email and social media, and sift through the mountains of data that is stored in their own sales databases as well as via marketing channels to figure out what the very best experience might be for you. And they do this via mobile applications while always striving for top security. The consumer really is king right now. But what happens when that consumer king gets to work? Does the experience continue? And the answer is that people should experience the same digital experience they love at home at work. As consumers we have become completely enabled by new technologies. For example, innovative companies like Amazon have made it so easy to buy from. They know exactly who I am and what I want, they package up reviews from other people like me and they deliver the ability to buy via my mobile device. They have blended analytics, big data, social and mobile technologies technologies all together and make doing commerce with them a pleasure. People are now expecting the same level of care and attention at their jobs. For key talent – talent – the  the way we live their personal lives also offers many opportunities to advance their careers by connecting with others, sharing information and giving insight where before there was none. Talent is also a key driver for business strategy – strategy – we’ll explore that in this presentation. And HR has long been a deliverer of “service” but that service has been based on access to systems and efficiencies. efficiencies. HR is the owner of personal data and the very systems that engage, track and develop people to do their jobs. If these systems are as connected, engaging and data-rich as our daily lives then we are in the perfect position to drive a productive, productive, happy and enriched workforce. This happy workforce is what top performing companies must have.

9 - What Challenges do HR Leaders Face in 2015 and Beyond?

Let’s take a closer look at some of the trends at hand. The trending challenges that we are finding HR leaders are observing today are: Talent Shortages Lack of Skills Development Poor Employee Engagement and Productivity As a result, the impact of these can be felt organization wide. You can see the compelling statistics on this slide. • • •

This means, Reduced ability to serve clients Reduced Competitiveness/Productivity Increased Employee Turnover The multi-generational multi-generational workforce is the new norm, so is your organization organization prepared to support them? For the first time in US history, there are 4 generations of workers in the workplace. • • •

10 – 10 – The  The MultiGenerational Workforce

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

8 – …is the Digital Standard of HR

our so-called digital body language to see what products and services we like. They stay connected with in person experiences in stores with sales people, and virtually through a number of ways. They leverage email and social media, and sift through the mountains of data that is stored in their own sales databases as well as via marketing channels to figure out what the very best experience might be for you. And they do this via mobile applications while always striving for top security. The consumer really is king right now. But what happens when that consumer king gets to work? Does the experience continue? And the answer is that people should experience the same digital experience they love at home at work. As consumers we have become completely enabled by new technologies. For example, innovative companies like Amazon have made it so easy to buy from. They know exactly who I am and what I want, they package up reviews from other people like me and they deliver the ability to buy via my mobile device. They have blended analytics, big data, social and mobile technologies technologies all together and make doing commerce with them a pleasure. People are now expecting the same level of care and attention at their jobs. For key talent – talent – the  the way we live their personal lives also offers many opportunities to advance their careers by connecting with others, sharing information and giving insight where before there was none. Talent is also a key driver for business strategy – strategy – we’ll explore that in this presentation. And HR has long been a deliverer of “service” but that service has been based on access to systems and efficiencies. efficiencies. HR is the owner of personal data and the very systems that engage, track and develop people to do their jobs. If these systems are as connected, engaging and data-rich as our daily lives then we are in the perfect position to drive a productive, productive, happy and enriched workforce. This happy workforce is what top performing companies must have.

9 - What Challenges do HR Leaders Face in 2015 and Beyond?

Let’s take a closer look at some of the trends at hand. The trending challenges that we are finding HR leaders are observing today are: Talent Shortages Lack of Skills Development Poor Employee Engagement and Productivity As a result, the impact of these can be felt organization wide. You can see the compelling statistics on this slide. • • •

This means, Reduced ability to serve clients Reduced Competitiveness/Productivity Increased Employee Turnover The multi-generational multi-generational workforce is the new norm, so is your organization organization prepared to support them? For the first time in US history, there are 4 generations of workers in the workplace. • • •

10 – 10 – The  The MultiGenerational Workforce

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

What this means is that there are varying levels of needs and requirements for each generation of workers and the HCM solutions deployed by your organization today must be flexible and comprehensive enough to manage across this diverse employee base. For example, Millennials tend to be most concerned with career development, development, so as a result 60% of them leave a job in under 3 years if they see no future for career advancement. advancement.

11 - The Impact of Modern Technology in Today’s Workplace

As many workers are entering different stages of their life (starting a family, travelling, etc) stats show that 56% of these workers start to place a higher premium on flexibility flexibility over pay. Many companies look to develop develop creative ways to manage PTO, work schedules, commuting arrangements, and so on to accommodate. How is mobile technology transforming the workplace? Mobile technology adoption has been crossing over into the workplace with 61% of companies already reporting their workforce using mobile devices at work. At a minimum, employees are using 2 -3 devices (Desktop/Laptop, smartphone, and possibly a tablet) at some point throughout their work day. The modern workplace has been slowly fundamentally shifting to supporting and enabling the Bring Your Own Device (BYOD) culture. Organizations Organizations need to think less about any one o ne device and more about how to optimize information information and communication communication for multiple delivery devices in a wireless environment. As organizations start adopting and enabling mobile key HR process we are seeing that user adoption of these processes has been immediate. Organizations Organizations have reported: reported: 58% increase in collaboration collaboration 64% increase in engagement • •

12 – 12 – Oracle’s Beliefs for Modern HR Systems Table Stakes

To overcome these challenges and capitalize on opportunities, the modern HR leader has to help differentiate their companies with the right talent and leverage the changes around employee experience, data and analytics and consumer technologies to their advantage. Oracle believes that a full suite in the cloud that takes our four beliefs about today’s systems should be the standard not the exception. exception. Most vendors you talk to will say they have the cloud, are social, and mobile enabled – enabled  – and  and as they should be. However Oracle delivers on this standard and then goes much further and deeper. Let’s take a look at what you should expect: We believe there are four key factors in delivering modern HR. Being: Talent Centric: This is how you find, grow, and retain the best people •

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

•

•

•

13 - Oracle’s Complete HCM Offering Covers All the HR Bases

Collaborative: We talked about enabling people and teams

to work better together. This can be done by integrating social capabilities to enable collaboration throughout throughout the organization Insightful: HR is expected to give people the information they need to be effective. This means providing complete workforce insights for every department make Mobile and Engaging: Finally, HR is being asked to make systems accessible to everyone. In today’s workplace, that means making it easy for everyone to use on every device

Let’s discuss how Oracle supports each one of these tenets of modern HR. We’ve talked about some key beliefs of modern HR and how you can use technology to address the trends at hand and take advantage of opportunities. opportunities. We touched on only certain aspects of Oracle’s cloud solution but something that is a true differentiator is that we offer a complete HR and talent suite. It is role-based for your key stakeholders such as executives, end users – users – which  which include candidates, employees, managers, learners and so forth as well as HR and IT. It supports the entire employee lifecycle from hire to retire. You can streamline operations, operations, align talent management to organizational needs and provide actionable insights to your C-suite. The Oracle HCM Cloud Service provides: A cloud computing platform that is enterprise grade HCM capabilities that support the full HR lifecycle – lifecycle – not  not just pieces of it Full application suite capabilities including a common mobile, social and business intelligence capabilities A broader solution set should you need it that includes, ERP, financials, Customer Experience, project management and more. A full complement of security, access control, development, deployment, storage, and content management capabilities Social, mobile, analytics and enterprise grade security were planned for and baked in from V1, they were not an afterthought. Oracle understands where technology is going and you can see that by the very forward looking way we baked in these newer technologies from the start. •

•

•

•

•

14 – 14 – Oracle  Oracle HCM Cloud Goes Beyond the Basics of HR

Digital Workforce Experience

The war for talent is won by treating the employee as customer. Oracle rethinks work life to go beyond “good enough”, tactical, talent management and delivers contextually meaningful experience on your preferred device. Universal Insight

Just looking at HR data for insight will only give you half the picture. You need access to all available data to answer questions about workforce impact. Only Oracle can deliver the full picture for the past, present and future. Agile HR Cloud Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

You need your people to actually use the apps you provide. Oracle has focused on personalization in every way possible to make it the most usable cloud available. Only Oracle provides the flexibility to personalize, brand, and extend your experience at every layer of the cloud. 15 – Oracle HCM Cloud Goes Beyond the Basics of HR

16 – Oracle HCM Cloud Goes Beyond the Basics of HR 17 - Digital Workforce Experience

18 - Digital Workforce Experience

Traditional HR delivers a “good enough“ worklife – not because you don’t aspire to more but because better hasn’t been available. Talent processes are frustrating point in time activities such as a performance review or a boring online training. Modern HR delivers a digital employee experience that enables timely meaningful talent management. Socially enabled performance reviews become engaging activities that share the sentiment of co-workers and are about improving performance vs. delivering a rating. Learning in the modern HR world incorporates video and ratings and is mobile enabled. Oracle rethinks talent and work life to be real time and digital. It delivers a way of work that goes beyond event driven, tactical talent management to deliver an insightful, social work environment on your favorite device. HR is increasingly focused on driving organizational agility and social collaboration 1. Work is more interconnected than ever 2. Social isn’t an app, but rather a way processes and people can create more value for customers 3. Instrumenting social interactions means a valuable data exhaust is created that can be mined for continuous improvement efforts This same data exhaust can lead to deep insights to drive better business outcomes – these include surfacing people who are enterprise contributors, identifying team compositions and deployment patterns that lead to the best outcomes, and understanding what drives discretionary effort and high employee engagement. Oracle delivers an “omni-channel” digital experience to foster collaboration and meaningful work. Omnichannel retailing is the use of a variety of channels in a customer's shopping experience including research before a purchase. Such channels include: retail stores, online stores, mobile stores, mobile app stores, telephone sales and any other method of transacting with a customer. Oracle uses this concept to manage how people work together. 1. There is a change in the employee marketplace. Social is how today’s workforce collaborate and communicate already. You will hold them back if you don’t give them a tool that you are comfortable with inside the enterprise. They will bring their social communities to your work if you don’t provide it to them. 2. Our collaboration tools are embedded in what they are doing. For example it’s embedded in the performance review or the goals application. They do not have to jump out to grab a quote from Yammer or some other app. It is a part of what they’re doing and a part of their job. It’s meaningful to their jobs today. 3. We’ve looked at how people consume in their daily life to see that the

