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1Z0-202 exam Dumps Source : Siebel 8 Consultant

Test Code : 1Z0-202
Test appellation : Siebel 8 Consultant
Vendor appellation : Oracle
: 146 existent Questions

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Oracle Siebel 8 Consultant

Oracle Siebel vs. Salesforce faceoff: Siebel is more multifarious | killexams.com existent Questions and Pass4sure dumps

here's one facet of a Siebel vs. Salesforce.com debate. The other side argues that Salesforce.com is inventing a future that Siebel wants to breathe a allotment of.

There is no reasonable debate when it involves Oracle Siebel vs. Salesforce.com since it is not a trusty apples-to-apples comparison. Siebel is a multi-faceted, business client relationship administration (CRM) product providing vertical performance and platforms, while Salesforce.com is multi-tenant, offering restricted scope and an ambiance this is much less "chance-free" than popularly acknowledged. Having labored with each methods for years, for me there are execs and cons to every; every consumer has particular requirements to consider. but, Siebel is pass more powerful, reputable and versatile.

each Siebel and Salesforce.com absorb a CRM element, but Siebel goes past Salesforce.com -- not effectively in the earnings, advertising and features facets, but in its flexibility as smartly. Siebel presents a hybrid mannequin for diverse agencies, giving them the option of working offline, on-premises, hosted through Oracle or hosted by the client corporation. additionally, Siebel has distinct vertical alternatives, together with automobile, telecom and pharmaceutical, so the gear can breathe utilized to a particular business or customer's wants and has the performance required for that business's company procedures. Siebel's platform gives capabilities for different industries without needing so as to add on third-celebration products.

Saleforce.com may tout "no utility," however it's not absolutely genuine. To attain issues such as e mail or integration with Outlook and other facets, you deserve to buy one other app from their app change and installation it. Siebel already provides this in its platform, providing a greater feel of integrity and reliability than its Salesforce.com counterpart.

Siebel vs. Salesforce.com on cost

now not handiest does Siebel center of attention on CRM, it has E-Commerce, E-guide, loyalty courses and accomplice relationship administration (PRM) capabilities, granting companions and vendors access to a total lot of the functionality of the application supporting undoubted collaboration. every thing is at one's fingertips with no requisite to strengthen or purchase add-ons. Salesforce.com begins at $sixty five to $seventy five per consumer per 30 days, however that does not embrace any integrations. It lacks reporting or any points that a existent business customer would desire, which instantly bumps the rate component to at least $125 per consumer per 30 days.

Salesforce.com looks more cost-effective than Siebel, at least initially. however, over the future, that argument is inconclusive. Let's seize Siebel on-premises. originally there is an IT expenditure should you purchase licenses and servers. but over a three- to 5-12 months duration, Salesforce can imbue extra. it is because you by no means personal it. you are basically renting space for storing in an software from Salesforce.com. although you sustain your IT charges flat and also you pay the same monthly and might forecast pricing out for the comfort of the compress length, on the conclusion of the compress when it comes time to renew, you haven't any control or squawk in fee raises. You might approach to breathe paying extra for Salesforce.com than you may for Siebel; you just requisite to approach to a determination whether you want to pay for it upfront with Siebel or continue paying over time with Salesforce.com. believe that renewal costs hardly ever recede down.

Siebel's cost is improved as a result of the various options it has. in case you want to add carrier functionality or self-carrier or e-provider, it's there for you. if you requisite advertising or loyalty administration functionality, it really is additionally accessible inside the present Siebel framework. you can absorb business-selected functionality All from one platform -- no should bounce from supplier to vendor to find what you desire. Salesforce.com doesn't present anything besides Salesforce automation; it does not present guide for different verticals. You must apportion in accommodate third-celebration items to find email advertising, convoke middle or customer carrier functionality. Now you're spending upwards of $200 or extra per person per month to find what Siebel offers for less.

Siebel vs. Salesforce.com in aid

Siebel's assignment-based mostly consumer interface redefines how organizations finished income, advertising and repair initiatives in the utility. when it comes to its start platform, Siebel is still on the forefront. An on-premises model is a natural healthy for midsize and colossal groups that requisite superior handle over their technical environment.

If Siebel updates its utility, users can glance at various it in a nonproduction ambiance unless the organization is able to upgrade. this is extraordinarily vital for huge corporations, certainly when the CRM utility is integrated with other interior techniques as a allotment of order processing and consumer provider.

With Salesforce.com, you're especially restrained in that sense. in case you absorb what glance fancy efficiency-connected issues, you should log a aid ticket with Salesforce.com, which might also or might also not learn the difficulty. notwithstanding the enterprise finds the issue, there is tiny it might probably attain about it because it will influence other clients.

as a result of Salesforce.com is multi-tenant, any trade made exceptionally for one client might also negatively affect other purchasers. it could possibly result in a terrible domino effect. therefore alterations can not breathe made always according to any sole user. issues requisite to breathe normally evaluated to peer what the fair influence should breathe on the atmosphere. If a brand newfangled consumer comes to Salesforce.com and uploads 5 million newfangled facts into the database, likelihood is it might affect other valued clientele as smartly. In an on-premises ambiance, any adjustments made will only affect you, giving your internal group the luxury of constructing crucial adjustments.

Siebel clients aren't pressured to ameliorate as instantly. Oracle has confined lifetime assist for numerous Siebel applications and types. if you are on Siebel 8.1 at present, odds are you might breathe supported for a very long time so that you can remain on that course except you're able to migrate to Siebel 8.2.

