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Oracle Oracle Incentive Compensation Cloud

Oracle confronts a starting to be problem from AWS in the cloud | killexams.com true Questions and Pass4sure dumps

Oracle Corp.’s future is on the road, however its co-founder, Chairman and Chief technology Officer Larry Ellison seems to be denying the obtrusive.

What’s obvious is that Oracle is losing the cloud wars. What’s less evident is that it’s in dire hazard of losing its grip on the commercial enterprise database market, which is, of path, where it accomplished dominance years in the past and which it continues to leverage as its core money cow.

And it is soundless to be seen even if its deepening focal point on enterprise software-as-a-carrier purposes can select up the augment potential it’s been lacking within the infrastructure-as-a-provider and platform-as-a-provider segments. just today, Oracle suffered yet one more setback: It misplaced a bid to open up the Pentagon’s $10 billion JEDI cloud computing condense to numerous bidders, as the U.S. executive Accountability workplace pushed aside the grievance.

Oracle’s long decline in IaaS and PaaS

essentially the most primary trend is that Amazon.com Inc. is surging, due both to nonstop boom in both its core e-commerce company and its cloud-computing unit. Amazon handed Google LLC mother or father Alphabet Inc. previous this yr to turn into the 2nd most advantageous publicly traded commerce on the earth.

The runaway augment of Amazon’s cloud-computing company unit has arrive on the price the enterprise database incumbents with which it competes in a becoming orbit of records, analytics, integration and other cloud-centric markets. Amazon net features Inc. has grown regularly on the grounds that it launched its core computing and storage services in 2006. In July, AWS mentioned just about forty nine % income growth 12 months-over-12 months for the latest quarter, which was up partially from the augment price it had reported in the prior quarter.

in the public cloud arena, the AWS-Oracle contention started in earnest in 2014. That’s when Amazon released Aurora and began migrating Oracle’s on-premises clients and their records, applications and workloads over to its public cloud. The migration faraway from Oracle Database has picked steam in the past a number of years.

to keep how fundamentally Oracle’s back is in opposition t the wall in the IaaS and PaaS segments of the common public cloud, believe these records:

  • Oracle isn't even within shouting distance of the desirable three IaaS and PaaS public cloud suppliers with the aid of market share. based on the RightScale 2018 status of the CloudReport, best 5 p.c of organizations gain adopted Oracle Cloud, compared with 68 p.c for AWS, 58 p.c for Microsoft Azure and 19 percent for Google Cloud Platform.
  • Oracle continues to exhibit disappointing increase in public cloud revenues and has struggled to build its seven-yr-historic public cloud offering via a amalgamate of strategic acquisitions and biological development.
  • Oracle has did not pick up wonderful market share in cloud infrastructure. AWS has a commanding lead in that market and is followed by artery of Microsoft Corp., Google, Alibaba community conserving and IBM Corp.
  • Oracle recently decreased investors’ visibility into the monetary health of its personal public cloud choices when it stopped disclosing the volume of income it brings in from that company.
  • Oracle’s window of probability for bootstrapping itself into the desirable tier of public cloud suppliers via strategic acquisitions has conveniently passed.
  • Oracle important commercial enterprise cloud enhancements that had been announced at OpenWorld were underwhelming, amounting to miniature more than the desk stakes obligatory to reside aggressive in public cloud, however now not offering any slam-dunk differentiators.
  • Oracle’s finest hope: journey SaaS

    Of route, Oracle has been on a split within the SaaS side of the public cloud. As I pointed out during OpenWorld, Oracle’s strongest wager in the public cloud enviornment might be to develop its already astonishing enterprise SaaS software portfolio, even though even there it is soundless in the back of the market-share leaders SAP SE and Salesforce.com Inc. in business useful resource planning and customer relationship administration, respectively.

    on the adventure, Oracle Chief executive label Hurd made a couple of predictions that champion the pillars driving many of its announcements at OpenWorld. Hurd estimated that with the aid of 2025:

  • AI might be vital to 100% of cloud purposes.
  • client interactions might be automatic eighty five p.c of the time.
  • Digital transformation will influence in 60 % of each and every IT jobs being in company-new classes, equivalent to supervisors for robots, sensible-city technology designers and AI-assisted healthcare technicians.
  • Blockchain should be vital to depended on suggestions alternate in “essentially each and every functions.”
  • With these developments in mind, Oracle’s bulletins then provide a transparent groundwork for deepening its cloud software differentiators. Wikibon is impressed with the breadth and sophistication of the new enterprise digital assistant capabilities embedded in Oracle Cloud’s commercial enterprise resource planning, human elements, client relationship management and consumer experience applications, assisting AI-driven predictive, prescriptive, personalised and contextual resolution suggestions, what Oracle refers to as “clever process automation.” Likewise, Oracle introduced a few new business-competent blockchain applications for supply chain management.

    within the enterprise cloud SaaS utility market, Oracle is far and away greater advanced than its opponents in embedding AI-driven contextual assistance in its solutions. within the coming yr, Wikibon recommends that Oracle deepen and prolong that SaaS functionality in a couple of approaches:

  • comprise its AI digital assistants into robotic manner automation solutions that allow erudition employees to build quick-witted utility robots that power a wider latitude of administrative features that are supported out of the box in its Fusion Cloud purposes;
  • extend the orbit of out-of-the-container enterprise resource planning, consumer relationship administration, human capital management and supply chain management determination situations supported by Oracle-built and -proficient AI within its cloud-primarily based digital assistants;
  • include Oracle’s blockchain platform its AI DevOps tooling, possibly to provide an immutable log for conclusion-to-end transparency of records instruction, modeling, training and serving steps for governance and compliance applications;
  • Launch use-case focused stacks of the newly announced Oracle Linux Cloud native ambiance to assist bootstrap its clients’ evolution of containerized and orchestrated cloud-native AI digital-assistant microservices for public, private, hybrid, portion and multicloud deployments;
  • lengthen its AI digital assistants to its Oracle IoT Cloud for commerce Solutionportfolio to drive prescriptive counsel into a complete orbit of aspect gadgets across industries and every enterprise characteristic;
  • supply partners and valued clientele with a wealthy statistics science toolchain workbench, leveraging its contemporary DataScience.com acquisition, to assist building, practicing and deployment of AI to exploit more complex, specialized and bespoke enterprise requirements that might benefit from in-app digital assistants; and
  • enable clients to embed their personal bespoke AI fashions in these functions to tune the techniques to their particular commerce resource planning, consumer relationship administration, human capital management and provide chain management necessities.
  • Enhancements akin to these might be vital for Oracle to tackle the total orbit of commerce requirements for digital transformation. Doing so smartly would champion the commerce draw away from the pack in the one segment, past enterprise relational databases, where it continues to be in the excellent tier in market share: commercial enterprise-grade SaaS options.

    Amazon’s accelerating migration from Oracle Database

    then again, Oracle’s foothold within the IaaS and PaaS segments may likewise continue to decline until it radically revamps its go-to-market approach. It could necessity to accept the incontrovertible fact that AWS, its core competitor, appears determined to conclude its operational dependence on Oracle’s flagship commercial enterprise database.

    Amazon has been an Oracle client for many of the time considering that the Seattle-based e-commerce startup took root in the 1990s. Amazon has spent hundreds of tens of millions of dollars on Oracle know-how, together with $60 million a couple of 12 months ago. In closing December’s profits name, Larry Ellison informed investors the Amazon account brought in $50 million for the quarter.

    however, Amazon is removed from a contented client. For a long time, it has been telegraphing its objective to wean its core e-commerce company operations far from dependence on Oracle Database in favor of AWS’ personal equivalent choices. because 2014, Amazon has been migrating its e-commerce company faraway from Oracle Database and onto native AWS cloud databases, peculiarly Redshift, Aurora and DynamoDB.

    Amazon is reportedly less than two years far from migrating completely away from Oracle Database in its operations, looking ahead to the procedure to be finished by using the first quarter of 2020. essentially the most fresh milestone in this migration turned into when Amazon’s customer company “turned off” its Oracle facts warehouse on Nov. 1, having migrated the provider wholly to Redshift.

    via conclusion of 2018, AWS expects that it'll gain 88 p.c of its Oracle databases and ninety seven percent of principal databases moved to Aurora and Dynamo DB. AWS is likewise ramping up incentives and tools to build it less complicated for Oracle shoppers emigrate their information to AWS’ facts shops and equipment.

    inspecting Oracle’s shielding counterattack

    What’s indisputable is that Amazon has delivered a one-two punch to Oracle’s photo voltaic plexus. in addition to stealing Larry Ellison’s oxygen supply in IaaS and PaaS, AWS has hastily matured its distinctive cloud facts offerings birthright into a bold option to Oracle and each other legacy provider of enterprise databases.

