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 - Oracles Radical
Transformation
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 benefit of our customers. Our transformation is
not only the biggest in our 40 year history; its 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.
5 - The Changes Youll

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 while addressing much of the upfront costs and risks often
associated with larger enterprise projects. Its cloud, but better.
Weve 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 weve spent over the past
decade to build the industrys best, most complete portfolio of cloud services.
That means no longer needing to wait years to upgrade to access the latest
software innovations customers get them in months.
And Oracles transformation will be apparent to you today, in 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 And there is evidence our transformations are working in the marketplace!
Success & Experience
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!
7 Todays Digital
Today we can have great experiences as consumers. Savvy companies
Economy
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 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 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 well 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. 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, 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?
10 The MultiGenerational
Workforce
Lets 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 workforce is the new norm, so is your organization
prepared to support them? For the first time in US history, there are 4
generations of workers in the workplace.
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, so as a result 60% of them leave a job in under 3 years if they
see no future for career advancement.
11 - The Impact of
Modern Technology in
Todays 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 over pay. Many companies look to 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 need to think less about any one device and more about how to
optimize information and 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 have reported:
58% increase in collaboration
64% increase in engagement
12 Oracles 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
todays systems should be the standard not the exception. Most vendors you
talk to will say they have the cloud, are social, and mobile enabled and as
they should be. However Oracle delivers on this standard and then goes much
further and deeper. Lets 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
13 - Oracles Complete
HCM Offering Covers
All the HR Bases
14 Oracle HCM Cloud

Goes Beyond the Basics
of HR
Collaborative: We talked about enabling people and teams

to work better together. This can be done by integrating
social capabilities to enable collaboration 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
Mobile and Engaging: Finally, HR is being asked to make
systems accessible to everyone. In todays workplace, that
means making it easy for everyone to use on every device
Lets discuss how Oracle supports each one of these tenets of modern HR.
Weve 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. We touched on only certain aspects of Oracles 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 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, 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 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.
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
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
of HR
16 Oracle HCM Cloud

of HR
17 - Digital Workforce
Experience
18 - Digital Workforce
Experience
Traditional HR delivers a good enough worklife not because you dont

aspire to more but because better hasnt 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 isnt 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 todays
workforce collaborate and communicate already. You will hold them
back if you dont give them a tool that you are comfortable with
inside the enterprise. They will bring their social communities to your
work if you dont provide it to them.
2. Our collaboration tools are embedded in what they are doing. For
example its 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 theyre doing and a
part of their job. Its meaningful to their jobs today.
3. Weve looked at how people consume in their daily life to see that the
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
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 Todays data-driven world more and more CHROs 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 arent simply looking for a historical view of whats
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 Oracles 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
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 KPIs 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
departmentfrom 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.

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 Oracles Agile
Cloud
Oracles Cloud Vision:

We believe that the modern cloud for todays modern business should be
personalized, connected and secure. Oracles 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 customers 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
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 1st 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 Oracles 2nd 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 whats 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 customers data nor will your
applications.
26 Oracle HCM Cloud
27 - Summary What
Youve 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.
Heres 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.
Video: Relationship Building and Discovery

Slide
3 Learning Objectives
Script
Here are the objectives for this lesson.
4 CHRO Persona
First, lets take a look at who the CHRO is, what they 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
Lets take a look at the profile of Carol, a corporate officer who oversees all
human resource management and industrial relations operations for an
organization.
Carols 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.
Carols 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 companys 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.
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 - Carols Pain Points
and Challenges
Carols 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 companys business strategy, goals and objectives, Carols 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 employees behavior is inconsistent with the values of the
company, the HR function is responsible for ensuring that such situations are
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
Carols 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, Carols
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
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,
lets 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, youll be looking for the 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 KBRs in
this presentation)
3. Tactical and consequential pains youll need to determine what
these are for your follow-up meeting with the customer
Youll also want to get a sense of the projects scope, and exactly what areas
of the business youll 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 dont 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 dont exist these are tactical pains. This is an opportunity for you to
present fixes to broken processes, or enable processes that dont yet exist.
Consequential pains are the consequences of tactical pains that prevent the
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? Thats
the challenge, and thats 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.
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 doesnt 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 Erins opinion and always has her in
the room. In some cases, maybe the executives are making the whole
decision. Determine who has the influence.
Theres 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 didnt make it to the hr departmentSo what solutions and capabilities
are there and which ones would you like to deploy? Read the key areas on
this slide.
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 Its Hard)
Active listening is crucial and takes effort we know its hard! Especially in the
Cloud where you have to juggle many customers at once. When meeting with
a customer, treat them as if theyre 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, its imperative that youre
listening, and not talking endlessly or finishing the customers sentences.