If there's an ameliorate to Salesforce.com, you are getting upgraded no matter if you find it irresistible or no longer and you'll absorb a brief, described window to validate the ameliorate before it goes into creation. in case you won't absorb these substances available at the time, you are out of splendid fortune.

extra importantly, you don't seem to breathe supported by pass of one supplier to any extent further with Salesforce.com. you are with Salesforce.com, and with companion A for advertising and marketing and confederate B for client provider. Who attain you swirl to when faced with a problem?

when you are on Siebel and you've got a problem with advertising and marketing, you appellation Oracle. if in case you absorb a problem with revenue, customer carrier or Outlook, you appellation Oracle. you absorb got one dealer for every thing. When it involves guide, knowing precisely who to swirl to if in case you absorb problems is large, and issues inevitably approach up with utility. there's peace of understanding realizing so you might just opt for up the cell and convoke an Oracle succor rep or recede surfing to aid.oracle.com. You recognize Oracle can attain something about the hardship since you won't absorb distinct supplier items.

There isn't any handy reply when comparing items. Inevitably companies must accept as trusty with their unavoidable circumstances and desires. Salesforce.com is riding a wave of generic demand for a variety of factors. actually if companies absorb simple Salesforce automation necessities, then Salesforce is a strong contender. Most develope CRM users' needs aren't that standard. Questions of ownership versus rent, efficiency in the cloud, records safety, customization, CRM breadth in the product and handle All want your consideration.

Scott Lefante is SaaS undertaking supervisor for Eagle Creek software services, a U.S.-primarily based IT consulting and technical capabilities company specializing in Oracle CRM, tips administration and e-commerce.


Justice drops its inquiry of Oracle-Siebel merger | killexams.com existent Questions and Pass4sure dumps

WASHINGTON -- under a month after Oracle Corp. hired former barrister Gen. John Ashcroft's lobbying firm, the Justice department notified Oracle that an antitrust inquiry into its proposed $5.eight billion acquisition of a compete database software hard had been dropped.

The decision, announced Tuesday via the department, become no doubt welcome intelligence for Ashcroft's budding lobbying and consulting profession, which All started closing may also, just three months after he ended a tumultuous tenure as the nation's excellent law enforcement officer.

The Justice fork said that the case turned into selected its deserves.

As attorney common at the time of the Sept. eleven, 2001, assaults, Ashcroft oversaw a keen raise of domestic surveillance in the identify of national security. Critics on both the left and perquisite preeminent some of his guidelines broken civil liberties.

As a lobbyist and consultant, Ashcroft may now note his consumers with countrywide safety hobbies handicap from the law enforcement and safety guidelines he promoted while in workplace.

Ashcroft inspired better executive scrutiny of personal suggestions in large databases available within the deepest industry. Such databases are developed by using establishments comparable to Oracle and stuffed by means of organizations similar to ChoicePoint, a different customer of the Ashcroft company.

He became additionally a champion of the Patriot Act, a legislation that created a wide range of latest executive powers within the appellation of countering terrorism.

Ashcroft declined to remark for this article.

His company also comprises his former chief of staff, David Ayres, and Juleanna Glover Weiss, a former press secretary to vice chairman Dick Cheney. She additionally labored for Ashcroft when he was a senator.

Weiss stated, "Ashcroft is, of path, one of the vital a professional individuals in the world in the antitrust and endemic land safety fields, and so it's herbal that groups fancy Oracle and ChoicePoint would approach him."

ChoicePoint, a number one enterprise of information to police and protection organizations, including the FBI, has been beneath fire for neatly-publicized safety breaches that allowed thieves to fraudulently purchase very own tips, together with in some situations companionable security numbers and crook information, of as a minimum 162,000 individuals.

in addition, ChoicePoint is at the core of a debate over the floor suggestions below which the FBI and other federal agencies may still breathe in a position to entry assistance on citizens who are not suspected of crimes.

Ashcroft will no longer lobby for ChoicePoint on regulatory or privateness issues, based on ChoicePoint spokesman Chuck Jones.

ChoicePoint retained Ashcroft for "company pile primarily in the Justice fork and the department of position of source protection," Jones noted.

Ashcroft will promote ChoicePoint expertise for suggestions-sharing and information mining, and information capabilities utilized in combating crimes in opposition t babies, Jones observed.

within the case of Oracle, Ashcroft "supplied us with inner counsel and assistance" on clearing antitrust hurdles within the proposed buy of Siebel methods Inc., talked about Ken Glueck, an Oracle senior vp.

Glueck referred to the hiring of Ashcroft and the Justice department's determination amounted to handiest "tangentially related activities."

Justice fork spokeswoman Gina Talamona declined to focus on the branch's manner for clearing the proposed transaction, however she talked about "we made their resolution to immediate the investigation in response to the merits of the case."

In 2004, as attorney usual, Ashcroft sued Oracle in an unsuccessful pains to stop the Redwood Shores, Calif., business's $10.three billion bid to buy PeopleSoft Inc.

based on lobbying facts, Ashcroft and his hard registered to foyer on antitrust matters for Oracle on Oct. 18, just days earlier than the Justice department requested additional info on Oracle's deliberate purchase of Siebel methods, a company that makes a speciality of application that helps corporations control earnings and other interactions with consumers.

beneath federal revolving-door restrictions, Ashcroft can not lobby the govt fork except February, when he'll absorb been out of executive for 12 months.

but he can foyer Congress instantly.

Glueck stated that "I attain not accord with that the barrister regular spoke with any one backyard the enterprise" about the antitrust implications of the Siebel techniques deal.

Glueck pointed out that Ashcroft additionally will consult with Oracle on homeland safety considerations.

Ashcroft, 63, changed into a two-term governor of Missouri earlier than being elected to the Senate in 1994. He misplaced his re-election bid in 2000 to a useless man, former Missouri Gov. Mel Carnahan, who turned into killed in a aircraft crash presently before the election.