    Oracle’s ordinary system to competitive challenges has always been to arrive out swinging. Ellison ultimate month in his OpenWorld keynote boasted about Amazon’s dependence on Oracle know-how. At OpenWorld, he engaged in his commonplace aggressive counterattack. He disparaged AWS’ Aurora relational database and Redshift information warehouse, arguing that they are not as splendid as Oracle’s equivalent facts structures. On many activities, Ellison has claimed that AWS doesn’t gain the expertise to rid itself totally of Oracle databases.

    Ellison currently claimed that the common public cloud isn’t protected satisfactory for construction commerce purposes, through which he was basically implying AWS’ providing. He has even gone so far as claiming that there's a “simple problem” with the architecture of public cloud environments, a line of dispute that appeared to undermine the cost proposition of Oracle’s own public cloud offering.

    In his OpenWorld keynote, Ellison mocked a concurrent incident that brought about mountainous system defects for Amazon’s e-commerce unit. He referenced a CNBC information legend a couple of 25-page Amazon “correction of error” file discussing specified how a movement from Oracle to its personal Aurora cloud database resulted in database degradation, impacting a single Amazon retail achievement core.

    CNBC pronounced that the snafu turned into involving a breakdown in an inside application called Sable, which is used via Amazon to supply storage functions to its retail and digital agencies. An Amazon inside file cited within the CNBC legend mentioned that “Oracle and Aurora PostgreSQL are two diverse [database] applied sciences” that tackle “savepoints” differently, for “complex mistake healing” in database applications and that, on best Day, an “extreme number of savepoints turned into created, and Amazon’s Aurora application wasn’t able to address the power, slowing down the common database efficiency.”

    An Amazon spokesperson has referred to the problem with Aurora’s implementation in that fulfillment core had nothing to conclude with the major Day disruption. The latter incident changed into as a result of an issue with AWS DynamoDB on the retail web site. AWS likewise mentioned not a bit of its other users had workloads impacted on account of connected issues in the fulfillment core impacted by artery of the Aurora disruption.

    In a tweet, Werner Vogels, Amazon’s vp and chief technology officer, attached a minute technical explanation for the disruption’s cause, determination and gain an repercussion on. He said its gain an repercussion on become “delaying delivery of about 1 % of programs [from only that fulfillment center] for a brief length of time (unnoticeable to valued clientele).” He added that “the difficulty became directly diagnosed and fully resolved through without difficulty getting rid of the needless savepoints that had been inadvertently left within the retail utility. No adjustments were required in Aurora.”

    placing the topic with the one success hub into broader viewpoint, Vogels wrote in that tweet, “Our success centers gain migrated ninety two% of DBs from Oracle to Aurora with more desirable avail, much less bugs and patches, much less troubleshooting, less hw cost.”

    As Amazon’s database tech matures, Oracle’s indicates its age

    It’s not in any respect transparent that Ellison’s counterpunching is hitting its meant mark. during the final a number of years, AWS and its cloud facts features — such as Redshift, Aurora and DynamoDB — gain turn into as predominant in the public cloud enviornment as Oracle Database ever changed into in the commercial enterprise records center.

    AWS’ maturation of its facts features stems in exquisite portion from its mother or father’s longstanding succeed of eating its personal pet food. seeing that Amazon’s founding, it has been constructing utility for its inner purposes and then, as these prove themselves out in production environments, turning them into items in AWS’ public cloud for the handicap of paying valued clientele.

    Oracle’s database has no longer met the keep at various of cloud hyperscaling that AWS calls for. in reality, Amazon has struggled to scale Oracle’s database quickly sufficient to fulfill its consumer demand. Recognizing the barriers of Oracle’s database, AWS stopped setting up original technology around that statistics platform years in the past. ultimately yr’s AWS re:Invent conference, Jassy challenged companions to “find lots of valued clientele using Oracle who are truly chuffed about it.”

    Recognizing a casual to inspire defections from Oracle’s massive database client roster, AWS now offers a device that enables companies to flood Oracle databases to its cloud. The Database Migration carrier, which helps Oracle’s utility, has handled the switch of more than eighty,000 databases to AWS as of July.

    AWS has always been adept at commercializing its difficult-received operational erudition into tools and options for the broader commercial enterprise IT market. If Amazon can leverage its operational instructions realized on its own migration far from Oracle Database and switch it into a solid migration service for AWS clients, it may be able to motivate extra purchasers to swap from Oracle. but that’s a huge “if.”

    Database migrations are each and every the time tough work, and they watch to bewitch lots of time, funds and technical competencies. This verisimilitude is the intuition so many Oracle database valued clientele feel locked in and it’s why a migration device is hardly a quick-repair, fast-value proposition. If Oracle can’t abruptly stoke boom in its database and cloud offerings, AWS may additionally very well step up its construction of migration offerings, partnerships and tooling to motivate additional migrations faraway from Oracle Database.

    perhaps Oracle can combat returned through a hybrid cloud approach below which its SaaS choices are so intimately linked to its commercial enterprise database that valued clientele gain a apt purposeful expertise for carrying on with to deploy the DBMS on-premises. AWS has no countervailing SaaS approach that can hope to contend with Oracle, SAP, Salesforce and others in that excessive-margin facet of the cloud company.

    How does AWS objective to build further inroads into the enterprise database market shares of Oracle, Microsoft, IBM and other longtime tech organizations? Can AWS push again towards Oracle, SAP and Salesforce’s dominance in SaaS?

    Come behold what AWS and other executives ought to negate on theCUBE are living at AWS re:Invent 2018, from Tuesday via Thursday, Nov. 27-29.

    picture: Håkan Dahlström/Flickr given that you’re birthright here … … We’d want to inform you about their mission and the artery which you can assist us fulfill it. SiliconANGLE Media Inc.’s commerce model is in line with the intrinsic price of the content, no longer advertising. unlike many on-line publications, they don’t gain a paywall or race banner advertising, as a result of they wish to retain their journalism open, without gain an repercussion on or the deserve to chase site visitors.

    The journalism, reporting and commentary on SiliconANGLE — along with reside, unscripted video from their Silicon Valley studio and globe-trotting video groups at theCUBE — bewitch lots of difficult work, time and funds. maintaining the nice exorbitant requires the lead of sponsors who are aligned with their vision of advert-free journalism content.

    if you like the reporting, video interviews and different ad-free content birthright here, please bewitch a second to try a sample of the video content supported by artery of their sponsors, tweet your support, and maintain coming back to SiliconANGLE.


    Oracle snaffles up a chunk of SD-WAN market with Talari Networks buyout | killexams.com true Questions and Pass4sure dumps

    Oracle is to slurp up application-described WAN company Talari Networks for an undisclosed sum.

    large pink has been making an attempt to bolster its cloud software enterprise, and San Jose-primarily based Talari's tech goals to augment reliability and safety of application access over IP networks.

    Oracle pointed out the acquisition of Talari, which has greater than 500 enterprise valued clientele, would immediate during this calendar yr, and that it would proceed to build investments in the community biz.

    Talari's leading product is the SD-WAN expertise Failsafe, which claims to add more advantageous reliability and predictability while preserving safety for site-to-web site and location-to-cloud connectivity and utility access over IP networks.

    A canned remark from the database huge stated the acquisition would aid "accelerate digital transformation and cloud adoption" by using providing valued clientele "finished commercial enterprise community solutions that ensure reliability and efficiency of real-time communications and mission-vital applications over any network".

    huge red referred to (PDF) a meet with its own Session margin Controller (SBC) know-how, and promises to continue constructing Talari's product set. For now, Talari will hold its current account administration, assist, and sales team.

    Oracle's circulation on Talari comes about 18 months after fellow ancient hardware heavyweight Cisco purchased out Viptela, whose speciality was pushing SD-WAN administration into the cloud.

    in the meantime, Oracle has this week marked a different milestone – shareholders signed off on its govt pay packet for the first time due to the fact 2012.

    despite CTO Larry Ellison owning about a quarter of the business, shareholders gain always voted against the Say-on-Pay notion – which is in reality temper tune for organizations on account that or not it's non-binding.