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

same marketing best practices to build sales pipelines need to be used to build talent pipelines. Oracle uses your brand to help attract the talent you need. It uses the transparency of employee sentiment about your company to attract talent via referrals. We share knowledge the way people do today: with videos, personal testimonials and communities. 4. Our applications come on any device. You could view a requisition on your mobile device, check in on your application online or access it via a tablet. 5. Oracle also understands that the work experience should incorporate things that people enjoy and love. Our worklife apps drive higher employee productivity and engagement through the use of innovative mobile and social technology. Gain insight into the social reputation and influences of your employees. Monitor employee wellness to help them attain the right work-life balance and help manage fun competitions that help obtain business goals. 19 - The Results of the Digital Workforce Experience 20 - Oracle HCM Cloud Goes Beyond the Basics of HR

The results of this experience include higher engagement, more collaboration and faster processes. Universal Insight

Just looking at HR data for insight will only give you half the picture. You need access to all available data to answer questions about workforce impact. Only Oracle can deliver the full picture for the past, present and future. By now it is commonly accepted wisdom in the HR industry that analytics is a core competency of HR becoming the strategic business partner. Organizations have their data scattered in many different systems, some in the cloud, some on premise, and some in spreadsheets. As a result, a lot of time is spent on collecting, combining, and preparing the data rather than actually analyzing and understanding the data to draw insights. In Today’s data-driven world more and more CHRO’s and executives are looking to answer complex questions such as: What is the turnover trend? What skills and job experiences produce high performance? Is top talent groomed for leadership positions? How is our compensation compared to the market? Are we rewarding high performance? • • • • •

And much more. They aren’t simply looking for a historical view of what’s happened but dynamic reporting capabilities that allow them to leverage all their data to drill down into these questions so that they can gain workforce insights in real-time. 21 – Universal Insight

What makes Oracle’s analytics solutions unique? We understand that real-time information is critical to gathering insight and make forward looking decisions such as whether or not a business investment

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

in a new area has the right people behind it to be successful. So we have designed our systems with this in mind. 1) Users get instant access to all relevant analytics through over 900 prebuild KPI’s that take the guess work out of understanding the data and without having to leave the system. 2) We built on top of the real-time database, the transactional database, so you don't have any latency in data going over to a data warehouse. 3) Users have the ability to do all their analysis live on the transactional data, so they can make decisions in real-time. 4) We have built in prediction, where the application has a set of PWC Saratoga validated best practice algorithms that understand patterns in your structured and unstructured data and can tell you what might happen in your business if the trends continue. 5) We provide access to big data benchmarks so you can compare performance in key areas with the performance of other organizations. 6) We let you integrate with existing on-premise applications to create a single source of HR data, all through fully automated processes, which also provide sophisticated analytical capabilities. HR can lead the intelligence charge by providing insight to every department—from execs to line of business managers. And Oracle can help with embedded analytics, workforce predictions and big data solutions. 22 - Universal Insight Into Human Powered Processes

The payoff in partnering with someone like Oracle is the ability to generate much deeper and high value workforce insights. Having data capture points in the full pre-hire to retire lifecycle and beyond to every function of the organization which may include sales information, supplier information and so forth, HR can finally answer questions about the impact of the workforce.

23 - Oracle HCM Cloud Goes Beyond the Basics of HR

Agile HR Cloud You need your people to actually use the apps you provide. Oracle has focused on personalization in every way possible to make it the most usable cloud available. Only Oracle provides the flexibility to personalize, brand, and extend your experience at every layer of the cloud.

24 – Oracle’s Agile Cloud

Oracle’s Cloud Vision: We believe that the modern cloud for today’s modern business should be personalized, connected and secure. Oracle’s Modern Cloud uniquely delivers the speed and simplicity of SaaS, with complete and modern connectivity across departments while instilling the confidence in cloud customers that their data is secure and protected. While first generation cloud vendor capabilities were more focused on the cloud provider; Our Modern Cloud is designed to be our customer’s cloud and truly customer centric. What are the key benefits of going to the cloud? The Multi-tenanted cloud offers: Lower Operating Costs

25 - Benefits of the Oracle HCM Cloud

•

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

The cloud enables organizations to purchase software and IT resources as a service, shifting the burden of capital expenses to a flexible, pay-as-you-go model. Allowing individual companies to focus on business transformation and not IT infrastructure. Increased Innovation By linking systems of record with next generation systems of engagement the cloud is allowing organizations to quickly experiment and transform business models to make the most productive and most creative use of all the data they are collecting. Increased Adoption & Productivity By having a single solution that is used by everyone you can be sure that when you deploy business model changes it will be adopted by everyone and that the productivity gains as a result will immediate. However, with the introduction and adoption of 1 st generation cloud capabilities, enterprise customers have quickly come to realize they lost some flexibility around the capabilities that are simply a part of their business processes. As a result of this, the Oracle’s 2 nd generation modern cloud builds off the multi-tenant cloud and provides capabilities that are more customer centric for similar price: Personalization & Branding A modern cloud gives you options to extend beyond what’s in the box and personalize your applications and user interface based on the needs of your business. Upgrade Flexibility One of the benefits of the cloud is that everyone is running the same environment and as a result is on the same update or maintenance schedule. However, a modern cloud provider understands that your business needs and timing maybe unique compared to other organizations. As a result, it offers customers the flexibility to run the latest available version or the version prior to the latest available version so that organizations can choose to update their environment when they are ready to do so. Data Isolation A modern cloud leverages shared resources across all of your cloud assets where it makes sense and isolates them when it makes sense. Your data will never be mixed with other customer’s data nor will your applications. •

•

•

•

•

26 – Oracle HCM Cloud

27 - Summary – What You’ve Learned 28 – Practice Exercises  – Check Your Knowledge

In summary, our momentum speaks for itself. With over 6,000 HCM customers and 75% of the Fortune 100 running Oracle Cloud, our success is evident. Here’s a summary of what you learned in this lesson. Now you have the chance to check your knowledge and see what you have learned. Click pause on your video player and try to answer these questions on a sheet of paper. Then click Play and check your answers on the next slide.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Video: Relationship Building and Discovery

Slide 3 Learning Objectives

Script Here are the objectives for this lesson.

4 – CHRO Persona

First, let’s take a look at who the CHRO is, what t hey do, and what they require to be successful.

5 - How Aligned is HR to the Business and Employees?

According to The KornFerry Institute, the top 4 challenges that keep CHROs up at night are:

6 - Carol, the CHRO



Aligning HR strategy to company strategy & board



Employee engagement and retention



Organizational change management and M&A



Managing a global workforce and regulatory compliance

Let’s take a look at the profile of Carol, a corporate officer who oversees all human resource management and industrial relations operations for an organization. Carol’s roles and responsibilities can be categorized as follows: (1) Workforce strategist (2) Organizational and performance conductor (3) HR service delivery owner, and (4) Compliance and governance regulator. Carol may also be involved in board member selection and orientation, executive compensation, and succession planning. In addition, functions such as employee communications, facilities, public relations and related areas may fall within the scope of the her role. Carol’s role has evolved rapidly to meet the human capital needs of organizations operating across multiple regulatory and labor environments. Whereas she once managed labor operations in just one or two countries, today she oversees complex networks of employees on more than one continent and implements workforce development strategies on a global scale. Carol is especially important now in helping her company navigate the workforce issues associated with expanding into emerging markets, and in developing labor policies to suit different regions of the world while preserving a company’s core culture. Her role has also expanded as workforces are increasingly composed of knowledge workers, and companies have required better systems to compete for scarce high-skilled workers.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Rather than focusing exclusively on personnel issues and service delivery, Carol today must concentrate on creating strong talent pipelines (internal and external) to both enhance organizational decision-making and secure future growth. These changes in the business landscape have required her to heighten the focus on talent, capabilities and company culture and brand (employee experience). 7 - Carol’s Pain Points and Challenges

Carol’s top concerns fall into three broad categories: talent, capabilities, and culture. Talent management includes building the quality and depth of talent, including a focus on succession and leadership/employee development. Based upon a company’s business strategy, goals and objectives, Carol’s HR department will help to ensure there is a pipeline of talent to meet its performance and growth objectives. This requires that turnover is managed effectively, that there is a broad and robust pool of potential external and internal candidates to fill position openings, and that programs are established to develop the internal bench of talent to fill successively broader and more responsible positions. Also, the HR function must help ensure the company retains high performing and high potential talent through the proper management of training and development opportunities, mentoring, coaching and the allocation of rewards. Capabilities: Managing corporate capabilities includes dealing with rapid

changes in technology, globalization, and the increasingly complex external context of government regulations and public policy (impacting union and employee relations, executive compensation, health care, retirement programs, health and safety, etc.). The key capabilities required will vary by company based on business strategy and the competitive global environment. Adapting to new technologies and sources of information and communications are essential to success for all companies. Other capabilities include managing the reputation of the company as a good place to work, managing a multi-generational workforce, adapting to change and operating effectively in different cultures and business structures are capabilities the HR function must help the company develop. Cultural issues include organizational change, agility, social networking, ethics and values, innovation, customer focus, employee engagement, diversity and inclusiveness, and multiculturalism. Carol has a leadership role in helping shape the culture of the company. Ensuring that the values of the company are communicated and understood at all levels, providing clarity as to the expected behavior of all employees and the development of a high performance culture are important aspects of her role. When an employee’s behavior is inconsistent with the values of the company, the HR function is responsible for ensuring that such situations are

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

dealt with fairly. Other pain points include:

8 - Become a Modern Human Resources Organization



Business alignment and reputation



Engagement and retention



Poor adoption of HR services



Complexity of global HR and compliance



Effective financial and non-financial compensation plans



Understanding technology innovation

Carol’s goal is to help transform her organization into a  Modern Human Resource Organization. This is achieved by making it easy to: •

Engage your employees

Making it easy for your employees to be engaged at work at anytime •

Empower your managers

Making it easy for your managers and executives to consistently lead the multi-generation workforce •

Align to the business

Making it easy to adapt continuously to the changing needs of the business And by maturing out each one at every phase of the journey, Carol’s organization will gain sustainability, alignment and retain your employees. 9 - Maturing to HR Excellence

To Achieve HR leadership, the CHRO must mature their HR organization from being a reactive back office to a proactive business organization and reach HR excellence. Saving money by •

Reducing complexity

•

Streamlining HR processes

•

Leveraging Cloud to lower infrastructure and operational cost so that the organization can easily and efficiently support mission critical operations and have a strategic HR organization

Reinvesting those savings into •

Better engagements with employees which also results in better engagements with customers

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

•

Leveraging modern technology to support the new generations

•

Stronger loyalty programs so you can retain your employees

And aligning HR to the business to •

•

•

Increase the talent supply and build a talent pool to avoid open headcounts where the business suffers Align individual goals to business goals Hone your talent management processes to increase employee performance and productivity

10 – Customer Discovery

Now that we have a better idea of who the CHRO is and what their goals are, let’s review some key points in the Customer Discovery process as you prepare to meet with the CHRO.