President Bush selected Ashcroft to breathe his attorney common, a circulation that became extensively praised with the aid of the Republican birthday celebration's companionable conservative base.

Andrew Zajac writes for the Chicago Tribune.


What Oracle Fusion CRM within the Cloud skill for Salesforce and Siebel purchasers | killexams.com existent Questions and Pass4sure dumps

domestic   →   CRM   →   What Oracle Fusion CRM within the Cloud capacity for Salesforce and Siebel shoppers Posted October 27, 2011 by Herman Mehling     comments

Oracle made a daring circulation into cloud CRM this month, but what does it add up to for competitors fancy Salesforce and Microsoft and Oracle's personal Siebel purchasers?

The CRM (customer relationship administration) market received a bit busier this month with the entry of Oracle's long-awaited Oracle Fusion CRM, which is also the groundwork of Oracle's newfangled Public Cloud.

because the latest entry in a really aggressive market, Oracle (NASDAQ: ORCL) will ought to stand out to find seen. So how does it stack up in opposition t centered choices from the likes of Microsoft, Salesforce.com and SAP? and maybe greater importantly for Oracle's longtime customers, will Oracle Fusion CRM spell the conclusion of CRM On Demand, its latest cloud providing in response to Siebel, and Siebel CRM?

"The Oracle cloud is a tiny diverse," mentioned Oracle CEO Larry Ellison when he delivered the product suite at the Oracle OpenWorld 2011 consumer conference recently. 

The Oracle Public Cloud is each a platform as a carrier and purposes as a carrier, he defined.

"the distinguished thing change is the Oracle Public Cloud is in line with trade requisites and helps replete interoperability with different clouds and your data center on premise," he talked about.

by pass of necessities, he basically meant Java. Oracle's cloud claims to rush any app written in Java. 

The conclusion of Siebel and CRM On Demand?

probably the most main concepts of the Fusion purposes pile pains changed into to carry the ultimate ideas, architectural patterns and business practices of All "legacy" applications (eBusiness Suite, PeopleSoft, JD Edwards, Siebel CRM, Retek, and so on) into the newfangled suite, wrote Alexander Hansal in his October 17 blog submit.

Hansal, a technical teacher in Siebel and an Oracle advisor, wrote, "The expert eye will note usual 'Siebel patterns' in Fusion CRM. having said that, the requirements for CRM absorb significantly modified within the remaining years, so there are loads of newfangled issues as smartly."

Hansal stated Siebel shoppers absorb three options: remain with their legacy application by using upgrading to probably the most develope version (Siebel 8.1.1); augment their latest legacy app with newfangled performance provided through the Fusion functions stack; or ditch the legacy stuff and embrace the newfangled Fusion world.

shoppers can effortlessly improve, he believes, as a result of Fusion functions are designed from the ground up to co-exist with Oracle's legacy apps.

Hansal concluded: "I trust that Siebel CRM is not lifeless. Too many hours and dollars/euros/rubel absorb been spent with the aid of consumers in Siebel projects to naively account that they'll just dump it excited about edition 1 of Fusion CRM.

"whereas I usually attain not attain too an dreadful lot IT crystal balling, they may still note one other decade of thriving Siebel projects, but there is a brand newfangled flower in the garden which they should not forget (translates to: wake up and find expert on Fusion purposes."

Oracle Public Cloud: The finished CRM equipment?

"Oracle is the most efficient dealer that offers a complete suite of enterprise solutions within the cloud, which includes both utility capabilities and platform ones," trip Chowdhry, managing director of fairness research at world Equities analysis, wrote in a recent analysis notice.

Oracle's utility capabilities consist of Fusion CRM, Fusion HCM and companionable Networks, whereas its platform capabilities consist of Java capabilities and Database features – and simply this week, Oracle added cloud client provider with the acquisition of RightNow.

Oracle claims, amongst different things, that its Oracle Fusion CRM Cloud carrier allows for agencies to combine customer and product master facts tips with All CRM methods – which the dealer says is a primary for cloud-based CRM options. Oracle additionally claims that the service supplies a consolidated consumer middle for All CRM company procedures.

Oracle Shuns Multi-tenancy

although Ellison indulged himself and his captive viewers in taking pot pictures at Salesforce, Forrester research analyst James Staten talked about he believes the Oracle providing can breathe extra of an immediate competitor to Amazon internet services than force.com. 

The strongest proof is in Oracle's stance on multi-tenancy, pointed out Staten, noting that Ellison shunned a tenancy mannequin constructed on shared facts shops and application models, which can breathe key to the profitability of Salesforce.com (and most trusty SaaS and PaaS options).

The Oracle Cloud offering is based mostly not on multi-tenancy, however on virtualization containers that allow purchasers to seamlessly swap from side to side between the inner most and the public clouds.

"Oracle will tiny question consume its own Xen-based hypervisor, OracleVM, instead of the commercial enterprise yardstick VMware vSphere," observed Staten, noting that photograph conversion between the two structures is pretty easy.

while many enterprise infrastructure and operational professionals will root this strategy, this IaaS-centric structure is much more aid-intensive for helping assorted valued clientele than the Salesforce mannequin, Staten talked about.

Microsoft seems to trust Salesforce, as its home windows Azure mannequin applies tenancy at the utility degree as well, he introduced. 

a large promoting factor for Oracle may well breathe that the identical Fusion middleware software offered on-premises is accessible in the cloud and that the programming model for Oracle Public Cloud is an identical open standards-based mostly languages of Java, BPEL and net functions. 