    This year, despite the fact, the compensation objective received an approval from a majority of stockholders existing at the company's annual meeting, held on 14 November.

    The plan, which become introduced final yr but enacted this year, doles out equity totally in accordance with performance of Oracle's cloud company and market capital.

    Unsurprisingly, for the 12 months ended 31 may, not one of the proper-rung pros – Ellison, co-CEOs Safra Katz and label Hurd, and the recently departed cloudy president Thomas Kurian – bought their feasible equity share.

    in other places each and every over the meeting, shareholders as soon as again did Oracle's bidding and voted towards proposals that could gain required the company to record on its gender pay gap, political campaigns and lobbying activities. ®


    eVerge community Wins Prestigious Oracle Excellence Award for specialised companion of the yr – North the united states in Mid-Market Cloud solution | killexams.com true Questions and Pass4sure dumps

    SAN FRANCISCO--(company WIRE)--Oracle these days awarded eVerge community with its 2015 Oracle Excellence Award for specialized confederate of the 12 months – North the united states in Mid-Market Cloud solution. The award recognizes eVerge neighborhood for his or her commitment to bring innovative, specialized solutions and functions in keeping with Oracle utility and hardware.

    eVerge group changed into presented the 2015 Oracle Excellence Award for specialized accomplice of the year – North america in Mid-Market Cloud solution for demonstrating an outstanding and ingenious technical and functional delivery of an integrated Oracle HCM Cloud and Oracle Incentive Compensation solution.

    The Oracle Excellence Awards for specialised accomplice of the year encourages innovation by artery of Oracle PartnerNetwork (OPN) members, who employ Oracle’s items and expertise to create price for purchasers and generate original enterprise abilities.

    “eVerge neighborhood is pleased with its fantastic music checklist of supplying imaginative cloud options that their purchasers gain arrive to call from their team,” preeminent eVerge neighborhood President and CEO Esteban Neely. “we're pleased that Oracle has identified their commitment to excellence with these awards.”

    “eVerge community has validated a pretty splendid degree of innovation in delivering confirmed, Oracle-based mostly cloud options that can decipher their joint valued clientele’ most essential company challenges,” pointed out Terri hall, community vice chairman, North the usa functions Alliances and Channels income, Oracle. “We congratulate eVerge group in achieving the 2015 Oracle Excellence Award for specialized associate of the year – North the us in Mid-Market Cloud. This achievement is a testament to their dedication to excellence and to providing valued clientele options that obligate precise company cost and consequences.”

    About eVerge group

    established in 1993, eVerge group refines enterprise methods and grants features tailored for industrial and public sector shoppers specializing in company Intelligence (BI), client adventure (CX), commercial enterprise suggestions administration (EIM), enterprise aid Planning (ERP) and Human Capital management (HCM). eVerge neighborhood is a Platinum stage member of OPN that implements software solutions in main corporations throughout the Americas. For extra assistance on eVerge group, visit www.evergegroup.com.

    About Oracle OpenWorld

    Oracle OpenWorld 2015 gives you the most advantageous cloud adventure. The industry’s most essential company conference comprises heaps of academic classes and features demos and exhibitions from hundreds of companions and consumers from around the globe showcasing Oracle’s finished cloud offerings, together with an integrated stack of purposes, platform and infrastructure features, in addition to converged systems and industry options. Tens of hundreds of in-person attendees and tens of millions on-line benefit valuable product and business-certain perception to champion them transform their agencies with Oracle. Oracle OpenWorld 2015 is being held October 25 via October 29 on the Moscone middle in San Francisco. For more tips; to register; or to keep Oracle OpenWorld keynotes, sessions, and greater, visit Oracle OpenWorld 2015. associate the Oracle OpenWorld dialogue on Twitter #oow15, facebook, and the Oracle OpenWorld blog.

    About Oracle PartnerNetwork

    Oracle PartnerNetwork (OPN) really splendid is the newest version of Oracle's accomplice software that provides partners with outfit to better strengthen, sell and enforce Oracle solutions. OPN specialized presents components to train and assist really splendid erudition of Oracle items and options and has developed to recognize Oracle's growing product portfolio, confederate basis and commerce probability. Key to the newest enhancements to OPN is the capability for partners to distinguish via Specializations. Specializations are accomplished through competency construction, enterprise consequences, skills and proven success. To find out extra discuss with http://www.oracle.com/partners.

    emblems

    Oracle is a registered trademark of Oracle and/or its associates.


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    Helen of Troy Limited (HELE) Q2 2019 Earnings Conference convene Transcript | killexams.com true questions and Pass4sure dumps

    Image source: The Motley Fool.

    Helen of Troy Limited (NASDAQ: HELE)Q2 2019 Earnings Conference CallOct. 9, 2018, 9:00 a.m. ET

    Good day and welcome to the Helen of Troy Limited Second Quarter 2019 Earnings Call. Today's conference is being recorded. At this time, I would like to turn the conference over to Jack Jancin, Senior Vice President, Corporate commerce Development. gratify recede ahead, sir.

    Thank you, operator. splendid morning, everyone, and welcome to Helen of Troy's Second Quarter Fiscal 2019 Earnings Conference Call. The agenda for today's convene is as follows: I'll originate with a brief discussion of forward-looking statements. Mr. Julien Mininberg, the company's CEO, will comment on the monetary performance of the quarter and specific progress on their strategic initiatives. Then, Mr. Brian Grass, the company's CFO, will review the financials in more detail and comment on the company's outlook for fiscal 2019. Following this, Mr. Mininberg and Mr. Grass will bewitch questions you gain for us today.

    This conference convene may contain inescapable forward-looking statements that are based on management's current expectations with respect to future events or monetary performance. Generally, the words "anticipates," "believes," "expects," and other words similar are words identifying forward-looking statements. Forward-looking statements are topic to a number of risks and uncertainties that could cause anticipated results to disagree materially from actual results.

    This conference convene may likewise comprehend information that may be considered non-GAAP monetary information. These non-GAAP measures are not an alternative to GAAP monetary information and may be calculated differently than the non-GAAP monetary information disclosed by other companies. The company cautions listeners not to position undue reliance on forward-looking statements or non-GAAP information.

    Before I turn the convene over to Mr. Mininberg, I'd like to inform each and every interested parties that a copy of today's earnings release has been posted to the company's website at www.hotus.com. The earnings release contains tables that reconcile non-GAAP monetary measures to their corresponding GAAP-based measures. The release can be obtained by selecting the Investor Relations tab on the company's homepage, and then the tidings tab. I will now turn the conference convene over to Mr. Mininberg.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Thank you, Jack, and splendid morning, everyone. Thank you for joining us. This morning, they reported outstanding second-quarter results, driven by continued excellence in executing the strategic choices in their transformation plan. This is delivering vigorous results in the commerce and further improving the capabilities of their organization.

    In the second quarter, they grew both the top and bottom line as they benefited from continued momentum in key areas of their business. Consolidated net sales grew 14.1% and adjusted diluted EPS from continuing operations increased by 20%. Net sales growth was led by their leadership brands, which increased approximately 20.5%, and their digital initiatives, which contributed to online sales growth of approximately 16%. During the quarter, marketing investment in the leadership brands was on pace with their original outlook. Market shares remain vigorous across their leadership brands as they invest in them further, and as consumers continue to quest out and prefer their brands.

    During the quarter, they further improved their profitability as they continued to behold benefits from the sweeter amalgamate of their leadership brand focus, results from their online and marketing investments, operating leverage as they grow, and greater efficiencies generated from their strategic set of shared service initiatives. The meaningful drudgery done to upgrade their organization and people systems continues to deliver excellence in execution and even better adherence to best practices. They believe this, combined with Project Refuel and their next-level set of IT and supply chain initiatives, should position us well to build further improvements to their profitability longer-term.

    In line with consumption trends in the first quarter of fiscal 2019, they experienced vigorous customer replenishment in key businesses following the tenacious sell-through of their products in the prior two quarters. Their strategic priority to better their asset efficiency continues to tolerate fruit, with further improvement in Helen of Troy's inventory, which declined 10.6% year over year in the quarter. Inventory levels remain vigorous at retail customers where they gain visibility. Some are taking on additional stock ahead of tariff repercussion or potential price increases.