11 - Customer Discovery – Creating the Buying Vision

According to Forrester, 65% of decision makers give the business to the company that creates the buying vision: A fresh insight on how they can improve their business. This requires your sales team to step back from the “bake-off” and begin the HR transformation conversation earlier in the buying process. As you initially speak with the customer, you’ll be looking for t he following buying signals: 1. They want to change broken or disparate systems or business processes 2. Business goals or Key Business requirements (referred to as KBR’s in this presentation) 3. Tactical and consequential pains – you’ll need to determine what these are for your follow-up meeting with the customer You’ll also want to get a sense of the project’s scope, and exactly what areas of the business you’ll be looking at. Throughout this initial exchange, pay attention to what you learn from the customer – it will be the key to your success in the sale.

12 - Typical Elements of a Discovery Map

There are 4 elements in a typical customer discovery. First, the goals or objective – what does the customer want to achieve? This is where you listen to the customer as a peer - You don’t want to explain their job to them – you are not in their shoes day to day. The company may have tasks, situations or processes that either are broken or don’t exist – these are tactical pains. This is an opportunity for you to present fixes to broken processes, or enable processes that don’t yet exist. Consequential pains are the consequences of tactical pains that prevent the

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

customer from achieving their KBRs. These consequential business impacts that result that may be strategic, financial, internal/cultural, or political. A technical pain will lead to a consequential pain. Pains can show themselves as internal and external. 13 - How does the CHRO Align Strategies to Achieve Success?

Your client may be doing many things to become more agile – running many strategies in parallel to achieve success. How do these strategies align? That’s the challenge, and that’s what you need to help your customer figure out. Without synergy between initiatives, they fail, or never mature.

14 - Discovery Questions – What is your Talent Strategy Today? 15 - Discovery Questions – What is your HR Service Strategy? 16 - What is your Technology Adoption Strategy?

Over the next three slides, here are some key areas where you can focus to help your customer think about their talent strategy today, and where they want to go. Read the key tenets on this slide. There’s a lot of emphasis on Talent, but your client also needs to think about their HR service strategy – their HR operations today and where they are going. Read the key areas on this slide. Maybe your organization already has a technology adoption strategy. But it  just didn’t make it to the hr department…So what solutions and capabilities are there and which ones would you like to deploy? Read the key areas on this slide.

17 - Modernizing HR – Plan for Potential Solutions

Work with the customer to think about potential solutions to get them on the path to modern HR. They may want to start with Talent, or start by transforming their Core HR. They may want to start with adopting new technologies. They may want to pursue all three at the same time in a synchronized effort.

18 – Developing an Influence Map

Put together a complete picture of the stakeholders within the company and answer those critical questions to determine how decisions will be made. Just because there is a hierarchy on paper doesn’t mean that the decisionmaking follows that structure. For example, Erin Ryan is a DBA many levels below Bill Morrison the CIO, but Bill tends to rely on Erin’s opinion and always has her in the room. In some cases, maybe the executives are making the whole decision. Determine who has the influence. Also, think about who the competitors have spent time with. Where did everyone in the room come from? LinkedIn or just internet research in general can help with these answers.

19 - Active Listening (We Know It’s Hard)

Active listening is crucial and takes effort – we know it’s hard! Especially in the Cloud where you have to juggle many customers at once. When meeting with a customer, treat them as if they’re the only one in the room, or on the phone. Pick up as much verbal and nonverbal cues, body language, or tone of voice as you can. Document everything your customer is saying, and call out direct quotes and who said them. This can help you be an active listener. Paraphrase in your own words back to the customer what they are saying to check your understanding. In this conversation, it’s imperative that you’re

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

listening, and not talking endlessly or finishing the customer’s sentences. You’re the learner, the student. Review and fill in the blanks after the meeting to continue to clarify open issues. 20 - Know Your Audience

Effective research starts internally to understand the whole playing field. Speak to those on your influence map and figure out who they have relationships with at Oracle. Have other LOBs within the organization had success with Oracle? Are they pursuing solutions from other pillars? There’s also external research you can do on their business challenges, background, reference stories, and social chatter.

21 - Where Does their Company Fall? Who are You Calling On?

Using the original technology adoption model, there are a number of chasms that organizations may encounter, depending on their organizational type and culture to adopting cloud services. The goal is to help identify each chasm and the benefits and risks associated with crossing each chasm. You can then use these chasms to identify which organization types describe your customer’s organization and to help them mold their cloud services adoption route. This figure can help you identify your customer on the spectrum, so that you position solutions correctly. We’re seeing that many of the cycles are happening right now are customers in the pragmatists stage – they appreciate the benefits, require best practices and patterns, and they want to utilize vendors whose cloud services have a reputation for quality, stability and maturity.

22 - Track and Mature Your Progress to Modern HR

As you work with your customer through the discovery process, think about this diagram which can help them understand the different phases in the progress to a modern HR system. They may start by consolidating their HRMS and processes. Or they may choose to move Talent and/or Core HR to the Cloud. They may have a goal of complete HCM in the Cloud, moving all HR processes to the Cloud for mission-critical operation.

23 - Who Are You? How Will You Initiate the Dialogue?

When you meet with your customer, include industry benchmarks to show that their challenges are common. Include direct quotes – what you’ve heard from their team through the discovery process. Show that you hear what the customer is saying. And be prepared to share the stories of other successful Oracle customers who have moved to modern HR in the Cloud.

24 - Tell a Story of HR Transformation

Stories help personalize the experience and drive the point home. Talk about the challenges that one of your customers have faced, choosing a customer similar to your client, talk about the solutions they selected in plain terms, and how they defined their roadmap. You can go to the Partner and Customer Success site at oracle.com for examples of HR transformation stories.

25 – Propose Next Steps

When the initial conversation is finished, you’re seeking a proper process to go through – ask the customer what their next steps are in the process. The next step might be to present a demo to show potential solutions. If you are co-selling the solution with Oracle, you and your Oracle Sales team may develop a plan to propose a solution for the customer. If your customer needs

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

help selecting a solution and wants to rely on your expertise, your next step will be to plan the evaluation process, in which you will be a trusted advisor to the customer throughout the process. Whether you’re co -selling with Oracle or working with the customer to select a solution, you need to define who is responsible for what, and what the next steps are in the process. 26 - Leverage Points in the Customer Buying Process

Every individual cycle is going to be unique, but these are your typical points here in the process. You and the Oracle Sales team need to be aware of each other’s leverage points with the specific customer as you p rogress through the sales cycle, and how you as the partner can help influence the customer at strategic points, and when you may need to bring in Oracle to provide leverage.

27 - Your Goal

Now let’s move on to discussing social media for business development. According to the Forbes article Are You Effectively Using Social Media for Business Development? (Aug. 2012), think of your time spent cultivating your online presence as an effort in developing your thought leadership and “mindshare”. Gaining mindshare means two things: that you are immediately thought of when customers are interested in HCM Cloud or have questions, and that the content you provide is so powerful and beneficial that your prospects and customers feel compelled to share it with others. The best approach is to create powerful articles, infographics, videos, white papers and other content sharing your expertise on HCM Cloud and HR transformation. If you aren’t the best at creating powerful content, curate and share content created by other experts, providing your expert opinions and insights within the post or status update. New insights and explanations on existing content can help position you as a thought leader. Share insights within the various groups you belong to, and work daily on developing new followers so you have a broader audience with which to target status updates.

28 - Using Social Media to Drive Business Development

It’s not only important to share your expertise, but to give credit to those who share as well! Provide positive and insightful comments to your team mates, prospects and customers who write and share interesting content on HCM. Ask insightful questions. Be genuinely interested in what they’re saying and sharing through social media. People read comments. This can become an important touchpoint for you to engage with new people in your extended network. You may get noticed by potential prospects or other key players who read the insightful things that you say. This does not mean it’s appropriate to write “spamming” content posts with links to your website, products or services, or posts that have negative opinions that are not constructive to the conversation. It means genuinely engaging in a positive and fruitful discussion with others who are interested in a topic. As you make connections with prospects and clients, remember to check and

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

see if anyone at your company has a relationship with that person via LinkedIn. LinkedIn makes it easy to see mutual connections. This is something we sometimes forget to do, so it’s worth mentioning here. Look at what other successful thought leaders are doing on social media. These trends change quickly with the times, and maybe some of them are outdated by the time you see this video. You’ll notice that some of them don’ t have to spend a ton of money on graphics and high-production video, they stand out with their ideas, the frequency at which they share content, and how they communicate with their audience. See how they communicate with their followers, the types of content they post, and you could learn a thing or two about how and why they are successful at attracting a large audience of followers. When posting content, keep it light on Oracle branded and personal content. A good rule of thumb when sharing content: 4 pieces of non-Oracle branded thought leadership, either content you write or share from other subject matter experts 1 piece of Oracle branded content 1 post that shares your personality, interests and values, such as your love of bike riding or pictures of your gardening hobby (this shows you are in fact a REAL person after all!) Be involved in your industry! You need to have things to write about  – it can’t all be from behind your computer! As much as you need to be online, you need to get out there and learn, spend time with peers in the industry, attend key events, and be sure to document your journey along the way so that potential customers see that you’re a passionate, engaged individual. 29 - Establish Your Credibility

When posting content to an audience of 1 or 1,000, there’s ways in which you need to establish your credibility as a thought leader. Share your time in the industry – this may be in partnership with Oracle, with your current company, and in the HR industry in general. Share any personal connections with the topic, such as anecdotal stories of working with Payroll. Include an autobiography! Including a short biography of yourself at the end of the article builds your credibility and lets the reader know that you’re knowledgeable enough to teach them about the subject. Include ways in which the reader can connect with you on LinkedIn, Twitter, Facebook or other sites to continue the conversation. It will all help to build the case that you’re a capable and knowledgeable expert about Oracle HCM Cloud solutions.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

30 - Summary – What You’ve Learned 31 – Practice Exercises  – Check Your Knowledge

Here’s a summary of what you learned in this lesson.