"here's in lucid contrast to the walled gardens of most other PaaS choices," mentioned Staten. "Microsoft comes closest to this price proposition as most open languages and web features are supported however the middleware functions of Azure don't seem to breathe one-for-one with their on-premise equivalents."

little doubt some IT execs will laud this architectural consistency, as it greatly eases the migration of Java apps between on-premises and cloud.

Pricing and Financials Coming

whereas Ellison introduced a collection of cloud functions – four SaaS applications and four PaaS capabilities – handiest a subset of these loom on the cloud.oracle.com website. 

most efficient the enterprise's database and Java services are proven as PaaS functions, with the already pre-present CRM and human capital administration as SaaS applications.

Staten mentioned management and Fusion Financials (Oracle eBusiness Suite) are expected to comply with at the SaaS layer, with an information provider to supposedly compete Azure. a lot of unknowns remain for this service, the biggest being pricing, preeminent Staten.

while Ellison preeminent an AWS-like pay-per-use mannequin, he additionally stated the requirement of a subscription. 

As each instance will encompass at the least both an Oracle database or a WebLogic app server, users can foretell each instance to cost pass over Amazon's $0.08 for a tiny VM, pointed out Staten.


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Siebel 8 Consultant

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Siebel CRM projects: Choosing a consultant | killexams.com existent questions and Pass4sure dumps

Note: This is the first article in a two-part series. Next month, learn how to manage the relationship with your chosen implementation partner.

When Shire Pharmaceuticals Group plc in Basingstoke, England, began implementing the Siebel Medical convoke center and Siebel e-Pharma CRM applications in 2002, it realized it needed some very specialized expertise -- expertise that it did not possess within its own staff.

"We did a user requirements plan, which showed that the medical information management component was essentially a content management challenge with a convoke center front end," recounts John Cogan, global head of information systems and group research and development applications at Shire. "We knew content management well, but they didn't know CRM."

The Shire team drew up a circumstantial Request for Proposal (RFP), which it sent out to three consulting companies that it thought might breathe able to succor with its CRM implementation.

Based on 10 categories, including user requirements and technical assessments, Shire ultimately chose First Consulting Group, a Long Beach, Calif.-based consulting hard that is both certified in Siebel and experienced in content management projects for life sciences companies. Fortunately for Shire, that selection turned out to breathe a splendid one, and Cogan credits much of the success to the initial confederate evaluation process.

"It pays to breathe lucid on what you're looking for before you start," advises Cogan. "Spend time detailing the requirements of the project, as well as other criteria for your selection. The key aspects for us were the fixed scope, fixed price and fixed time. So the vendors knew the blueprint when bidding."

As Cogan discovered, when faced with an expensive and complicated Siebel implementation, having an experienced and knowledgeable consultant to reckon on is not only comforting, but often captious to the success of the project.

Why "Siebel-certified" pays off

Siebel partners bring a combination of technical and business process expertise, said Steve Bonadio, vice president at Meta Group Inc. That can breathe especially distinguished in terms of their vertical industry know-how. "They can bring in commandeer topic matter experts, while most organizations don't absorb a clue as to what a best rehearse process should glance fancy relative to their industry."

"Someone who'd been implementing Siebel for a while is going to understand what you can, and cannot, attain perquisite from the start. They're going to absorb some prebuilt integrations and best practices on hand that they can consume to jump-start a project," said Sheryl Kingstone, program manager for the Yankee Group's customer relationship strategies area, noting that the cost of a certified Siebel systems integrator will likely rush anywhere from $145 to $225 per hour. "They may cost a tiny bit more, but if you find [a consultant] who doesn't know what they're doing, you're going to spend a lot more in time and implementation costs to find them up and running."

But while there's clearly value to hiring an implementer who's skilled in Siebel -- a certified Siebel confederate would presumably absorb a splendid relationship with Siebel -- you still absorb to select the perquisite person for the job. One strategy for selecting the software and the systems integrator is to hire a third party, such as an analyst firm, to attain the vetting of the RFP responses. This is especially handy for companies that are newfangled to CRM and may not breathe able to easily assess All the information in the RFP.

This doesn't add up to you should seize a hands-off approach to evaluating the proposed implementation partner. You also requisite to attain some research to ensure you absorb the perquisite person, just as you'd investigate the proposed software product.

"What I find, unfortunately, is that most of the pains is spent on the product evaluation with relatively tiny pains placed on the evaluation of services," said Beth Eisenfeld, research vice president at Gartner Inc. "But that integrator is going to breathe with you for the next 12 to 18 months, or longer."

Paul Greenberg, author of CRM at the hurry of Light: Essential Customer Strategies for the 21st Century (August 2004, McGraw-Hill Osborne Media) agrees. "If you and the integrator don't absorb similar definitions of the concepts of success, failure and timeliness, then you're going to absorb a huge problem."

Pick your partner, don't breathe shy

Greenberg recommends prospective customers visit the consultant's headquarters to observe how the company works and find a feel for its culture. "Tell them you want a tour and to absorb lunch there, just to find a feel for the company. observe how the key account manager deals with you, and how he deals with other people in his company."

In addition, Eisenfeld suggests clients evaluate potential implementation partners based on a list of 11 criteria:

1. Geographic capability. If you're in Ohio, and your consulting hard is based in California, does it absorb consultants that can breathe available to you, on site, when you requisite them?

2. Management influence. Senior management needs to respect whoever is brought in, so management's warp should play a key role in the decision.

3. Industry expertise. You don't want to fritter your time teaching the consultant about your industry.

4. CRM vision. Does the consulting hard understand that CRM is more then a packaged application?

5. Partnerships. Does it absorb a existent partnership with Siebel? While Siebel smack lonely is good, having a bona fide partnership means better access to technical experts at Siebel when you requisite them.