Youre 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?
Theres 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 customers
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. Were 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 youve 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, youre 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
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 youre 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
others leverage points with the specific customer as you progress 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 lets 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 arent 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
Its 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 theyre 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 its 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
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 its 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. Youll notice that some of them dont
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 cant
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 youre a passionate, engaged individual.
29 - Establish Your
Credibility
When posting content to an audience of 1 or 1,000, theres 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 youre
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 youre a capable and knowledgeable
expert about Oracle HCM Cloud solutions.
30 - Summary What
Youve Learned
31 Practice Exercises
Check Your
Knowledge
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 Customers Journey to the HR Cloud
Slide
3 - Learning Objectives
Script
In this session, I will cover the ways to leverage a customers 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, its 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
Lets 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 customers challenges and supporting data to show that 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 organizations 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 youll 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
can the CHRO lead the organization to this change?

9 - Maturing to HR
Excellence
Youll 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 customers 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 customers choice where to start first depending on their business
needs.
12 - Mature Your Talent 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
Strategy
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 customers 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 youve 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.
They key takeaway here is that its 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 customers 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 customers 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. Ill 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 customers 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.
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, dont 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. Heres 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
Heres 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 lets 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
Heres an example of how this program works so you can explain how the
transition to the Cloud would work with this program.
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. Heres some
of the most frequent reasons for selecting the HCM Cloud Service.
30 Oracles 2014
Cloud Momentum
Youll 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, lets 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.
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 3rd 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 lets review where you can access key demonstration materials 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
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.
Video: Product Positioning Part 2 - Positioning the Complete Cloud Platform

Slide
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 speakers
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, isnt 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
Oracles 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, SLAs, 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 Oracles 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 markets most complete cloud solution. Heres some details on
what your customer can expect from Oracles Cloud platform.
8 - A Solution Youll
Never Outgrow
Its 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
modulesrather than buying new systems, having to build expensive
integrations and manage multiple cloud processes.

9 - Reduce Employee
Training Costs
Investing in the cloud shouldnt 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 cant (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, Oracles 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 whats 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 customers 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 employees 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 your 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, its 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 customers business operations they

simply cant get a complete picture with just bits and pieces of enterprise
Full Picture
data. Especially, if relevant data across different clouds cant 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 Oracles 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 dont 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 Oracles 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 reportsand 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. Its simply a part of
what theyre doing.
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 SLAs
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 weve spent over the past
decade to build the industrys 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 youll 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
dont 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 customers workforce with one user experience and
correlated business analytics that provide you the complete picture of
whats happening in your organization.
16 - Select Customer
Examples
Here is just a sampling of customers using our Cloud.
17 Solairus Aviation
Quote
Were seeing more and more customers choose a unified cloud solution.
Heres 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, weve 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 weve seen great progress - 1,000
customers in the last 12 months.
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
Script
In this session, we will talk about additional strategies to Go to Market with
HCM Cloud solutions, and position your customers 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 its 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
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.
And it
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 Oracles 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 customers 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.
Answer the following questions to check your knowledge. Hit the Pause
Video: Product Positioning Part 4 - Competitive Positioning

Slide
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. Its 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.

versus SuccessFactors
Heres some reasons why Oracle HCM Cloud is superior to SuccessFactors:

Its 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
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 its convenient for them.
versus Workday
Heres 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 informationand only relevant informationso 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 experiencesself-study, instructor-led,
and collaborative, with discussion forums and chats. Workday doesn't provide
anything like that.
It offers Upgrades, On Your Schedule
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)
Heres 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

Oracle HCM Cloud offers you greater control over your upgrade schedule. IBM
Smarter Workforce forces you to upgrade when it's convenient for them.
8 - Key Things to Know - Heres some key achievements that you should know about for calendar year
2015
2015.
Oracle is a leader in Talent Management according to the Gartner Magic
Quadrant for Talent Management Suites. Workday doesnt even make the
list they dont 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
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 companys 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
Heres a summary of what youve learned in this lesson.
Check Your Knowledge
Answer the following questions to check your knowledge. Click the Pause
Read the following scenario. Then, perform a quick SWOT analysis. Click the
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
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 customers 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. Theyre
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; youre a peer in this situation. You know the solution, and you have
the products and services to meet the customers needs. Overcoming
objections starts with building your confidence and knowing you can succeed.
6 Objections are
Opportunities
No just means that they didnt 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
Lets 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 customers
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.
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 dont answer an objection that
wasnt there.
12 Delivery
The posture, demeanor and tone of your responses should show that you
have a passion for what you do, that youre credible and trustworthy, that
you have confidence, expertise, and are sincere about helping the customer.
13 Key elements of
successful objection
handling
Now lets 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 youre 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
cant answer the question So What? to everything you are saying, you
probably shouldnt 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 Oracles success with that strategy (or
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 customers KBRs and highlight competitive
advantages.
Pointers
Let the customer finish speaking dont jump on them to answer before their
question is complete. Always listen closely to what they are asking. Dont 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
Lets 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.
Pointers
Thorough discovery yields thorough preparation for objections be prepared

before you speak with your customer. Its not just what you say, its how you
say it. Your physical or virtual posture, demeanor, and tone go a long way.
Align with the customers Key Business Requirements and key players. Stay
aligned throughout the discussion. Rehearse to prepare appropriate
responses to anticipated customer objections.
25 Summary
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
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, youve already conducted customer discovery,