34 - Practice Exercises – Additional Activities

You can complete the following additional activities to reinforce the concepts you have learned. Links to these resources can be found in this Guided Learning Path.

Answer the following questions to check your knowledge from what you learned in this lesson. Click the Pause button, then write your answers on a sheet of paper. Then click Play to display the correct answers.

Video: Product Positioning Part 1 – Positioning Your Customer’s Journey to the HR Cloud

Slide 3 - Learning Objectives

Script In this session, I will cover the ways to leverage a customer’s current HCM investment with Oracle HCM Cloud Solutions. This deck can be used with prospective customers, and a copy of it is provided in the Guided Learning Path. That copy has a complete script you can use with the points covered in this deck. This session walks you through some quick key points about the deck and how to use it.

4 - Journey to Modern HR in the Cloud Customers

When presenting to a customer, it’s always great to begin with the end in mind. Show them some happy sample customers of yours who embraced the change to Modern HR in the Cloud, and moved from an Oracle on premise HCM solution to the Cloud. Reach out to your Alliances rep or visit oracle.com for additional examples from Oracle.

5 - Embracing the Change with Modern HR

Let’s move on to review the value proposition of how you can help organizations embrace the change to modern HR in the Cloud.

6 - How Aligned is HR to the Business and Employees?

Start with the customer’s challenges and supporting data to show t hat these challenges are common. This slide and supporting data can be used to discuss key concerns of the CHRO. They key takeaway here is that the CHRO needs to be aligned to the business and to the organization’s employees.

7 - What the Business and Employees Expect has Evolved

Next, talk expectations of the business and its employees. Two key points driving the change to modern HR is the multi-generational workforce as the new norm, and mobile technology adoption driving collaboration, engagement and decision making. Discuss the overall benefits of enabling a mobile workforce, and hint at the fact that Oracle HCM Cloud solutions enable you to do just that.

8 - Become a Modern Human Resources Organization

Then you’ll move into strategies for becoming a modern HR organization. Oracle feels the answer is by making it easy to engage employees, empower managers, and align to the business. But how can this be accomplished? How

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

can the CHRO lead the organization to this change? 9 - Maturing to HR Excellence

You’ll cover the key ways that HR can mature from being a reactive back office to a proactive business organization that reaches HR excellence. Three key points here are to save money by reducing complexity, streamlining HR processes, and leveraging Cloud to lower infrastructure and operational cost. This will lead to benefits such as better engagements with employees, supporting the multi-generational workforce with new technology, and more loyal employees. It can also lead to an increased talent supply or pool, alignment of individual goals to business goals, and increased employee performance and productivity.

10 - What are Your Options?

Next you will move into your customer’s options and how they get there.

11 - How Do You Get There?

The first call to action is to decide how you want the journey to Modern HR to start. How does your customer get there? How do these strategies align? Without synergy between initiatives they fail or never mature to deliver and it is your customer’s choice where to start first depending on their business needs.

12 - Mature Your Talent Strategy

In order for your customer to mature their talent strategy, they need to know what your Talent strategy is today. The deck has a long set of questions that you can explore with your customer about their talent strategy, including questions about these three areas.

13 - Mature Your HR Service Strategy

There is a lot of emphasis on talent but how mature is your customer’s HR service strategy? Where are their HR operations efforts today? This deck contains 20 questions you can ask your customer about HRMS consolidation, Core HR, and HR excellence.

14 - Mature Your Technology Adoption Strategy

There is a list of several questions in the notes on this slide that you can ask your customer about their technology adoption strategy, including communication, engagement and optimization strategies they hope to deploy.

15 - Modernizing HR

Once you ask your customer a set of discovery questions or food for thought about how to modernize their strategy, move into the tactical  – how they will get to modern HR. They can start anywhere depending on their business needs. There are many options. They can start with a talent strategy, or transforming core HR, or with adopting modern technology or do it all at the same time but synchronize all efforts.

16 – Adopt Cloud

Once you’ve covered the strategies they could put in place and how to get there, you will move into talking about the Oracle HCM Cloud solution and how it will meet their business needs. This is a standard slide that provides an overview of the HCM Cloud solution as a whole.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

They key takeaway here is that it’s a complete HR and talent suite that supports the entire employee lifecycle from hire to retire and helps your customer streamline operations, align talent management to organizational needs and provide actionable insights to their C-suite. The broad Oracle technology offers scalability and extensibility which means that if your customer’s business has some unique requirements for example unique compensation needs – with our Custom Cloud they can build out those requirements even though it is a cloud solution which is typically inflexible. Our platform services are easy to use, instantly provisioned, Standards-based to prevent lock-in and enable faster business innovation, and Enterprisegrade for superior security, performance, and reliability. Our Cloud is simple with subscription-based pricing that includes software licenses and support. Your customer’s developers will like this. The common infrastructure enables consistency across all applications solutions and houses data in a way that eases business intelligence. 17 – Track and Mature your progress to Modern HR

Walk your customer through the typical stages in moving to modern HR in the Cloud. I’ll quickly review each of these stages, although more notes are in the slides. In Level 0, the business employs a silo strategy with email, phone, static FAQs, and point solutions with the attempt to consolidate HRMS and processes. They are all disconnected, and at various stages of maturity from stagnant, to stalled. In level 1, the business employs a single strategy. From here its about either deploying a talent management solution or a core HR solution in the cloud. They are moving to strategic talent management or a modern system of record. In Level 2 the business employs a unified strategy. They understand how successful a single modern solution is and unify talent and core HR in the cloud. They move to a unified strategic talent and people system of record in the cloud with mobile and social enabled processes and analytics. In level 3, the business has reached a complete strategy. They start to broaden their horizontal footprint across the entire organization. They move all HR processes to the cloud for mission-critical operation.

18 - Your Journey to The Cloud

Your customer’s journey to the cloud just requires 3 steps: 1. They need to plan. Help them understand their desired state. 2. They need to conduct evaluations to understand their current HR model, current technologies, and current processes.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

3. They need to build a future state strategy. They will need to create a technology adoption roadmap. They can receive a free customer 2 cloud analysis from Oracle, and you can support them in this process. 19 - What Problems are You Looking to Solve

Throughout this process, don’t forget what problems they are looking to solve and what they want to achieve. Some goals are on this slide.

20 - What KPIs will You Measure / Refine Along the Way?

They will also want to define some key progress indicators, or KPIs. They will want to measure and refine these along the way. Here’s some metrics that can be used with financial predictions.

21 - What Strategies and Solutions Align to Your Goals?

They should also evaluate, with your help, what strategies and solutions align to their goals. Will they have a single strategy, a unified strategy, or a complete strategy? The choice is theirs, you will help them make it, and they will do it at their own pace.

22 - Oracle can Help You Get There

Here’s some ways in which you and Oracle can partner to help your customers get to a modern HR strategy with modern success programs for each of the three strategies.

23 – C2C Program

Now let’s talk about the high-level points on the Customer 2 Cloud program so you are familiar with how this program works.

24 - Introducing Customer 2 Cloud Program

This program can benefit your customer in three ways on their journey to the HCM cloud: there are 1) financial incentives to move their existing on premise seats to the HCM cloud, 2) you and Oracle can help them with rapid startup into the Oracle HCM cloud and 3) Oracle also offers packaged cloud integrations, if needed. That is, if they want to keep some on-premise seats and connect to the Oracle HCM Cloud as well.

25 - Flexible Financial Incentives

The first of the three benefits from Customer 2 Cloud program is the “flexible financial incentives.” The program allows customers who are paying for on premise HCM support to convert their seats to the cloud. This program benefits those who are most interested in getting the latest in cloud innovations and want to migrate on-premise apps to the cloud.

26 - Adaptable Model to Meet Business Needs

This adaptable program suits many different types of scenarios: 1. Those not using on-premise support, and want to apply to get cloud… 2. Those that use on-premise, and want to move some or all of existing support spend over to cloud and exchange support spend for Cloud. 3. Those that are on premise and want to stay on premise. They can continue to use their on-premise applications without interruption.

27 - Customer 2 Cloud in Action

Here’s an example of how this program works so you can explain how the transition to the Cloud would work with this program.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

28 - Key Benefits

In summary, here are the benefits for your customer using the Customer 2 Cloud program. •

There are more options for on-premise seats and support spend.

•

They will save time, money and resources by going to the cloud.

•

They will adopt business innovations quickly.

29 – What Cloud Customers are Saying

Customers have stated several reasons for moving to the cloud. Here’s some of the most frequent reasons for selecting the HCM Cloud Service.

30 – Oracle’s 2014 Cloud Momentum

You’ll always want to talk momentum to show that the Cloud HR community continues to grow dramatically.

-

-

-

-

Core HR customers have more than doubled More than half of our Core HR customers are also live – demonstrating that implementation times continue drop and partner community continues to grow We continue to Grow our Talent Management customer base by over 1000 new talent customers and 250 new Learn customers More than half of our Cloud HR customers are new to Oracle HCM – that means we are growing the overall customer base – not just migrating customers With over 500 Core HR customers in the past three years – we have proven that we are delivering innovative value to the HCM community overall.

31 - Your Next Step

To get started on the Customer to Cloud program, recommend that you and your customer take a deeper look at their current on-premise support spend and their cloud strategy, to understand their options. The Next step is to do a deeper discovery with customer and engage an Oracle Sales rep to help get the financial analysis completed.

32 - A Unified and Complete Solution

Finally, let’s talk about the unification of HCM Cloud, and how your customers can do it all with one complete solution.

33 - One Cloud, One Unified HR Solution

We are Unifying the HCM Cloud – in fact are well along our journey This is an Incremental approach focusing on the end user experience and technical remediation to common Oracle technology. We are building common tools and cross over applications. We are fully converting backend technical components onto a common object model and database.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

We are Aligning all operational processes including provisioning, upgrades, releases and data centers. By unifying the Cloud, this will enable… A Seamless and Consistent User Experience across mobile and desktop form factors Tightly coupled end-to-end processes such as source to hire and learn to develop. A Single master data set for work structures, employee master and a unified profile. Common integrations that facilitate 3 rd party systems integrations and data import, export and conversions. Common Reporting and Analytics across the entire HCM Cloud. And use of a single technology platform inclusive a common programming model, common extensibility framework, single security and role framework. 34 - Do It All with a Complete Solution

In summary, your customers can do it all with a complete solution.