6. Functional skills. Does it absorb smack in sales automation, in marketing, or whatever functional aspects of CRM you're implementing?

7. Technical skills. Has it actually been in the bailiwick learning the ins and outs of integrating, customizing and configuring Siebel?

8. Staff tenure. You want experienced, senior even implementers -- not recent college grads.

9. Methodologies. The consulting hard should present its methodology, which includes tools and best practices, much fancy an architect presents a blueprint prior to pile a house.

10. Contracting practices. Will the consultant write the compress the pass you want it to be, whether it's fixed price or with specific service even agreements, among other factors.

11. Culture. Some firms are more collaborative, others prefer to "take charge," so account whether the consultant's culture will mesh with your own corporate culture.

Finally, Greenberg also emphasizes the importance of using references -- a lot of them. But don't find them from the integrator, who will give you splendid references only, but from Internet search engines, online CRM forums, trade magazines and industry analysts. "Call analysts, recede on the 'Net, find lists of customers and start calling them. One in five will talk to you, and then you'll find a existent picture of what the company is like."

Next month: After you've selected your partner, now you've got to drudgery with them. In allotment two of this article, you will find out how to ensure that your newfangled partnership continues to breathe joyous and productive throughout the implementation process.

Sue Hildreth is a contributing writer based in Waltham, Mass. She can breathe reached at sue.hildreth@comcast.net.


What Oracle Fusion CRM in the Cloud Means for Salesforce and Siebel Customers | killexams.com existent questions and Pass4sure dumps

Home   →   CRM   →   What Oracle Fusion CRM in the Cloud Means for Salesforce and Siebel Customers Posted October 27, 2011 By Herman Mehling     Feedback

Oracle made a bold mosey into cloud CRM this month, but what does it add up to for competitors fancy Salesforce and Microsoft and Oracle's own Siebel customers?

The CRM (customer relationship management) market got a bit busier this month with the entry of Oracle's long-awaited Oracle Fusion CRM, which is also the foundation of Oracle's newfangled Public Cloud.

As the latest entry in a very competitive market, Oracle (NASDAQ: ORCL) will absorb to stand out to find noticed. So how does it stack up against established offerings from the likes of Microsoft, Salesforce.com and SAP? And perhaps more importantly for Oracle's longtime customers, will Oracle Fusion CRM spell the conclude of CRM On Demand, its existing cloud offering based on Siebel, and Siebel CRM?

"The Oracle cloud is a tiny different," said Oracle CEO Larry Ellison when he introduced the product suite at the Oracle OpenWorld 2011 user conference recently. 

The Oracle Public Cloud is both a platform as a service and applications as a service, he explained.

"The key disagreement is the Oracle Public Cloud is based on industry standards and supports replete interoperability with other clouds and your data center on premise," he said.

By standards, he primarily meant Java. Oracle's cloud claims to rush any app written in Java. 

The conclude of Siebel and CRM On Demand?

One of the main principles of the Fusion Applications development pains was to bring the best ideas, architectural patterns and business practices of All "legacy" applications (eBusiness Suite, PeopleSoft, JD Edwards, Siebel CRM, Retek, and so on) into the newfangled suite, wrote Alexander Hansal in his October 17 blog post.

Hansal, a technical instructor in Siebel and an Oracle consultant, wrote, "The trained eye will note typical 'Siebel patterns' in Fusion CRM. On the other hand, the requirements for CRM absorb drastically changed in the ultimate years, so there are lots of newfangled things as well."

Hansal said Siebel customers absorb three options: remain with their legacy application by upgrading to the most develope version (Siebel 8.1.1); augment their existing legacy app with newfangled functionality offered by the Fusion Applications stack; or ditch the legacy stuff and embrace the newfangled Fusion world.

Customers can easily upgrade, he believes, because Fusion Applications are designed from the ground up to co-exist with Oracle's legacy apps.

Hansal concluded: "I believe that Siebel CRM is not dead. Too many hours and dollars/euros/rubel absorb been spent by customers in Siebel projects to naively believe that they will just dump it All for version 1 of Fusion CRM.

"While I usually don't attain too much IT crystal balling, they should note another decade of thriving Siebel projects, but there is a newfangled flower in the garden which they shouldn't neglect (translates to: WAKE UP and find TRAINED on Fusion Applications."

Oracle Public Cloud: The Complete CRM Package?

"Oracle is the only vendor that provides a comprehensive suite of enterprise solutions in the cloud, which includes both application services and platform ones," Trip Chowdhry, managing director of equity research at Global Equities Research, wrote in a recent research note.

Oracle's application services embrace Fusion CRM, Fusion HCM and companionable Networks, while its platform services embrace Java Services and Database Services – and just this week, Oracle added cloud customer service with the acquisition of RightNow.

Oracle claims, among other things, that its Oracle Fusion CRM Cloud Service enables organizations to combine customer and product master data information with All CRM processes – which the vendor says is a first for cloud-based CRM solutions. Oracle also claims that the service delivers a consolidated customer center for All CRM business processes.

Oracle Shuns Multi-tenancy

Although Ellison indulged himself and his captive audience in taking pot shots at Salesforce, Forrester Research analyst James Staten said he believes the Oracle offering may breathe more of a direct competitor to Amazon Web Services than Force.com. 

The strongest evidence is in Oracle's stance on multi-tenancy, said Staten, noting that Ellison shunned a tenancy model built on shared data stores and application models, which are key to the profitability of Salesforce.com (and most trusty SaaS and PaaS solutions).

The Oracle Cloud offering is based not on multi-tenancy, but on virtualization containers that allow customers to seamlessly switch back and forth between the private and the public clouds.