    The second quarter caps an outstanding first half to their fiscal year with net sales up 11.6%, their leadership brands growing 17.7%, adjusted operating margin up 1.4 percentage points, and adjusted EPS growth of 25.8%. Based upon their second-quarter results, they are pleased to augment their full-year outlook even as they build additional incremental marketing investment behind the most attractive opportunities in their leadership brands.

    The second half of the year is not without its challenges, including rising input costs and the adverse repercussion of tariffs. However, they are confident they gain the birthright strategies in position to mitigate the majority of these factors and exceed their original expectations for the year. They are increasing their adjusted diluted EPS outlook to $7.65 to $7.90 from $7.45 to $7.70 per share. They are likewise increasing their fiscal 2019 consolidated net sales outlook to $1.535 billion to $1.560 billion from $1.485 to $1.510.

    Before I provide you with an update on their commerce segments and execution against their strategic objective this morning, I would like to let you know that they are celebrating their 50th anniversary. Since 1968, they gain grown into a worldwide leader in consumer products. Their people build Helen of Troy the company it is today. They are likewise the key to the next flat of success of their company for consumers, for their customers, for their shareholders, and for the communities in which they live and work. Every day, their team of approximately 1,500 associates around the world feel and act like passionate owners, who bring their experience and skills to build tenacious businesses and create best-in-class capabilities in every corner of their company.

    Ownership deportment is principal to their culture. It binds us together to conclude their very best. It is so principal that they recently awarded 50 Helen of Troy stock units to every associate at each and every levels and each and every locations, vesting over the next three years. Internally, they convene these "transformation shares," as they are so deeply connected to the current and future transformation of Helen of Troy. The transformation shares will build each and every of their associates even more deeply connected to the company and to each other, and to continue to believe and act in the best interests of their shareholders.

    Turning now to their commerce segments, in Health and Home, their largest and most global business, they achieved tenacious results in the second quarter, with their net sales up 20.3% and adjusted operating margin improvement of 0.9 percentage points. Seasonal products were a key sales driver in the quarter, including incremental distribution and shelf space gains with existing customers. They likewise achieved continued excellent growth in online sales.

    Our Honeywell air purifier commerce continues to thrive, especially in the United States. Sales for their market-leading Honeywell air purifiers received an additional boost during the second quarter as West Coast consumers struggled with the tragic repercussion of summer wildfires. Their Honeywell commerce likewise benefited from solid fan performance during the peppery summer months and original heater distribution as retailers prepare for the upcoming winter season. Vicks humidification likewise experienced tenacious results as retailers originate to prepare for the upcoming cough, cold, and flu season following the particularly tenacious sell-through final year. The Braun brand continues its momentum, growing online and expanding its brick-and-mortar distribution, particularly in Asia.

    The Housewares segment delivered an impressive quarter as well, with net sales increasing 19.4% and adjusted operating margin remaining equable at 22.4%. commerce fundamentals and their execution remain tenacious as OXO and Hydro Flask each posted vigorous growth during the quarter and continue to win with consumers and customers online and in brick-and-mortar. Their investments in innovation, original distribution, additional marketing, and e-commerce are working and providing splendid returns. They are seeing vigorous point-of-sale momentum and replenishment across the Housewares segment. Both brands continue to execute on advancing and upgrading digital content to attract more consumers to their proven designs as well as educate them on their outstanding stream of original products.

    More engaging digital content and online sales champion contributed to tenacious growth in online sales. OXO's second-quarter results featured tenacious execution across the brand's broad portfolio. Food storage, bath, cooking preparation, and cooking utensils were notable as they experienced incremental distribution and shelf space gains in brick-and-mortar with existing customers and further progress online. OXO likewise secured opportunistic sales into the club channel compared to the second quarter final year. The brand continues to earn more industry recognition. Recently, OXO's iconic position won a like a glimmer Company 2018 Innovation by Design Award in their category of Timeless Design.

    Hydro Flask delivered a tenacious quarter even after a number of Hydro Flask customers accelerated some second-quarter orders into the first quarter in forward of their previously discussed integration of Hydro Flask into their Helen of Troy Oracle ERP system. That integration has gone well, and is creating original efficiencies. Their inventory remains in a vigorous position across the Hydro Flask business. Customer order replenishment was largely in line with the accelerated sell-through from Hydro Flask and its original products ahead of final year, when replenishment lagged demand. Hydro Flask's No. 1 share position continues to expand, picking up additional share points in the quarter as well as over the past year.

    Now turning to Beauty, their results primarily reflect Project Refuel and their strategic choices to further streamline and optimize their portfolio. Net sales were down 4.2% in the quarter. Partially offsetting the overall decline, they experienced growth in several areas of Beauty, including international sales as well as online, where they behold continued momentum resulting from their efforts to significantly better performance in this channel. They continue improving their Beauty appliance assortment by replacing low-performing items with tested original ones and more profitable performers. Consumer-centric innovation is a key strategic component as they create original items to better meet consumer needs and styles. Their original best-in-class flat irons for Revlon and peppery Tools continue to grow sales and earn tenacious consumer reviews as they pursue an attractive opportunity to augment their flat iron position in the retail and professional markets.

    Before I turn the convene over to Brian, I want to thank their team of associates around the globe. Their dedication, enthusiasm, and ownership deportment underpin the strength of Helen of Troy, helping us achieve excellent commerce results in the first half of the fiscal year. They believe they are well positioned to achieve their new, upwardly revised full-year objectives and set the stage for further progress thereafter. They continue to behold opportunity across each and every of their strategies, including M&A. They gain solid monetary flexibility that allows us to deploy capital toward accretive acquisitions and potential further share repurchases. I believe the best is yet to arrive for Helen of Troy, and with that, I would like to turn the convene over to Brian.

    Brian Grass -- Chief monetary Officer

    Thank you, Julien. splendid morning, everyone. Before discussing the quarter in more detail, I'd like to remind everyone of a couple points. First, my comments today will be regarding their results from continuing operations for both the second quarter of fiscal 2019 and fiscal 2018 unless otherwise indicated. Upon the divestiture of vigorous Directions in December 2017, they no longer consolidate the Nutritional Supplement segment's operating results. Second, during the first quarter of fiscal 2019, they adopted the original revenue recognition and accounting standard.

    As a result, they gain reclassified inescapable expenses from SG&A to a reduction of net sales revenue. Corresponding amounts in both periods gain been reclassified to conform with the current-period presentation so that both periods are comparable. gratify behold the related table and footnotes in the accompanying press release for further information. In addition, because I'll be commenting on a higher amalgamate of shipments made on a direct import basis during the quarter, I will briefly discuss how they repercussion their income statements and poise sheet. As some of you may know, with direct import sales, product is shipped directly from their supplier to the customer to meet expected seasonal demand, relieving us from carrying the related inventory.

    These sales gain a lower low profit margin, but they likewise gain lower operating expenses, which build them largely neutral to their operating margin. In terms of the repercussion on their poise sheet, a higher amalgamate of direct imports on a year-over-year basis improves their inventory turnover, since they did not carry the inventory, but will generally augment their accounts receivable due to the longer payment terms associated with these sales. The augment in direct import sales amalgamate is primarily due to incremental distribution and retailer replenishment of low inventory levels after final year's tenacious cold/flu season.

    Now, turning to a review of the quarter, consolidated sales revenue was $393.5 million, a 14.1% augment over the prior year. Revenue growth was driven primarily by an augment in domestic brick-and-mortar sales in their Housewares and Health and Home segments, tenacious online sales, and growth in international. Sales in the online channel grew approximately 16% year over year to comprise approximately 15% of their consolidated net sales in the second quarter. Leading their net sales growth was an augment in leadership brand sales of approximately 20%. Their leadership brands represented approximately 81% of their consolidated net sales for the quarter compared to approximately 77% for the same term final year.

    Housewares' net sales increased 19.4%, reflecting tenacious point-of-sale growth at brick-and-mortar, vigorous inventory rebalancing with inescapable customers compared to the same term final year, increased online sales, and original product introductions. They likewise had qualify incremental club sales as they took handicap of opportunities to tender unique product sets at an attractive value proposition that are a splendid meet for the channel. As I mentioned final quarter, the club model turns over its shelf placement much more often than traditional retailers, and it is feasible that these same programs will not iterate next year or they will not be replaced with original programs.