35 – Demonstration Materials

Now let’s review where you can access key demonstration material s to demonstrate HCM Cloud to customers and prospects.

Live Demo

Go to demo.oracle.com to access the demo store. If you have any issues accessing the site, please contact the Partner Business Center. Here you can see there are many resources available to partners, including demo scripts and supporting materials, so you can prepare to demonstrate the product to customers. Download and practice with these materials in an HCM Cloud demo environment.

36 - Summary

Here’s a summary of what you learned in this lesson.

37 – Practice Activities

Answer the following questions to check your knowledge from what you learned in this lesson. Click the Pause button, and then write your answers on a sheet of paper. Then click Play to see the correct answers.

40 – Additional Activities

For additional practice, download the HCM Cloud Demonstration scripts from the Oracle Demo Store (demo.oracle.com). Practice delivering the demos in an HCM Cloud environment. Links to these resources can be found in this Guided Learning Path.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Video: Product Positioning Part 2 - Positioning the Complete Cloud Platform

Slide 1 - Learning Objectives

Script In this session, I will cover the ways to position a multi-pillar solution including HCM Cloud and ERP Cloud. You will have a copy of this deck, with speaker’s notes so you know how to deliver the slides, at the end of this Guided Learning Path. The goal here is to walk through the slides and how to use them.

3 - Learn from the Past, Modernize, and Move Forward

So, isn’t it about time for your customer to learn from the Past, Modernize, and help Move the Business Forward?

4 - Top 5 Challenges Cited By Multi-Vendor Cloud Adopters

The key takeaway here is that there are significant challenges faced by companies that adopt multiple vendors for Cloud solutions. Of those organizations who adopted “best of breed” cloud solutions without thinking about their broader business goals failed to see the hidden challenges with managing multiple cloud solutions.

5 - What are the True Pains of These Challenges?

Once you look at the five high level challenges, get into the pain points. This slide details many of the pains of adopting and managing several best of breed cloud solutions.

6 - Enterprise Cloud Applications that Work as One

Oracle’s enterprise cloud applications are truly designed to work as one so that your customer gets maximum productivity and savings across the entire cloud. In summary, we offer one platform, one user experience, one data model, and Universal Reporting & Analytics.

Kick off by discussing the multi-vendor management challenges your customer experiences today. Discuss the challenges with multi-vendor on premise solutions and multi-vendor Cloud solutions, and the benefits of leveraging a single Cloud provider.

By going with one provider, your customer will reduce costs and streamline IT operations with a single set of cloud engagement processes, SLA’s, Unified Security Policies and simplify change management with synchronized and flexible updates across our cloud services, and leverage one provider to give them the dedicated 24/7 support when you need it. 7 - Grow your Business with Confidence

All of Oracle’s cloud solutions share an industry-standard platform, so as your customer grows their business they can be confident that their needs will be met with the market’s most complete cloud solution. Here’s some details on what your customer can expect from Oracle’s Cloud platform.

8 - A Solution You’ll Never Outgrow

It’s truly a solution that your customer will never outgrow. The Oracle cloud is modular so they can start with the basic capabilities they need to address now and add more as they need them. Our cloud platform has these capabilities built in to the system, so its just a matter of adding the new modules—rather than buying new systems, having to build expensive

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

integrations and manage multiple cloud processes. 9 - Reduce Employee Training Costs

Investing in the cloud shouldn’t mean your customer has to re-train their entire workforce on how to continue doing their day to day tasks using modern technology, but how can they ensure this type of consistency across a multi-cloud vendor implementation? The answer is they simply can’t (well, not cost effectively)… Each cloud vendor does things their own way, which means more training costs get passed on to your customer. No matter what the role, Oracle’s user experiences and processes are consistent as you navigate across any of our Cloud services. Personalization's and branding are synchronized to create a common look and feel across the company. All employees, whether infrequent users or power users, have a modern/consumer-like user experience which means easier user adoption, reduced training costs, and increased productivity. Individual users can also personalize their own experiences to maximize individual productivity. For example, employees can leverage Single Sign On (SSO) capabilities to do more self service related activities such as update personal information, fill out timecards or vacation requests, and make purchase requisitions. Managers, can easily access key information related to their employees as well as receive notifications and task alerts such as when an employee makes a purchase requisition. And Executives, have the ability to see contextual information displayed based on role, which provides them an enterprise view of what’s going on in the organization.

10 - Streamlined IT Operations & Enterprise Wide Control

In order to truly streamline IT operations and have complete enterprise control your customer’s resources should be focused on managing a single set of master data that is accessible across all your clouds. For example, a “single person record” defines an employee’s role, data access privileges, reporting hierarchy, and other characteristics, eliminating the need to create and maintain multiple sets of employee records and in turn reducing any unnecessary IT administrative overhead. With Oracle, this global definition is shared by ERP and HCM improving data integrity and control. By centralizing the segregation of duties, the system knows exactly where that person resides in the organization so you r customer can easily automate approvals and workflows across the enterprise for true productivity gains. A specific example is how expenses uses HR hierarchies for routing approvals. Also, it’s very important to highlight that when it comes time to audit these controls for compliance they will only need to do it once versus repeating the same task across their multi-cloud vendor implementation.

11 - Enterprise Wide Data that Provides the

When it comes to understanding your customer’s business operations they simply can’t get a complete picture with just bits and pieces of enterprise

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Full Picture

data. Especially, if relevant data across different clouds can’t be correlated back to each other in a meaningful way. With workforce costs averaging 70% of operating expenses, having rich insight into where these expenses are going provides them with the ability to control them and compare them to budgets. The two major reporting & analytics challenges that many organizations will

face with a multi-cloud vendor solution are: 1) Direct access to data as you move from different cloud applications. With Oracle’s Cloud platform, this means no costly custom integrations between clouds required and data is available in realtime. Simply add a new cloud module and data will become available. 2) Secondly, the ability to draw context to the data and tell a complete story. Out of the box with Oracle, your organization will get reporting & analytic capabilities that already leverage access to this enterprise wide data and provide you with correlated insights based on your role. This means that your employees don’t need to be a data analyst who builds custom reports to make sense of the data. Whether your customer is looking to become the best performing group, organization, or achieve a competitive advantage, they will need an integrated analytics platform to be aligned at all levels of the organization. 12 - Innovations that Go Beyond the Basics

Because of Oracle’s continued investment and innovation into the cloud we are able to bring a new range of socially enabled tools and processes to the market to help customers gain even more productivity across their enterprise applications. Oracle helps delivers an “omni-channel” digital experience to foster better collaboration and meaningful work throughout the organization. This is all thanks to our mobile and social collaboration tools that are embedded across the entire cloud platform. For example, within our Cloud applications, users can take business objects— like sales opportunities, talent profiles, and incident reports—and transform them into Social Objects. Then they can create a social conversation around that object to discuss, collaborate, and share information in real-time with everyone who needs to be involved, so that they can achieve their desired business goals faster. We have socially enabled talent apps that help improve engagement by sharing meaningful data across other talent processes. For example, within performance reviews employees can easily pull in social data such as kudos and feedback from existing conversations that tie back to their goals. They do not have to jump out to grab data from some other app. It’s simply a part of what they’re doing.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

You can improve user adoption and productivity by simply allowing employees to choose how they want to collaborate using their preferred devices, so they could view a requisition on their mobile device, check in on their application online or access it via a tablet. Their choice. Oracle also understands that the work experience should incorporate things that people enjoy and love. Our innovative worklife apps drive higher employee productivity and engagement through the use of innovative mobile and social technology. No other vendor does this today, so you can gain insight into the social reputation and influences of your employees, let employees monitor their wellness with their own fitness devices and create fun competitions that help align employees to your business goals. 13- One Provider You Can Trust

As we discussed early on, managing multiple cloud vendor comes with its challenges. •

Monitoring & Enforcing Multiple Cloud SLA’s

•

Managing Multiple Cloud Support Contracts

•

Synchronizing Cloud Updates

But, by choosing one service provider that has a complete suite of cloud solutions it provides your organization with the convenience of a single set of cloud engagement processes, simplified change management, one business relationship to manage, and synchronized and flexible updates across our cloud services. Oracle also provides you with extensive account, implementation and support team which are characteristic of a single provider you can trust and who is committed to ensuring your success. More details on each of these benefits are in the slide notes. 14 - Oracle Cloud Investment & Experience

We are excited about the cloud because it is going to allow your customers to rapidly benefit from the $60 billion plus in R&D we’ve spent over the past decade to build the industry’s best, most complete portfolio of cloud services. That means your customer no longer needs to wait years to upgrade to access the latest software innovations – you’ll get them in months. And there is evidence our transformations are working in the marketplace! We have 600+ apps, 70M+ users in the cloud, over 31 billion transactions per day on the Oracle Cloud, all supported by 19 datacenters!

15 - Why Oracle?

These are compelling stats for why your customer should choose Oracle. So, what are the top three reasons why oracle is positioned to be best cloud solution provider to get your customer where they need to go. 1) We have a Complete Cloud Platform with over 600+ available applications that are ready and available when you need them and

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

don’t require any costly custom integrations. 2) We can help your customer significantly reduce IT overhead, costs, and duplication of cloud management activities with the standardization of people and processes across cloud applications. 3) Lastly, by leveraging shared services across our cloud applications we provide your customer’s workforce with one user experience and correlated business analytics that provide you the complete picture of what’s happening in your organization. 16 - Select Customer Examples

Here is just a sampling of customers using our Cloud.

17 – Solairus Aviation Quote

We’re seeing more and more customers choose a unified cloud solution. Here’s one great example from a customer that implemented ERP Cloud and HCM Cloud.

18 - Cloud is Moving Towards Mission Critical ERP

Nowhere else is that transformation more dramatic than in the world of ERP. Over the last 24 months, we’ve seen the world shift into a market that is taking advantage of what we do best. Essentially that market shift has moved cloud adoption from edge applications like sales force automation or recruiting to mission critical applications like ERP in the cloud, and we’ve seen great progress - 1,000 customers in the last 12 months.