"Oracle will no doubt consume its own Xen-based hypervisor, OracleVM, rather than the enterprise yardstick VMware vSphere," said Staten, noting that image conversion between the two platforms is fairly easy.

While many enterprise infrastructure and operational professionals will root this approach, this IaaS-centric architecture is far more resource-intensive for supporting multiple customers than the Salesforce model, Staten said.

Microsoft seems to accord with Salesforce, as its Windows Azure model applies tenancy at the application even as well, he added. 

A colossal selling point for Oracle could breathe that the same Fusion middleware software sold on-premises is available in the cloud and that the programming model for Oracle Public Cloud is the same open standards-based languages of Java, BPEL and Web services. 

"This is in lucid contrast to the walled gardens of most other PaaS offerings," said Staten. "Microsoft comes closest to this value proposition as most open languages and web services are supported but the middleware services of Azure are not one-for-one with their on-premise equivalents."

No doubt some IT pros will laud this architectural consistency, as it significantly eases the migration of Java apps between on-premises and cloud.

Pricing and Financials Coming

While Ellison announced a collection of cloud services – four SaaS applications and 4 PaaS services – only a subset of these loom on the cloud.oracle.com site. 

Only the company's database and Java services are shown as PaaS services, with the already pre-existing CRM and human capital management as SaaS applications.

Staten said management and Fusion Financials (Oracle eBusiness Suite) are expected to supervene at the SaaS layer, with a data service to supposedly compete Azure. Lots of unknowns remain for this service, the biggest being pricing, said Staten.

While Ellison talked about an AWS-like pay-per-use model, he also stated the requirement of a subscription. 

As every instance will embrace at least either an Oracle database or a WebLogic app server, users can anticipate each instance to cost far more than Amazon's $0.08 for a tiny VM, said Staten.


This Time Tom Siebel Guessed Wrong He never seemed to miss a convoke on the pass up. And he never thought a downturn could ultimate this long. | killexams.com existent questions and Pass4sure dumps

(FORTUNE Magazine) – Tom Siebel, it turns out, cannot note around corners after all. It's a Wednesday in mid-July, and the cocky, combative, loquacious CEO of software provider Siebel Systems is hosting his company's second-quarter conference convoke with financial analysts. Normally such an occasion would breathe a forum for Siebel to brag that his company's software is telling him All he needs to know about everything from customer conduct to the situation of the global economy.

Yet on this day Siebel is morose because the numbers are so utterly and indisputably bleak: Year-over-year sales are down 28%, profits are off by 61%, and the company is eliminating almost 1,200 jobs, or about 16% of its workforce. "It's very decrepit out there," laments Siebel. "There is just not a lot of business being done in information technology. They don't note any understanding to assume it will find better," at least for the poise of the year. He notes that the "conventional wisdom"--meaning his earlier prognostications--called for the tech economy to start improving in the first half of 2002. "The fact is that the market did not swirl up and is not turning up," he adds. Then, when asked for detail on potential sales leads, Siebel lets loose a whopper that would absorb been unthinkable even a year ago, when he was still ridiculing other CEOs for not having "visibility" into their businesses, presumably because they didn't consume Siebel software. "We don't really absorb a thorough analysis of the pipeline here with us today," he replies.

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Tom Siebel proverb he hasn't brought along an analysis of how sales are shaping up? That's a tiny fancy Yo-Yo Ma neglecting to pack his cello for an appearance with the philharmonic.

How has it approach to this? A company whose growth had been so torrid that even now it sits at No. 19 on FORTUNE's list of the 100 fastest-growing companies, Siebel Systems has shifted into reverse. Even though it continues to generate ample cash, the technology upstart will post bottom-line losses in the second half of the year because of the $275 million it will spend on severance, lease terminations, and other slimming-down measures. Sales aren't expected to revert to 2001 levels this year or next, which is as far out as analysts are projecting. And Siebel's once go-go stock, stuck at around $9 a share, is down two-thirds this year, more than the declines for each of its biggest competitors: Oracle, SAP, and PeopleSoft.

It would breathe tempting to guilt the economy lonely for Siebel's troubles. Tom Siebel, for one, does. Certainly the tech-spending slowdown is largely what ails his company now. But he faces longer-term problems as well.

Siebel Systems is far and away the leader in what's known as customer-relationship-management (CRM) software, which, among other things, lets salespeople blueprint and account for their deals and gives customer-service reps instant access to information about consumers. The wretchedness is, Siebel software is highly tailored to each industry and hence very expensive--which is why the tech-spending drought comes at an dreadful time for the company. Its competitors are using the slowdown to ameliorate their products and slash their prices.

After a rush in which Tom Siebel seemed to profile every perquisite convoke in an unpredictable industry, investors are no longer willing to give him or his company the capitalize of the doubt. In fact, the very practices that made Siebel Systems shine for nearly a decade--its hand-in-glove relationships with business partners and its insistence on buying from its customers whenever possible--now menace to taint the company with the suggestion of extreme coziness that is plaguing much of corporate America. It's enough to profile a guy who is renowned for self-assurance, well, morose.

Throughout the high-tech boom, Tom Siebel and his company were the stuff of Silicon Valley legend. Now 49, Siebel arrived in the Valley in the mid-1980s as employee No. 40 at Oracle, and quickly became its star salesman. Along the pass he developed a software program that Oracle sales executives used internally to manage their accounts and that he thought would profile a nifty commercial product. After CEO Larry Ellison refused to fund the idea, Siebel left in 1990 and after time off became CEO of multimedia software startup Gain Technology, which he sold to Sybase in 1993 for $74 million. Siebel took his $10 million in earnings from the deal and with Patricia House, an Oracle marketing executive, started Siebel Systems.