    Hydro Flask sales were likewise tenacious despite the acceleration of orders into the first quarter by retailers in forward of the integration of Hydro Flask into the company's ERP system. Looking at year-to-date results for Housewares, excluding the repercussion of the incremental club business, net sales gain grown 13.9%.

    Health and Home net sales increased 20.3%, benefiting from higher sales of seasonal products, online growth, incremental distribution and shelf space gains with existing customers, and growth in international sales. These factors were partially offset by the unfavorable comparative repercussion from the retail fill-in of a original product introduction in the same term final year. Beauty net sales decreased 4.2%, primarily due to a decline in brick-and-mortar sales and the rationalization of inescapable brands and products, which more than offset continued growth in the online channel. Segment net sales were unfavorably impacted by net alien currency fluctuations of approximately $0.4 million or 0.5%.

    Consolidated low profit margin was 39.4% compared to 41.6% for the same term final year. The 2.2-percentage-point decrease is primarily due to a less benign product and channel amalgamate and a higher amalgamate of shipments made on a direct import basis. These factors were partially offset by margin raise from growth in their leadership brands. The higher amalgamate of direct import sales had an unfavorable repercussion of approximately 1 percentage point of low profit margin with a corresponding benign repercussion to SG&A.

    SG&A was 26.3% of net sales compared to 30.1% for the same term final year. The 3.8-percentage-point decrease is primarily due to the benign comparative repercussion of the $3.6 million permeate related to the bankruptcy of Toys'R'Us in the same term final year, improved distribution and logistics efficiency, the benign repercussion of a higher amalgamate of direct import shipments, lower amortization expense, and better operating leverage. These factors were partially offset by higher share-based compensation expense related to long-term incentive plans.

    As we've discussed in the past, the majority of their share-based compensation is performance-based, with three-year performance periods. As the conclude of each performance term nears and they are able to build more accurate estimates, they build adjustments for estimated performance against targets for the three-year period. This was the primary driver of higher share-based compensation expense in the quarter.

    GAAP operating income was $50.7 million, or 12.9% of net sales, which includes $0.9 million in restructuring charges. This compares to operating income of $39.7 million, or 11.5% of net sales, in the same term final year, which included a $3.6 million permeate related to the Toys'R'Us bankruptcy. The combined outcome of these items favorably impacted the year-over-year comparison of GAAP operating margins by 0.8 percentage points.

    Adjusted operating income was $59.6 million, or 15.1% of net sales, compared to $51.1 million, or 14.8% of net sales. The 0.3-percentage-point augment in adjusted operating margin primarily reflects improved distribution and logistics efficiency, greater operating leverage, and margin raise from leadership brand growth. These factors were partially offset by less benign channel and product mix. Marketing spending was largely in line with expectations for the quarter.

    Turning now to adjusted operating margin by segment, Housewares' adjusted operating margin remained tenacious at 22.4% for both periods. Segment profitability reflected a higher amalgamate of Hydro Flask sales at a higher operating margin, improved distribution and logistics efficiency, and better operating leverage. These factors were offset by less benign channel amalgamate and a higher personnel cost.

    Health and Home adjusted operating margin was 10.5% compared to 9.6%. The 0.9-percentage-point augment primarily reflects better operating leverage and improved distribution and logistics efficiency. These factors were partially offset by a less benign product mix. Beauty adjusted operating margin was 12.8% compared to 13.6%. The 0.8-percentage-point decrease primarily reflects less benign product amalgamate and decreased operating leverage. These factors were partially offset by lower media advertising expense and cost savings from Project Refuel.

    Our efficient tax rate was 8.3%, which includes tax benefits totaling $0.2 million from share-based compensation settlements. This compares to an efficient tax rate of 4.1% in the same term final year, which included a $2.2 million benefit related to the benign resolution of an uncertain tax position.

    Income from continuing operations was $44 million, or $1.66 per diluted share, which includes after-tax restructuring charges of $0.8 million, or $0.03 per diluted share. Income from continuing operations in the prior year was $34.6 million, or $1.26 per diluted share, and included an after-tax permeate of $3.4 million, or $0.12 per share, related to the Toys'R'Us bankruptcy.

    Non-GAAP adjusted income from continuing operations was $52.5 million, or $1.98 per diluted share, compared to $45.2 million, or $1.65 per share. The 20% augment in adjusted diluted EPS primarily reflects the repercussion of higher adjusted operating income in their Housewares and Health and Home segments, lower interest expense, and lower shares outstanding year over year.

    Now affecting on to their monetary position, accounts receivable turnover increased to 65.4 days compared to 61.8 days in the same term final year, primarily reflecting tenacious sales growth in the second half of the quarter and a higher percentage of shipments made on a direct import basis. Inventory was $284.8 million, representing a 10.6% decrease year over year. Inventory turnover improved to 3.3x compared to 2.8x in the prior-year period. The augment in inventory turnover is due primarily to continued focus on their supply chain improvements and a higher amalgamate of direct import sales. Total short- and long-term debt decreased $143.2 million to $301.1 million compared to $444.3 million at the conclude of the second quarter of final year. They ended the second quarter with a leverage ratio of 1.2x compared to 1.9x, as previously reported at the conclude of the second quarter final year.

    In summary, tenacious second-quarter results gain contributed to a very splendid first half of the fiscal year that includes core sales growth of 11.1%, adjusted operating margin improvements of 1.4 percentage points, and an augment in adjusted EPS of 25.8%. Given their results in the second quarter, we're increasing their full-year outlook. For fiscal 2019, they now anticipate consolidated net sales revenue in the orbit of $1.535 billion to $1.56 billion, which implies consolidated sales growth of 3.8% to 5.5%, including the repercussion from the revenue recognition touchstone in both periods.

    Our net sales outlook continues to assume the severity of the cough/cold/flu season will be in line with historical averages, which unfavorably impacts the full-year comparison to fiscal 2018 by 1.1%. Their net sales outlook likewise assumes that September 2018 alien currency exchange rates will remain constant for the balance of the year. By segment, they now anticipate Housewares net sales growth of 9-11%, Health and Home net sales growth of 5-7% including an unfavorable repercussion of approximately 2.3% from the fair cough/cold/flu assumption, and Beauty net sales decline in the low to mid-single digits, which remain the same as previously provided.

    The company is likewise increasing its EPS outlook. They now anticipate consolidated GAAP diluted EPS from continuing operations of $6.31 to $6.46 and adjusted diluted EPS from continuing operations in the orbit of $7.65 to $7.90 based on estimated weighted fair diluted shares outstanding of 26.6 million. Their EPS outlook includes an augment to the expected orbit of growth investments for fiscal 2019. They now anticipate an augment of 18-22% year over year compared to the previous expectation of 14-18% as they spend in the strength of fiscal 2019, champion original product launches, and accelerate the evolution of digital assets to drive future growth.

    Our outlook likewise includes the repercussion of expected commodity and freight inflation on their cost of goods sold as well as the expected repercussion of tariff changes in their current form. Based on the efficient dates of implementation and the time it will bewitch for them to be fully reflected in fair cost of their inventory, the estimated unmitigated tariff repercussion on fiscal 2019 is expected to be approximately $5 million to $5.5 million.

    This assess assumes no mitigating pricing or sourcing actions on their part, and is likely topic to change as events continue to develop. Of course, we're exploring each and every options available to us to reduce the repercussion of the tariff changes and commodity and freight pressures. While they anticipate achieving their fiscal 2019 revised full-year outlook, the current trade environment is certainly a concern and could provide a meaningful headwind next fiscal year if they ultimately realize the full-year repercussion of tariff changes in their current form.

    While they conclude not give quarterly guidance, they believe it would be helpful to build some comments on EPS cadence for the balance of fiscal 2019. Due to the concentration of marketing spending in the third quarter and the augment they are now planning along with tariff impacts they will originate to realize in the second half of the year, adjusted diluted EPS for the third quarter could be flat to down 8% compared to the same term final year.

    Please note that the timing and execution of their marketing programs can vary from their forecast, which could significantly repercussion their adjusted diluted EPS results from quarter to quarter and compared to their expectations. Also, gratify recollect that their fiscal 2019 outlook continues to assume an fair cold/flu season compared to a tenacious season final year, which is a contributor to the year-over-year EPS compression in the third quarter along with the marketing and tariff impacts I just referenced.