19 – Practice Activities

Answer the following questions to check your knowledge. Click the Pause button, and then write your answers on a sheet of paper. Then click Play to see the correct answers.

Video: Product Positioning Part 3 – Moving Your Customers to the Cloud

Slide 3 – Learning Objectives

Script In this session, we will talk about additional strategies to Go to Market with HCM Cloud solutions, and position your customer’s move to the Cloud.

4 - Oracle Cloud Applications: Strategic Planning Assumptions

Oracle firmly believes that 100 percent of the new applications we create will run in the Cloud, and 100% of our customers will deploy in the Cloud. It is not a matter of if they will move to cloud-deployed applications, but a matter of when. Customers will migrate in phases, and it’s up to you our partners to work with them on a Cloud roadmap. During this time, on premise applications will coexist with their Cloud applications. IT does not have to be an immediate transition, but one that is carefully planned with you the partner as you

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

roadmap their transition to Cloud based on their business needs, appetite for new technology and timing. This does not change the approach to applications unlimited. Oracle will continue to invest in its on premise applications and will develop a complete portfolio to enable self-determined customer migration to the Cloud.

5 – The Time is Now

Oracle has proven that its applications are tried and tested, and are getting stronger. Oracle is rapidly investing, innovating and expanding in Cloud. We have proven success stories from every industry, functional domain and geography. Work with your Alliances manager to pull the appropriate success stories to demonstrate this. The recommendation you should make to your customers is to go to the Cloud now. There are practical, proven paths that will successfully move your customers to the Cloud, with your help as the partner.

6 – Moving Your Customers to a Modern Cloud

Our partner ecosystem can drive this migration to Cloud through several ways: 1. Help customers move their existing on-premise seats to the Cloud 2. Help our existing Talent Acquisition customers take advantage of the rest of the Oracle HCM Cloud suite. 3. Challenge Oracle’s competitors in every deal, and improve our sales effectiveness in setting and managing customer objections. 4. Again, help your customers roadmap their path to modern Cloud solutions, either now, or over a defined period of time. 5. Engage with 100% of the CHROs in your customer base. Share with each and every CHRO the power of Oracle HCM Cloud and how it can transform and modernize their business. Address the HR transformation agenda.

7 - Engage with All CHROs in Install Base

Your goal is to engage with 100% of CHROs within your install customer base. Call upon the customer’s key Human Resource Line of Business decision maker, who could be the Chief Human Resources Officer, VP of Human Resources, and Director of Human Resources.

8 – Practice Activities

Answer the following questions to check your knowledge. Hit the Pause button, and then write your answers on a sheet of paper. Then click Play to see the correct answers.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Video: Product Positioning Part 4 - Competitive Positioning

Slide 3 – Learning Objectives

Script In this lesson, we will talk about the competitive landscape of HCM Cloud and discuss key Oracle HCM competitors and why Oracle wins. We will do a brief SWOT analysis exercise that you should perform with every deal, and review a document that will help you prepare for some common HCM competitive traps and ways to avoid them.

4 - Key Competitors in the HCM Cloud Space

There are several competitors in the HCM Cloud space, but a few competitors that you should be well aware of are SAP Successfactors, Workday, and IBM Smarter Workforce. Read as much as you can about their HCM Cloud solutions and be prepared with how they stack up against Oracle HCM Cloud. As you work with prospects, remember why Oracle HCM Cloud wins time after time. Focus on the reasons why Oracle HCM Cloud is a superior solution and less on knocking down the competition. Keep this elevator pitch fresh in your mind. Why does Oracle HCM Cloud win? 1. It’s flexible. You can start anywhere in the suite and expand over time. There is no need to rip and replace. 2. You can upgrade at your pace. You can upgrade within your window not when the vendor forces you. 3. It allows for extensibility. You can add fields, your brand and logo and make it your own; all with the ease of being able to upgrade painfree.

5 - Oracle HCM Cloud versus SuccessFactors

Here’s some reasons why Oracle HCM Cloud is superior to SuccessFactors: It’s Complete.

You can manage all core HR functions, including payroll, benefits, workforce management, recruiting, and end-to-end talent management within Oracle Global Human Resources Cloud. Social is embedded throughout.

Leverage social tools built into the applications. You can collaborate across the workplace as well as source top talent more easily through social channels like LinkedIn. It has Predictive Insights

See into the future. For example, you can be warned if any of your top talent are a flight risk. SuccessFactors’ traditional business intelligence only provides a rear-view mirror. It has Workforce Management

Oracle Global Human Resources Cloud offers a mobile, user-friendly platform that encourages accountability and supports compliance. Its flexible and

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

highly configurable framework can easily manage and monitor workforce productivity and absenteeism. It offers End-to-End Recruiting on a Global Scale

Oracle Global Human Resources Cloud provides you with a complete solution for sourcing through on-boarding. You benefit from our proven track record of serving 5,000+ customers globally, managing 300,000,000 job applications in over 10 years. Upgrades Happen On Your Schedule

It offers you greater control over your upgrade schedule. SuccessFactors forces you to upgrade when it’s convenient for them. 6 - Oracle HCM Cloud versus Workday

Here’s why Oracle HCM Cloud is superior to Workday: It is Complete

You can manage all core HR functions, recruiting and end-to-end talent management within Oracle HCM Cloud. Workday requires you to buy additional products that plug significant gaps. It has In-Context Analytics

Get the right information—and only relevant information—so you can take action faster and make more-informed decisions. Not all of Workday's analytics tools are built-in. It has Predictive Insights

See into the future. For example, you can be warned if any of your top talent is a flight risk. Workday's traditional business intelligence only provides a rearview mirror. Leading Talent Management

Oracle Talent Management Cloud delivers leading recruiting and performance management, as recognized by industry analysts. Workday's talent management capabilities are not even ranked by analysts. Social is Built-In

Leverage social tools built into the applications. You can collaborate across the workplace as well as sourcing through social channels like LinkedIn. It has End-to-End Recruiting

Oracle Taleo is a leading, complete solution for sourcing through on-boarding. Oracle has a track record of 300,000,000 job applications over 10-plus years. Workday is just starting out. It offers Collaborative Learning

With Oracle, you get flexible learning experiences—self-study, instructor-led, and collaborative, with discussion forums and chats. Workday doesn't provide anything like that. It offers Upgrades, On Your Schedule

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Oracle lets you upgrade when you're ready. Workday forces you to upgrade when it's convenient for them. 7 – Oracle HCM Cloud versus IBM Smarter Workforce (Kenexa)

Here’s a few reasons why Oracle HCM Cloud is superior to IBM Smarter Workforce: Complete

Oracle HCM Cloud provides an end-to-end solution that allows you to get the most out of your people, from recruiting new talent to managing benefits and payroll. End-to-End Analytics

Oracle HCM Cloud's enterprise-strength analytics enable you to unlock powerful insights and opportunities across your HR processes. Predictive Insights

See into the future. The traditional business intelligence of IBM Smarter Workforce only provides a rear-view mirror. Proven Extensibility

Oracle's solutions are supported by an impressive ecosystem of partners. As one of the largest HCM providers in the cloud, we offer a proven set of integration capabilities that help keep your investment safe from future changes in technology and business. Embedded Social

Social capabilities built into Oracle HCM Cloud enable your organization to work more productively while collaborating and sourcing talent via social networks. Upgrades On Your Schedule

8 - Key Things to Know 2015

Oracle HCM Cloud offers you greater control over your upgrade schedule. IBM Smarter Workforce forces you to upgrade when it's convenient for them. Here’s some key achievements that you should know about for calendar year 2015. Oracle is a leader in Talent Management according to the Gartner Magic Quadrant for Talent Management Suites. Workday doesn’t even make the list – they don’t have enough customers in production on Talent products to qualify for the report. Constellation Research posted in May of 2015 that Oracle is clearly showing both positive innovation and market growth in the HCM space, further citing that Oracle is one of the few vendors to openly lead public discussion of digital disruption of HR status quo practices. Along with a number of HCM Cloud customers, Oracle was recently announced as a winner in Glassdoor's 2015 Candidate Choice Awards. This

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

recognition is given to companies that receive the best feedback from job seekers for delivering a positive candidate interviewing experience. Oracle has won an HR Excellence Award for the third year in a row. A jury recently voted Oracle the winner in the category for "Best HR Technology Solutions & Integration Company." Other nominees in the category were IBM, NGA, SDWorx, and SAP SuccessFactors. The HR Excellence Award rewards HR service providers for innovation as well as the client value. Finally, Oracle Talent Acquisition was ranked #1 of the top 50 Applicant Tracking Systems with over half of the total market. A recent article on Ogig.com reports that Oracle Taleo is clearly the dominant player in applicant tracking solutions, with a dominant 54 percent of the total market. IBMKenexa-Brassring is the closest competitor, with just 13 percent market share. 9 - Performing a SWOT Analysis

When examining the potential within an opportunity, perform a SWOT analysis – which stands for Strengths, Weaknesses, Opportunities, and Threats. This can help you assess the customer, the probability of success with the deal, and where you need to devote your time and energy as the seller. Strengths and Weaknesses refer to internal factors, which mean the resources and experience readily available to your customer. This includes financial, physical, and human resources, as well as current processes and systems. Opportunities and threats refer to external forces that may influence and affect your customer. These could be out of your control. This includes market trends, economic trends, funding, demographics, relationships with the customer, and regulations. This analysis can help you identify opportunities where HCM Cloud could be positioned to modernize and improve a company’s HR business processes, thereby increasing strengths or reducing weaknesses. Also, identify any threats to your success, and where you can seek to clarify information for the customer or provide supporting KPIs to help them sell the solution to their stakeholders. Think about the SWOT elements in terms of how open and able your customer will be to modernizing their HR with Oracle HCM Cloud.

10 - Performing a SWOT Analysis: Example

For example, your prospect is evaluating both Workday and HCM Cloud to replace their legacy HRIS system. Here are examples of some topic areas that can help you assess the risks and opportunities to winning the deal.

11 – Summary

Here’s a summary of what you’ve learned in this lesson.

12 - Practice Exercises – Check Your Knowledge

Answer the following questions to check your knowledge. Click the Pause button, and then write your answers on a sheet of paper. Then click Play to see the correct answers.

14 - Practice Exercises –

Read the following scenario. Then, perform a quick SWOT analysis. Click the

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Additional Activities

Pause button, and then write your answers on a sheet of paper. Then click Play to see the correct answers.