youve held all important conversations with stakeholders, and youve drafted
a proposal to sell the customer services. Now youll need to prepare for
negotiations with the customer to reach a fair deal. Lets 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
Negotiating Strategy?
negotiate? You need to have a clear strategy on your team by which you
negotiate, so that your deals arent 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 thats 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 dont know about, this could hinder the ability to get your deal done.
9 - Summary of
Customer Discovery
As a review, your customers 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 cant
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 partys requests that would facilitate a deal taking place?
11 - Responding to
Others Positions
12 Partner to Resolve
Objections
Lets review some classic themes for responding to others positions.
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
customers concerns. Be on their side. Dont 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, its
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 doesnt 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 youre articulating your points clearly. Ask follow up
questions to ensure the customer understands what youre 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
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 customers
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
17 Practice
Answer the following question to check your knowledge. Click the Pause
Video: Influencing and Negotiation Part 2 - Influencing Throughout the Sales Cycle
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, youll 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 dont
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
Lets 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 Partners 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, youll 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 partners 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
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 customers
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 customers needs. The partner may work with the customer on an
HR transformation roadmap tailored to the customers 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 customers frame of mind helps you
understand and connect with your customers feelings about the purchase.
Its also important to understand your customers 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 Oracles 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 Oracles 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
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
Lets 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. Its 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 Oracles
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 isnt
correctly. For example, much of your services will be around configuration,
not customization. Also, its 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. Its important for you to know what
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 youll want to work collaboratively to guide them through those tasks.
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 youll 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. Its 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 Oracles Cloud abilities. Keep
probing for opportunities to show Oracles commitment to Cloud solutions
and continued expansion.
20 Summary
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.
Video: Pricing and Packaging

This module will help you understand the four initiatives of the Oracle Open
Market Model, the process for registering opportunities with Oracle, and the
process for placing orders in the Oracle Partner Store.
4 - OPN Sales Cycle

Resources Key
Resources to Know
Lets look at some key resources you should review to understand how to
register your deals and place orders in the Oracle Partner Store.
5 - Market and Sell

Page on OPN
You can access all of the sales cycle resources for Cloud under the Market and
Sell section of the OPN website. This contains resources on how to market
your offerings, register deals, and place orders. On the Register a Deal tab,
click the link to review the Open Market Model to understand how Oracle
acknowledges or compensates our partners for bringing business to Oracle.
6 - Sales Cycle
Resources on OPN
Under Register a Deal, scroll down to the bottom of the page and click Price
Lists and Licensing Tools to access the sales tools and business practices
policies to help guide you through the Oracle sales cycle.
You should review everything contained within the tabs on this site as it
pertains to Cloud, including:
Pricing and Licensing
Distribution and End User Agreements
Ordering
and Business Practices
7 - Deal Registration in
the Oracle Partner
Store
Go back to the Register a Deal tab. Click the link Deal Registration Trainings to
navigate to the Oracle Partner Store deal registration and Ordering Training
Center page to learn how to use the Oracle Partner Store to place orders and
register deals.
8 - Questions? Contact
Your Alliances Team
For questions about the sales process and how to work with Oracle, contact
the Partner Business Center or your local Alliances representative.

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Oracle HCM Cloud 2016 Sales Specialist Training Video Transcripts

Video: Domain and Product

5 - The Changes Youll

Lets take a closer look at some of the trends at hand.

Lack of Skills Development

Poor Employee Engagement and Productivity

Reduced ability to serve clients

Increased Employee Turnover

64% increase in engagement

12 Oracles Beliefs for

To overcome these challenges and capitalize on opportunities, the modern HR

14 Oracle HCM Cloud

Collaborative: We talked about enabling people and teams

A cloud computing platform that is enterprise grade

HCM capabilities that support the full HR lifecycle not just

Full application suite capabilities including a common mobile,

A full complement of security, access control, development,

16 Oracle HCM Cloud

Traditional HR delivers a good enough worklife not because you dont

same marketing best practices to build sales pipelines need to be

The results of this experience include higher engagement, more collaboration

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?

What makes Oracles analytics solutions unique?

in a new area has the right people behind it to be successful. So we have

23 - Oracle HCM Cloud

Oracles Cloud Vision:

Lower Operating Costs

The cloud enables organizations to purchase software and IT resources as a

Increased Adoption & Productivity

Personalization & Branding

Video: Relationship Building and Discovery

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

Rather than focusing exclusively on personnel issues and service delivery,

dealt with fairly.

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

Carols goal is to help transform her organization into a Modern Human

Engage your employees

Empower your managers

Align to the business

To Achieve HR leadership, the CHRO must mature their HR organization from

Leveraging Cloud to lower infrastructure and operational cost so that

Reinvesting those savings into

Better engagements with employees which also results in better

Leveraging modern technology to support the new generations

Stronger loyalty programs so you can retain your employees

And aligning HR to the business to

Align individual goals to business goals

Hone your talent management processes to increase employee

According to Forrester, 65% of decision makers give the business to the

There are 4 elements in a typical customer discovery. First, the goals or

customer from achieving their KBRs. These consequential business impacts