    Looking at their expectations for tax, they now anticipate to report a GAAP efficient tax rate orbit of 8.5-10.5% and an adjusted efficient tax rate orbit of 8-10% for the complete fiscal year 2019. gratify mention to the schedule entitled "Effective Tax Rate and Adjusted efficient Tax Rate" in the tables to the press release.

    Our outlook for diluted EPS from continuing operations assumes that September 2018 alien currency exchange rates will remain constant for the balance of the fiscal year. Other EPS assumptions are consistent with their previous guidance and are minute in the earnings release. The likelihood and potential repercussion of any fiscal 2019 acquisitions or additional divestitures, future asset impairment charges, future alien currency fluctuations, or further share repurchases are unknown and cannot be reasonably estimated, therefore, they are not included in the company's sales and earnings outlook. Now, I'd like to turn it back to the operator for questions.

    Questions and Answers:

    Operator

    Thank you. If you would like to inquire a question, gratify press *1 on your telephone keypad. If you're using a speakerphone, gratify build confident your mute office is turned off to allow your signal to attain the equipment. Once again, that is *1 for questions. We'll recede first to Bob Labick at CJS Securities.

    Robert Labick -- CJS Securities -- President

    Good morning and congratulations on another outstanding quarter.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hey. splendid morning, Bob. Thank you very much.

    Robert Labick -- CJS Securities -- President

    Sure. So, I want to start with growth. It's been phenomenal for quite some time, particularly in the core leadership brands. Can you talk a miniature bit about potential long-term growth rates? I know they gain some headwinds near-term, but the first half has already been so strong, and I believe you've exceeded most of the plans you've talked about, so what's the long-term opportunity for growth and how's the pipeline for original products for your leadership brands?

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hi, thanks again on the comments and likewise on the growth. We're very disdainful of the rates that we're achieving and the investments are paying off. We're constantly honing them. They gain distinguished brands, and consumers are responding, so they like that. Innovation is one of the biggest drivers of the online, which we've talked about a lot, and while brick-and-mortar always faces challenges, frankly, the environment is a bit better and retailers are taking on a bit more inventory to match the POS that they're seeing on their products regardless of what they're seeing more broadly in the category. That's helping us pick up share as well, so that's making a difference.

    So, in terms of the growth prospects, we're guardedly optimistic, and you saw us bewitch their revenue guidance up to reflect that. Their long-term guidance is soundless the same. It's 2-3%, and it's really going to wait that artery until it's transparent that there's enough wage inflation in the marketplace for consumers to gain more buying power. So, the economy is clicking along a miniature faster than that in the United States. Outside the United States, there's a different legend -- some faster, but most slower -- and the point is that they poise to probably about that rate.

    We gain been beating that rate, so you could negate there's a miniature bit of conservatism in there, and yet, there's challenges as well, and even in fiscal '20, we'll gain to anniversary each and every the stronger growth that we're putting on the scoreboard today. So, that's a high-class problem to have, we're disdainful to gain it, and in that sense, we'll gain to retain investing to build confident that that happens. Their pipeline looks great, not just good, and their increased distribution, original products that are coming out now -- each and every these things that are helping us. So, I believe that's kindhearted of the main legend on growth.

    On leadership brands, it is faster and it's helping us shift the portfolio. Brian mentioned the number 81% in his comments, which is the percentage of their total revenues now represented by those leadership brands, and it's helping us build some tough choices on the non-leadership brands as they set a bit less stress in some places and likewise shift tactics to a more profitable marketing amalgamate in some of those, such as less consumer advertising on personal keeping and more trade advertising in that belt -- trade support. These are examples. Brian, I don't know if you gain any further comments on the growth driver subject.

    Brian Grass -- Chief monetary Officer

    Yeah, just that we're not ready to augment their long-term growth guidance, but I would bid you they spend a lot of time and focus on how to gain their long-term growth rate to the next level. Just getting Beauty to flat and some slight growth would conclude that, as well as continuing to better the growth in Health and Home and Housewares. And, each and every the things Julien said, I would harmonize with. The marketing spend that you saw us augment for the back half of the year will be a driver of that. Some of that will gain a short-term benefit as they invest in things like Amazon marketing and paid search on websites, and then, some of that is for longer-term growth that they anticipate to benefit from in the following years or next year. So, I would bid you it's a huge focus of ours; we're not to a position where we're ready to change the guidance, but we're working on it every day.

    Robert Labick -- CJS Securities -- President

    Okay, great. And, thanks for that. My next question was going to be to talk a miniature bit about the increased spending into the strength, which you just highlighted, so I value that. final one for me, then: Could you talk about some of the ways that you may be able to mitigate the tariffs and the commodity price increases that everyone's seeing, or your expectations, and when will you know how much you can offset and how much it will repercussion margins and things like that?

    Brian Grass -- Chief monetary Officer

    The first thing I'll bring up that they can conclude is they can bewitch a keep at sourcing changes. I believe that would be their preference in a lot of cases versus doing price increases. We'll conclude the price increases where they absolutely necessity to, but sourcing changes first -- and, sourcing changes can be easier, more short-term changes, and then there are likewise ones that are harder to conclude and more structural and more long-term in nature that bewitch a longer term of time to gain in place. We've actually already -- on the affected items -- gone through both types of sourcing changes, evaluated those, and set into position what they believe makes sense.

    And then, the next thing they would keep at, obviously, is price increases to the consumer, and they gain already looked at that and planned price increases where they build sense in the categories where they believe they gain the birthright to conclude it and it wouldn't wound us in the short term or the long term to conclude that. Those are the main factors. There are things they can pursue and they gain pursued, such as exclusions from the lists, and we'll continue to conclude that, but I don't feel that there's a lofty likelihood of getting a lot of exclusions there because everyone is likely trying to conclude that, and if they were to allow that, then nothing would remain on the list.

    So, those are the main things that they would do. I would bid you that going into next year for sure, they would obviously gain a splendid sense of it. They may gain a splendid sense of it at the conclude of Q3, but I don't know that for sure. So, hopefully, we'd be able to give you a better feel in Q3, and at the very least, we'd be able to bid you for confident going into next year.

    Julien R. Mininberg -- Chief Executive Officer and Director

    We're working on the pricing side. We're the market leader in most of their categories -- the first-mover kindhearted of thing -- and, that said, consumer price points conclude matter. That wage inflation comment I mentioned before does impress what people will stretch for regardless of what the marketplace does, so, in the end, supply and demand conclude gain to meet each other, and so, it's one thing to pass it on or to find efficiencies to offset, change sourcing, and the things that Brian is describing, but the consumers themselves gain to harmonize that those original shelf price points -- regardless of whether they're online or in-store -- are the price they want to pay. Otherwise, they will postpone purchase or keep for cheaper alternatives. It's the classic supply and demand equation.

    Brian Grass -- Chief monetary Officer

    Bob, I just want to add that it's a slight assist at this point, but as this has developed, the currency situation has improved for us and is giving us a slight offsetting benefit in currency, and we'll behold how commodities go. They've been bouncing around a miniature bit. We're soundless expecting inflation, but that could moderate, too, and assist us out quite a bit. So, we'll keep for each and every these things to assist offset the tariff impact.

    Robert Labick -- CJS Securities -- President

    Got it. Great. Okay, thank you so much. I'll jump back in queue. Thanks, and congratulations.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Thanks, Bob.

    Operator

    We'll recede next to candid Camma at Sidoti.

    Frank Camma -- Sidoti and Company -- Analyst

    Hey, splendid morning, guys.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Good morning. How you doing?

    Frank Camma -- Sidoti and Company -- Analyst

    Good, good. Just to wait on the tariff question, since you left off there, I don't want to minimize the $5 million to $5.5 million, and I know that's not an annual number, but given that you import everything, it doesn't appear that devastating, so could you just recede into what categories are most affected and, quite frankly, why it isn't even higher than that?

    Brian Grass -- Chief monetary Officer

    Sure. So, I would negate that the scope of what it impacts is not that significant, but some of the categories that it impacts are large. So, it impacts air purification for us, it impacts water filtration, it impacts inescapable items in the Housewares space, so there are some broad categories of kitchen gadgets or kitchen items that it impacts. Those are the major items that it impacts for us, which, again, are limited in scope to their total product categories, but in some cases, they're great categories. Also, on a limited basis, it impacts thermometers. So, those are the main things that it impacts -- not each and every thermometers, but just a portion.