15 – Answers

These are just some of the possible answers you could write for this SWOT analysis.

Video: Objection Handling

Slide 3 - Learning Objectives

Script In this session, we will talk about how to handle objections to Oracle HCM Cloud. We will review customer objections to Oracle HCM Cloud, describe the ways in which to counter objections, and how to overcome difficult objections by developing alternative solutions to meet the customer’s needs.

4 – Why do we get objections?

Objections are excuses – there is a reason behind why the customer is throwing an objection. We need to develop questions to ask the prospect that get the prospect to self-reveal the “excuse” part of their objection. They’re also requests for reassurance – the customer seeks validation for their decision or opinion.

5 – Objections and You

When dealing with objections, remember who you are! You understand their problems; you’re a peer in this situation. You know the solution, and you have the products and services to meet the customer’s needs. Overcoming objections starts with building your confidence and knowing you can succeed.

6 – Objections are Opportunities

No just means that they didn’t say yes. Uncover why the customer has objections. Do they understand the problems with their current solution or state? Did you fail to communicate them properly? To know how to counter objections effectively, you need to be able to understand and anticipate all possible objections, and see them as opportunities to show the power of an Oracle solution.

7 – Responding to objections 8 – Responding to objections

Let’s look at some strategies for responding to objections.

9 - Responding to Objections

Your response should help keep the customer focused on how the solution can meet their needs, gives you a way to avoid show stopping issues, and provides an opportunity to set the record straight for Oracle and build a competitive advantage.

10 - Handling Objections

In objection handling, remember the 4 Ps – after you hear an objection, pause to think about your answer, paraphrase the objection in the customer’s words, provide a response, and then probe further with questions to get to

By systematically following a standard process for handling objections, you will respond to objections in a way that helps the client better understand how your solution supports their KBRs. It should also clarify truths from misconceptions.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

the root of the objection. 11 - Paraphrase and / or Probe

Remember, use paraphrasing as a tool to give yourself time to think and to make sure you understand the objection clearly. Probing is used to focus on the specifics of the objection – make sure you don’t answer an objection that wasn’t there.

12 – Delivery

The posture, demeanor and tone of your responses should show that you have a passion for what you do, that you’re credible and trustworthy, that you have confidence, expertise, and are sincere about helping the customer.

13 – Key elements of successful objection handling

Now let’s review the key elements of successful objection handling.

14 - Five Key Elements

The five elements of successful objection handling are Key Messaging Transitioning: Tactical to Strategic Rephrase / Answer Plus One! Benefit Statements and So What! Oracle Client / Oracle Examples

15 - 1.Key Messages

What are you trying to get across to your customer? You should be able to answer the question of you you’re competing with and key differentiators. There are relatively few messages we must continuously promote – Modern Cloud, Modern HR and Customer 2 Cloud. Almost every answer can tie back to one of the key messages.

16 - 2.Transitioning – Tactical to Strategic

Where a question is posed at a tactical level, use the answer to “go strategic”. See the example on this slide – a tactical question about the number of KPIs is posed. Use this opportunity to share the features of BI that are memorable.

17 - 3.Rephrase – Answer Plus One

Answer Plus One is an artful changing of subject on the questioner or changing the way the question is asked to better suit your purpose, and is particularly useful for hostile questions or other questions which are not helpful in furthering your messages. See some helpful transition phrases on this slide.

18 - 4.Benefit Statements – So What?

Benefits statements involve making sure that the details of your answer resonate with your client, and are specific to the needs of your client. If you can’t answer the question “So What?” to everything you are saying, you probably shouldn’t be making the statement. Emphasize your SO WHAT. See the examples on this slide.

19 - 5.Oracle Customer Examples

And finally, to build instant credibility, be sure to ground your answer in practical examples of your clients’ or Oracle’s success with that strategy (or

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

both!). Examples can be particularly helpful with application questions and with global questions 20 - Objection Handling Pointers

It is OK to answer directly with a yes or no, and then stop. And emphasize your SO WHAT – tie back to the customer’s KBRs and highlight competitive advantages.

21 - Objection Handling Pointers

Let the customer finish speaking – don’t jump on them to answer before their question is complete. Always listen closely to what they are asking. Don’t try and formulate a response while they are speaking. And always try to determine what type of they are asking. Is it a hostile question based on incorrect or invalid assumptions about the product or Oracle? Is it hostile, but a valid question? Is it a neutral question? Does it help your key messages?

22 – Recap

Let’s recap what you have learned.

23 - Handling Objections The 4 Ps

Keep in mind the seven Ps as you handle objections: Pause, Paraphrase, Provide and Probe. Remember to prepare your response, watch your posture, and keep your patience.

24 - Objection Handling Pointers

Thorough discovery yields thorough preparation for objections – be prepared before you speak with your customer. It’s not just what you say, it’s how you say it. Your physical or virtual posture, demeanor, and tone go a long way. Align with the customer’s Key Business Requirements and key players. Stay aligned throughout the discussion. Rehearse to prepare appropriate responses to anticipated customer objections.

25 – Summary

Here’s a summary of what you’ve learned in this lesson.

26 – Practice Exercise

Review the Customer Objections Handling document in the training, which has a complete set of responses to counter customer objections to HCM Cloud.

Video: Influencing and Negotiation Part 1 - Negotiation Strategies

Slide 3 Learning Objectives

Script In this session, we will talk about how to create a plan to prepare for negotiations, including identifying key stakeholders, their objectives, and positions, Devise and apply strategies for responding to others' positions

4 – Preparing for Negotiations

At this point in the process, you’ve already conducted customer discovery, you’ve held all important conversations with stakeholders, and you’ve drafted a proposal to sell the customer services. Now you’ll need to prepare for negotiations with the customer to reach a fair deal. Let’s review some key classic themes on how to prepare for negotiations. We know that you may be a seasoned negotiator – this is just a review of some key concepts.

5 – What is Your

The key question to ask is: What is your strategy for negotiating? How do you

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Negotiating Strategy?

negotiate? You need to have a clear strategy on your team by which you negotiate, so that your deals aren’t driven by emotions.

6 – What is Your Negotiating Strategy?

Your practice should have a strategy built on transparency, trust, empathy and honest, open communication. With these building blocks, you can build a successful negotiating strategy that’s built on open communication and building relationships, and is not built on emotions that can drive a deal into the ground.

7 – Preparation is Key

The key to negotiation is preparation. You need to spend time reviewing everything from the buying process with this customer and think about what the issues are, your position as the seller, their position as the buyer, what the alternatives are, and where they have the power in this negotiation. All of this is about having empathy for the buyer and understanding where they are coming from. Thorough preparation will make the negotiation smoother and shorten the buying cycle.

8 - Review – Influence Map

Review your influence map with everyone who participated in the buying process up to the point of the negotiation. Think about what each of their issues are and their bias for and against your solution to anticipate issues, positions and possible alternatives. Identify who will participate in the negotiation and practice anticipated responses to what you think they will say. You need to confirm who the key decision makers are, think about any surprises that could come your way, and ensure that everyone who can make a decision is at the table so that you can come to an agreement in that meeting. If there are decision makers who have to approve the purchase who you don’t know about, this could hinder the ability to get your deal done.

9 - Summary of Customer Discovery

As a review, your customer’s position will include elements from the discovery – key decision makers, their needs and wants, business and technical requirements, tactical and consequential pains, and their current solution whether it be Oracle or a third party.

10 - Know Your Limits

Any successful negotiation must have a fundamental framework based on knowing: Outlining the goals of the negotiation with your team and sticking to them Knowing the best alternative to a negotiation – what will you do if you can’t reach an agreement? The minimum threshold for a negotiated deal – At what point will you walk away from the table? What does that scenario look like? How flexible a party is willing to be and what trade-offs are possible – What tradeoffs can you make? What does a scenario look like in which both parties are flexible enough to reach an agreement? Where is the comfortable overlap between each party’s requests that would facilitate a deal taking place?

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

11 - Responding to Other’s Positions 12 – Partner to Resolve Objections

Let’s review some classic themes for responding to other’s po sitions.

13 - Common Barriers to Reaching an Agreement

Some barriers to reaching an agreement include:

Negotiations become challenging when everything is viewed as a conflict to be won or lost. Defensiveness will not win. If you position the discussion as a partnership, you can work together to address and resolve concerns. Always begin with a position of empathy – you understand and empathize with the customer’s concerns. Be on their side. Don’t make them feel like their objections are silly or unfounded – make them feel at ease. Ask the customer to participate in brainstorming potential solutions, as you facilitate the discussion towards solutions that are the most practical and attainable.

A Flawed negotiation design – you may have misjudged scope or followed a poor sequence. Remember to only discuss what is in scope, and only agree to items that are in scope. If the order in which issues are discussed follows a poor sequence, you may reach a deal only to realize that a critical piece of information was never discussed, so you have to go back and make revisions. This can be frustrating after a long negotiation. Ensure that you follow an organized discovery and negotiations process to avoid this. Also, it’s important to meet with the whole sales team who will be in the room or on the phone to review the agenda for the meeting and run through what will be covered, and in what order. Have the right people at the table to provide input. Missing key stakeholders means that what you thought was a final deal still needs to be reviewed and commented on by other individuals. This could put the deal at risk. Ensure that from the start, you confirm that all key decision makers are both in the room and able to make a decision. This also applies from your side. Ensure the right individuals are in the room, and not too many of them. Only the individuals that will add value, have a slot on the agenda, and have prepared properly for the meeting. Sometimes the structure of the deal fails to accomplish the objectives both parties set out to at the start of the negotiation. It may not give sufficient value to the customer. If you and the customer review the deal and find that it doesn’t achieve its objectives, you should: assess whether there are other stakeholders that should be present at the negotiation, review what parts of the deal are dissatisfying to each party, and listen attentively to concerns. Also, ensure that you’re articulating your points clearly. Ask follow up questions to ensure the customer understands what you’re proposing.