Tom Siebel was an early master of partnering as a sales technique. His company raised no venture capital but did accept investments from wealthy and influential friends fancy Charles Schwab, still a board member, and companies fancy Andersen Consulting (now Accenture), whose then-CEO, George Shaheen, also continues on the Siebel board.

For eight years Siebel's fierce focus on customers led to extraordinary growth. The company's first product, known clumsily as sales-force-automation software, lets salespeople record the progress of their deals. While the software makes life easier for the salespeople, its chief capitalize is that it gives existent intelligence to top executives. A sophisticated system of colored lights alerts managers to deal status, letting them note at a glance how sales prospects are shaping up across the entire company. Siebel's second major product, call-center software, is a staple of large consumer-oriented organizations, which consume it to give reams of information to service reps while they're on the phone with customers.

When Siebel went public in 1996 (at a split-adjusted price of $1.06), its previous year's revenues were just $8 million. Five years later sales peaked at just over $2 billion; the participate price topped out in late 2000 at almost $120. Along the pass Siebel Systems became renowned for a corporate culture that seemed to absorb more in common with IBM in the 1960s than Silicon Valley in the 1990s. The company insisted on business attire at a time when dot-commers showed up for drudgery in shorts. And Siebel was a tough position to work. Managers evaluated employees continually and twice a year fired the 5% who ranked lowest in performance.

Even after the dot-com bust, Siebel's business continued to accelerate. In early 2001, when Tom Siebel forecast a looming slowdown, he looked fancy a hero for slashing costs to sustain profit margins high. So when he said earlier this year, in a flattering cover sage in Forbes, that he saw an improving business climate, many took heart. But for once the eminent flashing lights on Tom Siebel's computers were sending a fake message.

Siebel wasn't lonely in misforecasting the conclude of the recession. For him, though, the gaffe is particularly embarrassing because his software is suppositious to give his customers a window onto the future. What is he suppositious to disclose them now? That his software is fine for forecasting sales in boom times but not when the worm turns?

In an expansive interview at his company's headquarters in San Mateo, Calif., three weeks after the earnings call, Siebel seems his frail self again, relaxed and lighthearted. He admits he erred ultimate year in keeping on 1,500 people more than the company needed in the hope it would beat up on the competition when business returned. Now, Siebel says, he has pared his staff to mid-2000 levels and is ready to mosey forward again. In fact, he argues, the downturn will wipe out so many competitors that Siebel will emerge even stronger. "The conception that we're in a permanent recession strikes me as unsupportable," he says. "This is a growth company. It will breathe a growth company again."

But the numbers insinuate that growth won't resume anytime soon. According to analyst estimates, Siebel will absorb sales of around $1.7 billion for the next two years--down from 2000 revenues of $1.8 billion. Siebel is also under pressure from competitors hoping to gain ground with software that sacrifices fancy features for a compelling virtue in tough times: lower prices. Siebel's custom-made software is tangled to install and typically costs $2,000 per seat a year for corporations with 1,000 users. Rivals are now offering plain-vanilla software suites that absorb much of Siebel's functionality for a lot less money. PeopleSoft might imbue as tiny as $500 a year per seat for the CRM application it sells as an add-on to its human- resources and financial-management software. "There's a unavoidable good-enough threshold beyond which extra features are simply nice to absorb or even add an unneeded layer of complexity," says Charles Phillips, an analyst at Morgan Stanley.

Though Siebel dominates CRM today, other players absorb an even bigger presence in the corporate world. SAP, which specializes in software that ties together back-office operations of large companies, has 18,000 customers and is now trying to crack the CRM market. "Our key is their installed base," says Michael Park, SAP's vice president for global marketing. Siebel, by contrast, has about 3,500 customers.

Needless to say, the competition is positively dizzy about Siebel's perceived weakness. Says Larry Ellison at Oracle, which markets a CRM application as allotment of its software suite: "The specialty vendors will die over time. I reflect Siebel falls into [that] category. The suites always win." Craig Conway, CEO of PeopleSoft and fancy Siebel an Oracle veteran, adds, "The CRM industry has changed. Now not only should CRM not breathe viewed as the center of the universe, but I question whether it's a part category at all."

Siebel is dismissive of the something-for-everyone competition. "Larry has been proverb this since 1995," he retorts. "Oracle can't point to one large-scale CRM user around the world. It has 1,500 programmers working on CRM and still can't find a splendid CRM product." As for Germany's SAP, Siebel notes that he counts Siemens, Daimler, Deutsche Telekom, and Bayer as customers "in the heart of the motherland." He compares Siebel's expertise in customer-oriented software to Microsoft's dominance in desktop software. "I've invested $2 billion in this technology," he says.

Still, the company is fighting a two-front war. Besides attacks from SAP, PeopleSoft, and Oracle in the corporate market, Siebel's role model, Microsoft, is among a host of companies trying to sneak up from below. In July, Microsoft introduced a CRM product for tiny business. That has not been a Siebel market to date but could breathe a jumping-off point for pursuit of bigger game. Startup Salesforce.com, which sells low-cost subscriptions to its Web-based CRM software, is also common with smaller companies. With forecast revenues of $60 million this year, Salesforce is a pipsqueak next to Siebel, but Microsoft won't breathe so simple to shrug off.

On top of its competitive struggles, Siebel faces questions about the trait of its revenues, namely the concern that too many of Siebel's sales are to its own suppliers. Each quarter Siebel reports a pattern known as concurrent revenues, basically the sum of any transactions in which customers bought Siebel software within six months of selling goods or services to Siebel. Thanks to the notorious swaps and other types of barter transactions in the discredited telecommunications industry, such deals absorb gotten a horrible name. But Siebel swears that his company's concurrent revenues aren't void swaps. "This is not something of no value for no value," he says. "So far it's never been an issue."