    Frank Camma -- Sidoti and Company -- Analyst

    Okay. Obviously, you called out -- and, you said on an unmitigated basis, but I'm just trying to assess on an annual basis -- would they just basically multiply that by two since these tariffs are halfway through the year?

    Brian Grass -- Chief monetary Officer

    No.

    Frank Camma -- Sidoti and Company -- Analyst

    No? They can't conclude that?

    Brian Grass -- Chief monetary Officer

    Yeah, because they were implemented in different phases throughout the year, and it takes a term of time -- probably four to six months -- for them to roll through their inventory and their cost of goods sold. So, there's a delayed impact. I would convene the $5 million to $5.5 million about between 20-30% of the estimated annual impact.

    Frank Camma -- Sidoti and Company -- Analyst

    Okay. So, a related question to that is you're doing more of these direct imports. Maybe I gain this wrong, but does that spell that the retailer or your confederate would actually be liable for the tariffs, technically, or conclude I gain that incorrect? In other words, if they pick up the shipment in China, would they be the ones...? recede ahead.

    Brian Grass -- Chief monetary Officer

    Yeah, you gain it correct. They would be liable for the freight, duties, warehousing and logistics, and each and every of that. They would pick it up directly from the manufacturer, wherever that is in China or Mexico, and then they're liable for it from there.

    Frank Camma -- Sidoti and Company -- Analyst

    That would benefit you, then, to some extent.

    Julien R. Mininberg -- Chief Executive Officer and Director

    To some extent, but remember, the price -- I believe Brian mentioned this in his opening comments -- the price is not the same. You might keep at their low margin compression that you saw in this quarter. Direct import had an repercussion for the reasons that Brian mentioned. On the one hand, it's not because they skirted the tariffs. There's an adjustment to the price for things like freight and duty.

    Frank Camma -- Sidoti and Company -- Analyst

    Okay, that's great. And then, just to flip back to your sales guidance, the one thing that sticks out -- and, you did account for that in Housewares, you obviously had a splendid club channel sales year, so I understand that, but when you bewitch it each and every into account, if you keep at your second half -- what you're guiding to, at least, for the complete year -- the implication is that Housewares in particular slows down pretty meaningfully. That's the only one I don't understand. Is it because you're comping against that? Is that why you're being a miniature conservative there on Housewares in particular?

    Julien R. Mininberg -- Chief Executive Officer and Director

    Yes, it's apt that the sales will tedious down on a year-over-year growth basis in the back half as far as they can see. There are a couple of pretty mountainous variables, cold and flu season being the biggest one, and final year was substantial. I know that's not in Housewares...

    Frank Camma -- Sidoti and Company -- Analyst

    Yeah, I'm specifically looking at Housewares. I totally understand the Healthcare one. I was looking specifically at Housewares because guiding to 11% for the year, I gain to obviously meaningfully tedious down your growth in the second half given that you just posted tenacious growth.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Understood, and on Housewares specifically, just as a reminder, the comparison for Q4 is a precipitous one -- I'm talking just in Housewares -- and even brand by brand, you're thinking of OXO, but Hydro Flask had a blowout in the fourth quarter final year, and that was consumption-driven. You can behold that by the sales that we're posting now. They account for mountainous growth, so it's not like there was some kindhearted of inventory surge.

    And so, in the case of -- the compare is a tenacious one, and therefore difficult to climb over. And, in terms of the club stuff, that's really not expected as much in the second half because that was really more of a Q1 event, which is where they called it out specifically. They didn't mention it here, but they were careful to build confident people understood that the outcome was qualify in Q2, so, not the same kindhearted of effect, and I believe Brian broke out the specific 13.9% year-over-year Q2 of fiscal '19 versus Q2 of fiscal '18 without the club, just to build confident people understood the degree to which the statement of moderation is accurate.

    Frank Camma -- Sidoti and Company -- Analyst

    Okay.

    Julien R. Mininberg -- Chief Executive Officer and Director

    And, again, it's a tough compare.

    Frank Camma -- Sidoti and Company -- Analyst

    My final is just a clarification as far as how you're defining online channels. So, that obviously would be anything sold through an e-commerce partner. conclude you likewise pick up your traditional brick-and-mortar guys that gain an e-commerce outlet plus your hydroflask.com? So, that's each and every in there?

    Julien R. Mininberg -- Chief Executive Officer and Director

    Yeah, where they know... You gain the definition correct. There is a subtlety, and the subtlety is brick-and-mortar versus the online outlet of brick-and-mortar -- they don't always know exactly which unit goes to which. They generally conclude because of the artery they sell, so it is included, and they comprehend their own websites like hydroflask.com, which is a significant portion of their direct sales. Amazon is obviously a mountainous player in the e-retail subject, and is the No. 1 in that case.

    Brian Grass -- Chief monetary Officer

    Let me just add to that, Frank. They set up sunder accounts for the dotcom portion of brick-and-mortar retailers, so they conclude gain a methodology to track it, they just don't always know -- they could be doing something differently with the shipments and affecting it to dotcom or something like that. They may not always know that, but they conclude set up different accounts when the shipment we're making is specifically for dotcom.

    Frank Camma -- Sidoti and Company -- Analyst

    Okay, that makes sense. Thanks, guys.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Thanks, Frank.

    Operator

    We'll stir to their next question from Chris Carey at Bank of America.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hi, Chris.

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Hi. How are you?

    Julien R. Mininberg -- Chief Executive Officer and Director

    Good. How are you doing?

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Very well, thank you. So, keeping on the tariffs, not to belabor the point, but how quickly can you adjust your sourcing base? I spell that both from the competence to stir products, but also, what does that conclude to the relationships that you've developed in China, for example? And then, I guess I inquire that -- doing back-of-the-envelope math based on the comments so far, it seems like unmitigated tariffs could be $0.45 to $0.75 of incremental headwind next year, so I marvel if you could comment on whether that is roughly ballpark if you bewitch into account what you said about the repercussion for fiscal '19 being about 20-30% of an annualized rate.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Let me bewitch the first portion and I'll pass to Brian for the second part. So, on the sourcing, it's not effortless to change sourcing and soundless gain the same attribute and capacity. There's a flat of knowhow, relationships, to your point, capital investment in automation, attribute assurance systems, subcomponent supplier input -- there are each and every kinds of things that recede into the sourcing supply chain that you don't just pick up and stir from one day to the next. Infrastructure around extremely well-established products like humidifiers are difficult to build, so it's principal to respect those supply chains. So, they don't stir them lightly and we're very careful.

    It's likewise difficult to bewitch a lofty runner in terms of volume and stir it away from a supplier to receive a lower tariff in another market, like Mexico, for example, because it affects the cost of goods of the remaining items as their fixed cost coverage and each and every the obvious manufacturing variables are taken into account. So, it's not the kindhearted of thing that goes quickly. It takes a long time to conclude it well. Anyone can start a production in another location, but it takes time to amp it up and to ramp correctly.

    In terms of where things would go, we're looking at a lot of different choices. Eastern Europe and Mexico are obvious ones, and other suppliers even within China, which is exposed to the same tariffs, but opens up some doors. Even in Mexico, for example, it wasn't until just 10 days ago or so that NAFTA went from a cloud over it to what appears to be certainty, and that said, it's soundless unsigned and soundless unratified, and those are two processes that bewitch significant amounts of time. There's a original president coming in in Mexico and there will be an election in this country regarding the Congress, which has the ratification, so there's lots of stuff soundless to recede [audio cuts out] somewhere else, and as I say, that's not accurate.

    Brian Grass -- Chief monetary Officer

    You're adage that some of them can be implemented quicker, and we've already done one related to water filtration, so I harmonize with Julien's comments broadly, but there are instances where they can implement quick sourcing changes, and in fact, we've already made one, so there's a blend there. And then, let me just clarify the conclusion you had on the unmitigated impact. The amount for next year unmitigated could actually be closer to $0.75 to $0.95, so that's what you could employ as a starting point, but that is not the amount that they anticipate to repercussion us because they believe we're going to offset a great portion of it.

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Right, but the incremental repercussion relative to fiscal '19 would be less than that, right? Because you've already incurred some.