14 - Characteristics of an Effective Negotiator

Align negotiating goals with organizational goals. An effective negotiator operates within a framework that supports the strategic goals of his or her organization. Prepare thoroughly. An effective negotiator collects as much information as possible in advance of deliberations, is organized for all meetings, and uses

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

each negotiating phase to prepare further. A combination of dialogue with the customer, as well as doing your homework about the customer, can help you paint a picture of the customer’s goals and objectives for the negotiation. Be able to articulate the interests of both sides and create valuable options. Separate personal issues from negotiating issues. The issues being discussed are not about you, or even your customer. Remain detached and focused on creating a fair deal. Recognize potential barriers to agreement. Ask discovery questions to stakeholders to try and uncover any barriers to reaching a deal. Build an alliance at the negotiating table based on your shared interests. Remember that you will want to come back to the table again for future deals with this customer. Build trust and a reputation as a reliable and ethical negotiator who follows through on agreements and promises. The relationship with this customer has a high value that you want to maintain. 15 – An Excellent Negotiator is…

In summary, an excellent negotiator has many of the characteristics on this slide. Think about your previous negotiations, and whether your customers or prospects would say these things about you. The challenge to you is to think about how you can develop these characteristics and improve for your next negotiation.

16 – Summary

Here’s a summary of what you’ve learned in this lesson.

17 – Practice

Answer the following question to check your knowledge. Click the Pause button, and then write your answers on a sheet of paper. Then click Play to see the correct answers.

Video: Influencing and Negotiation Part 2 - Influencing Throughout the Sales Cycle

3 Learning Objectives

In this session, we will talk about how to influence stakeholders and decision makers at the appropriate phases of the sales cycle.

4 - Evolution of the Cloud Sales Cycle

If you are in a resell or cosell situation, you’ll need to prepare effectively for negotiations. Here are some key tips that you need to know.

5 - Buying and Selling Cloud Has Changed

You probably think that the sales cycle is all about the product – this is no longer true in the applications sales space. How people buy applications, and how we sell them, is dramatically changing with Cloud. 10 years ago, the software sales cycle would include meetings with C-level executives in a lengthy process that could take anywhere from 3-9 months to evaluate solutions through an RFP. Today, the Cloud applications buyer is typically a departmental head from a line of business with 20-200 employees under their direction. They need to achieve certain departmental objectives and don’t

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

mind paying for a subscription through an operational budget if it helps them achieve those objectives. There is also some intrinsic motivation – they are career minded – they want a solution that will help them shine against their peers and solve organizational challenges. 6 - The Applications Buying Process of Yesterday

In a traditional application sales cycle, the prospect would do some initial research, then invite vendors to come explain their proposals. Many weeks or months were spent trying to explain that our solution is best.

7 - The Applications Buying Process of Today

Now with Cloud, the prospect has done 70% of the work already – they know what is out there, what it costs, and what it does. We have much less time to compete. Our emphasis is shifting from functionality to best practices – how to help departmental heads achieve their goals with our complete solutions. We have far less time to influence the customer in their purchasing decision.

8 - Cloud Has Changed Customer Expectations

Cloud has created a heightened expectation of what customers get for their money – both the Cloud vendor and channel partners working with the customer must deliver on this. Cloud has introduced a lower total cost of ownership than licensed software, shorter implementation times, lower costs for professional services, and lower support costs. In summary, as the partner, we need to address these customer expectations and set realistic expectations of what can be achieved in the Cloud.

9 - How Partners Influence and Drive Value

Let’s discuss some best practices that will help you influence your customer as you guide them through the key points of the sales cycle.

10 - The Partner’s Role as Influencer

In the realm of HCM Cloud, the partner has as important of a role as ever. You are a strategic advisor throughout the HR transformation journey, a project coach, and a field expert. You will introduce your customers to HCM Cloud and its benefits. You will influence your customers and add value by helping them gain rapid success and enable business transformation through implementation. By helping your customer roadmap their modernization and HR transformation, you’ll become a highly-valued player in this space not only with the customer but with Oracle as well.

11 - The Partner Can Influence Throughout the Sales Cycle

The partner’s influence is seen throughout the sales cycle. Even before the partner enters the sales cycle, they will work to generate demand in their territory. Demand generation events may include live events, webinars, conferences, sales engagement, speaking opportunities and marketing assets. Partners should be able to provide demonstrations and presentations, and position the value proposition of HCM Cloud. Once an opportunity is identified, the partner and Oracle may work together as an extended team in a cosell situation. The partner may have a relationship with the customer as a trusted advisor – this influence will help the extended

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Oracle/partner sales team. In the evaluation cycle, some partners act as the trusted advisor to the customer and are agnostic on the solution, they are in fact the customer’s proxy for the entire evaluation process. In this case, they are contracted to provide advisory or evaluation management services, and are completely separate from their relationship with Oracle. They are the subject matter expert that helps guide the customer through the discovery of issues and evaluation of various solutions. They may help the customer develop a roadmap and strategy for adopting new solutions, and guiding the customer through the change. Partners also provide implementation solutions to rapidly deploy the solution, and provide ongoing managed services. With Cloud, these services help to form a long-term relationship with the customer. 12 - Ease the Friction in the Buying Process

The partner can help ease the friction in the buying process. Work with the customer to provide an objective, expert opinion on the solution that will meet the customer’s needs. The partner may work with the customer on an HR transformation roadmap tailored to the customer’s needs and timing, advising them on the right time and way to move to the Cloud. They will provide compelling reasons why the customer should move to the Cloud, why the time is now, and why they should consider Oracle. A deep understanding of your customer’s frame of mind helps you understand and connect with your customer’s feelings about the purchase. It’s also important to understand your customer’s perspective – where they are coming from and where their fear of change comes from, and who they need to “sell” the solution to internally. Finally, a point of friction for Oracle’s on-premise customers is the feeling that by asking them to consider Cloud, Oracle is abandoning their current investment. For existing on premise customers, stress the Applications Unlimited program as Oracle’s commitment to continuously innovate in current applications while also delivering the next generation of Cloud applications. With your help, customers can roadmap their journey to Cloud, and move to the Cloud when the time is right for them, while receiving continuous innovations to their current products.

13 - Characteristics of an Influencer

What are the characteristics of a thought leader in the HCM Cloud space?

14 - An Influencer Tells Their Story

An influencer tells their story. They share stories of successful HR transformation projects through video, articles and short status updates on social media. They develop white papers that provide new insights within their areas of expertise, and keep their followers up to date with the latest news from their company.

15 - An Influencer

Influencers teach others. They share thought leadership through social media

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Teaches Others

channels. They provide webcasts that teach a skill, tip or expertise to their followers- these may be their partners, customers, prospects. They are an active participant in Oracle User Groups – sharing their deep expertise with others. In summary, they collaborate with and give back to the Oracle ecosystem.

16 - Soft Skills: Influencing Your Customer

Let’s review some basic soft skills that will help you influence your customer throughout the sales cycle.

17 - Influence Through Clear Communication

Your customer may be demanding and want certain things that are outside of your scope or abilities. It’s critical that you position the correct facts, clearly communicate with the customer and set correct expectations. In order to do this, work with your Oracle Alliances team to ensure your Statement of Work for implementation work is sound, and that you understand Oracle’s processes for closing your deal. This will avoid surprises, and by being knowledgeable about how the sale process works, help your customer feel confident about the deal they are entering into – that they are working with someone who is knowledgeable and organized. Engage your alliances manager as soon as you have an opportunity. When drafting SOWs for implementation work, its key that you scope your project correctly, and position what the Oracle Cloud is – and what it isn’t – correctly. For example, much of your services will be around configuration, not customization. Also, it’s important to share the scope of what Oracle manages for the customer, and what the customer will manage themselves. Ensure that everything in the service you will provide is clearly documented and quantified, and that change orders will be utilized in the event that the customer requests further work beyond the SOWs scope. This will ensure a smoother project, and when unexpected changes come up, the customer is prepared for how they will be handled. Also, share with the customer how the project will be managed. Will they communicate with you solely via phone and email? Will you meet with them in person at all? How many meetings will they have with you? Will anyone else be part of the project team and what will their role be? If you will be partnering with Oracle Consulting Services for your implementation project, reach out to them early to identify areas in which you need the expertise of an Oracle Consultant. OCS can help with requirements gathering, customer discovery, and help strengthen the case for services on your implementation project. It’s important for you to know w hat services you may need to engage and how much they will cost before you present this to the customer for a decision.

18 - Influence Through Effective Collaboration

Communicate frequently on the status of the process, keeping the customer informed. Your customer may have responsibilities in the implementation, and you’ll want to work collaboratively to guide them through those tasks.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.

Cloud deployments are still new to many customers, and project sponsorship often shifts from IT to the HCM business area. The business-driven nature of Cloud deployments often requires a different set of skills with the project team, so you’ll want to closely guide your customer through this process and ensure they have a clear understanding of what the project will take. Ask for feedback throughout the process. If everything appears to be going as planned, never assume that the other side sees it the same way. Be proactive in uncovering problems. The other side will respect you for it. Discuss and resolve any issues, instead of leaving them lingering in the background. Remember, your goal is to come out of the engagement with a happy customer and an implementation engagement you can reference in the future, not to mention a long-term customer who may call on you for other implementation or outsourced services. It’s important that your customer can provide a positive reference of your work, and you must work to ensure that at the end, the customer is able to provide such a reference. After every project, debrief with your team to discuss lessons learned. Invite your Alliance Director to provide input. Self-reflection and evaluation of the project will help you refine your approach, resources, tools and structure. Reflection and evaluation is key to improving your influence on future engagements. And finally, in regards to the future, you may sell post-go-live services in the cloud that support and enhance the overall value proposition. This provides you with continual touch points and influence with your customer as you continue to optimize their experience in the Cloud. Or, your customer may choose to manage their service on their own. Given that the Cloud means an ongoing relationship with your customer, avoid the “big bang” disengagement, where you move on quickly after the service goes live, leaving your customer unprepared to manage the service. Enable your customer to be successful and guide the customer to key resources such as customer connect, MyOracle Support, and Oracle University so they are fully prepared to manage the service. 19 - Influence… Regardless of the Outcome

Stay active with your accounts, even if another vendor selection has been made, and keep educating the customer about Oracle’s Cloud abilities. Keep probing for opportunities to show Oracle’s commitment to Cloud solutions and continued expansion.

20 – Summary

Here’s a summary of what you’ve learned in this lesson.

21 – Practice

Answer the following question to check your knowledge. Click the Pause button, then write your answers on a sheet of paper. Then click Play to see the correct answers.

Copyright ©2016 Oracle and/or its affiliates. All rights reserved. For Oracle Employee and Authorized Partner Use Only.