Yet the concurrent revenues are becoming an issue. In 2000 such transactions accounted for about 1% of Siebel's licensed software revenues. The pattern then fluctuated between 4% and 11% during 2001 and early 2002--and spiked to 18% in the second quarter of this year (see chart). That caused Wall Street to prodigy what Siebel was doing to profile its sales targets--and sent down the price of Siebel stock. Tom Siebel says the second-quarter increase was triggered by higher-than-normal spending on data centers that Siebel is pile to hedge against a catastrophe at its main facility. He won't appellation the customers, but he's essentially arguing that the concurrent transactions, whose disclosure is required by the Securities and Exchange Commission, are coincidences. "It's highly likely going forward it will breathe a lower number," he says. PeopleSoft and SAP, however, promptly issued statements that their concurrent revenues are negligible. "I did barter transactions at Oracle for many years," says PeopleSoft's Conway. "Don't let anybody disclose you barter transactions are joyous coincidences."

Siebel also faces a credibility problem in its customer-satisfaction surveys, which the company relies on both to report how joyous its customers are and to reward its employees. Siebel executives often note that its surveys are conducted by a rigorous, independent third-party hard called Satmetrix in nearby Mountain View, Calif. What Siebel neglected to point out is that it is a minority investor in Satmetrix, and that Siebel board member James Gaither is also on the Satmetrix board. Tom Siebel professes no lore of Satmetrix's finances and says his company's dealings with Satmetrix are at arm's length. But the coziness has irked analysts, who generally weren't alert of the connection. "They never told us when they were looking at the slides," complains Morgan Stanley's Charles Phillips.

Analysts and their investor clients are just as grumpy about Siebel's participate price. Though its poise sheet is rock solid--Siebel has $2 billion in cash and equivalents--the company will countenance a math problem of its own making when business improves. Perhaps more than any other Silicon Valley company, Siebel has relied heavily on stock options to compensate employees. It has issued so many options--247 million at an fair exercise price of $23.81--that at the conclude of ultimate year, employee options amounted to 52% of undiluted shares outstanding. This so-called overhang, colossal even by Silicon Valley standards, means that the higher the stock price, the more likely employees exercising options will dilute shares owned by public investors. Analyst Patrick Walravens of JMP Securities in San Francisco estimates that at $10 per share--near the current level--options represent a 10% dilution of Siebel shares. At $20, the dilution would breathe 16%, and at $30 it would breathe 31%. In other words, says Walravens, "the dilution gets worse the better Siebel does. To warrant a $30 stock price, they require 31% more earnings than otherwise would breathe the case."

Characteristically, Tom Siebel is not only unrepentant about the options grants but supercilious of them. He notes that the company raised a total of $60 million through its IPO and a subsequent offering, in the process creating what's currently about $4.2 billion of value for stockholders. Sharing the wealth with employees was always allotment of the plan. "The understanding I didn't consume venture capital was that I really wanted to absorb an employee-owned company," he says. "It's a powerful capitalist story. At the same time it's a Marxist dream, the workers owning the means of production. I wouldn't attain it any differently."

Even if his appellation weren't on the door--or on everything else, for that matter--there'd breathe no disputing that Tom Siebel embodies Siebel Systems. In an interview in the large conference latitude adjoining his office, he sprinkles his comments with phrases fancy "my software" and "I absorb a tiny investment in" when it's the company's software and the company's investment he means. As he reaches for a pen to illustrate a point, a press aide quickly slides a blank sheet of paper underneath his raised hand so that the CEO can draw away. His Mercedes CL 600 coupe is parked in an unmarked spot next to the entrance of headquarters, making it simple for aides to check from their windows whether the boss is in the building.

Because Siebel has been outspoken in the past and willing to knock his rivals, the competition is joyous to gloat today. Noting that Tom Siebel declared publicly in January that he could buy PeopleSoft--now worth over $1 billion more than Siebel Systems--but wasn't interested, PeopleSoft CEO Conway cracks, "Tom proverb he's not interested in buying PeopleSoft is fancy Canada proverb it's not interested in buying the United States."

Despite the stock's plunge, Siebel's 13.6% stake in his company makes him worth nearly $600 million. An undergraduate history major and still a history buff, Siebel is philosophical that the downturn is temporary and that the business climate has become unduly harsh. "Every CEO is a crook and every priest is a pedophile," he muses.

Longtime believers still believe in the company's prospects. "I would never pot against Tom," says David Ketsdever, a software entrepreneur who once was one of Siebel's investment bankers. Adds Emeric McDonald, a former portfolio manager with Amerindo Investment Advisors when it was a large Siebel shareholder: "Siebel's top management is chameleon-like. They're just splendid athletes."

For his part, says Siebel, All that's required is patience. When business turned bad, he replaced his goals, which every employee can read on the company intranet, with bare-boned directives: Continue to generate cash, sustain product trait and customer satisfaction high, maintain market share. "That's it," says Siebel. "Keep it existent simple. We're hunkering down and waiting for the storm to breathe over."

In the meantime, he has gone out of the prediction-making business. "I don't fake to breathe an economic guru," he says. "It was my best professional judgment that the market would pick up in [the first and second quarters], and I was wrong. I'll seize my shots on that. In hindsight, things are pretty lucid to everybody, right?"

Fair enough. In the technology industry, the past doesn't matter for very much. As for the future, it seems that nobody, not even Tom Siebel, has a crystal ball.



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Issu : https://issuu.com/trutrainers/docs/1z0-202
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Wordpress : https://wp.me/p7SJ6L-2Fy
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