    Brian Grass -- Chief monetary Officer

    That includes the incremental impact.

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Okay, got it. By the way, thank you for the response on the change in sourcing. But, to gain to that point, you gain this incredibly underleveraged poise sheet, and I know you negate it's not burning a hole in your pocket and you'll be very careful about doing M&A, which is the birthright thing to do, of course, but this is certainly a huge amount of capacity to blunt some of these headwinds if you did want to keep to M&A or buy back your stock, which is soundless undervalued on some metrics. So, how conclude you believe about that? And then, I gain one follow-up question, if I could.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Sure. So, they harmonize on the topic of using the poise sheet. It's strategic for us; they consider ourselves splendid allocators of capital. We've set the shareholders' capital to drudgery productively and gotten a meaningful premium to their weighted fair cost of capitals, and they can assess the risk adjusted, but we're disdainful of their ROIC, so the poise sheet is a tenacious lever for us, and it is underleveraged, so, putting it to those two uses in that exact order -- meaning M&A and buyback -- is their priority.

    So, the reply is yes, and then, in terms of the repercussion on the sourcing changes, it depends a lot on what they buy. They wouldn't buy to diversify sourcing footprint, but they definitely gain its repercussion in intelligence given the tariff situation. Unfortunately, with the government in a bit of a standoff, there's no transparent conclude in sight, nor is there a sense of what the catalysts would be for that. So, it's just an old-fashioned standoff until that changes, and it's factored into the M&A decision-making accordingly.

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Okay, got it. And then, if I could just squeeze in one final one, on a bigger-picture question, which I believe was asked earlier -- your growth rates are accelerating this year on tougher comps and actually are in contrast to so much of what we're seeing across the broader space. What conclude you believe is going on here? Are you executing better at retail than you were final year and prior years? Are you growing faster internationally? Is this coming from online -- although, this quarter, you definitely had tenacious brick-and-mortar growth, too? Any thoughts on why we're seeing such a significant uptick here?

    Julien R. Mininberg -- Chief Executive Officer and Director

    There are a lot of drivers. You listed splendid ones, and they're correct. Online is the fastest-growing part, and even with the pretty splendid clip that we've been growing at in recent years online, we're soundless putting meaningful double-digit growth even as the law of larger numbers starts to impress the calculation. It was 16% this quarter alone, and that helps us. In the case of execution at brick-and-mortar, we're very disdainful of the champion we're able to earn with their retail partners. They're supporting us, we're supporting them, so investments are being made in both channels.

    We're amping up their marketing spend considerably -- that's each and every the incremental we've talked about a lot of times -- and you've heard us augment that even now for the back half of this fiscal year on top of the augment that they already had in their original guidance. And so, that spending -- we're very attuned to what works and what doesn't, and they dial it up and dial it down as the season changes. That can chance quickly. They can likewise dial it up as tactics prove themselves out to be better ROIs for some, worse ROIs for others. The products themselves -- we're very disdainful of the products and their brands.

    We're introducing a lot of original innovation. Innovation is one of their core strategies. Helen of Troy is a machine on the subject. We're deeply consumer-centric. They recede into their households, they listen to them, they research, and they bring out products that they test and test, and while not each and every of them succeed, we're very careful to bring winners into the marketplace. So, those are the primary factors. International is the other one, and that's making a mountainous inequity for us. International is growing faster than the Helen of Troy fair in general.

    Every quarter is a miniature bit different. They mentioned Asia. Online in Asia is particularly tenacious for us in the final year or so, so that helps a lot. And, in terms of whitespace distribution, things like Hydro Flask -- edifice out the East is core for us in the United States, and over the final 18 months or so, they gain made significant strides internationally with Hydro Flask in some countries specifically, and now we're feeding that, and in other countries, we're just breaking original ground. So, there are ways to set original whitespace on the board for growth categories like that.

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Thanks so much for each and every that.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Yeah, you bet.

    Brian Grass -- Chief monetary Officer

    Chris, can I just clarify one thing? The unmitigated tariff repercussion that they gave you includes the third list that's been announced that is not in position yet, but could recede in position at the tower of the calendar year if things don't change. So, Trump referred to a third list that would recede from 10% tariff to 25% tariff efficient January 1st. We've assumed that in their unmitigated repercussion that we've given you, but that may or may not recede into place. So, that's actually a meaningful number. On an annualized, unmitigated basis, that's $10 million. So, just know that that's included in the unmitigated amount to give you the worst-case scenario. That has not been set into position yet and may not be set into place.

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Got it. And, you are reflecting your inventory turns in that estimate, right?

    Brian Grass -- Chief monetary Officer

    Correct.

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Okay. Thanks so much.

    Operator

    And, we'll stir next to Linda Bolton Weiser at D.A. Davidson.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hi, Linda.

    Linda Bolton Weiser -- D.A. Davidson -- Senior Vice President

    Hi. So, I'm just thinking about what you said about the third fiscal quarter and EPS being flat to down 8%, and you really gain the hardest sales comparison in the fourth fiscal quarter, not so much in the third quarter, so I'm thinking your sales growth can soundless be good. Is it soundless the growth margin -- you're expecting the channel amalgamate to repercussion that, or is it really just on the SG&A line and would be investment? Can you just give why you're expecting a more muted expectation for the third quarter?

    Brian Grass -- Chief monetary Officer

    It's really each and every about the spending. There will be a lofty concentration of spending compared to the same term final year that will really drive the compression of the EPS, and final year, there was a lot of suspicion related to the strength of the cold/flu season, so they held back and deferred some of the marketing spend that they might gain otherwise done and chose not to execute some of those until the very conclude of the third quarter, which caused the amount of spending in the same term final year to be much less, and then, now, we're comparing that to growth that they had already planned in the spending, plus we're now deciding that we're going to spend additional amounts. So, that dynamic is really what's causing the compression.

    Linda Bolton Weiser -- D.A. Davidson -- Senior Vice President

    Okay. And, just -- are you able to negate -- of the guidance for an 18-22% augment in investment spending, what was the year-over-year augment in the first half of the fiscal year that we've already had?

    Brian Grass -- Chief monetary Officer

    It was slightly below, and that is another intuition for the compression in the third quarter. They had a miniature bit of carryover from the first half of the year that they didn't spend according to the objective that will be spent in the second half of the year.

    Linda Bolton Weiser -- D.A. Davidson -- Senior Vice President

    Okay. And then, I know I've asked you this before and you've explained, but maybe you could just remind me -- when you mention to the unfavorable channel mix, is some of that the club channel? Is that a miniature bit lower growth margin? What are the other channels that are lower growth margin for you?

    Brian Grass -- Chief monetary Officer

    Well, when they talk about channel mix, a lot of times, it reflects club. It could reflect discount channel -- ROTS, Marmax, and those types of things. So, when they negate "channel mix," those are usually the things that would drive it down lower.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Club was the mountainous numerical item, and outside of the channels, the direct imports that they talked about -- that Brian made some comments on in his prepared remarks -- are at a lower mix, but nonetheless relatively neutral on the topic of profit, and from an inventory standpoint, it's a slight preference on their side because the product doesn't arrive through their warehouse system.

    Linda Bolton Weiser -- D.A. Davidson -- Senior Vice President

    Okay. And then, I believe they had asked earlier in the year if, with the difficult comparison in the fourth fiscal quarter, you expected sales to be up or down in the fourth quarter, and I believe you had actually said up. Are you soundless thinking that given what you know about your innovation stream and what you're seeing at POS? conclude you soundless believe sales can be up in the fourth quarter?

    Brian Grass -- Chief monetary Officer

    I would negate the expectation would be flattish to the prior year.

    Julien R. Mininberg -- Chief Executive Officer and Director

    It's going to depend a lot on the strength of the cold and flu season. So, with a familiar seasonal assumption, I believe flat is the birthright move. With a below-average season, it could tick down a little, and with an above-average, it could tick up a little. recollect likewise that to some extent, the shipments for a familiar season gain occurred, at least from a load-in basis, because of the familiar purchases ahead to set those shelves as kids recede back to school and each and every that. That happened during the second quarter, and a lot of that was direct import.

    Linda Bolton Weiser -- D.A. Davidson -- Senior Vice President

    Thanks. And then, finally, to your comments in terms of the direct import being a bigger portion of the mix, does that actually reflect some optimism on the portion of retailers regarding, say, the upcoming holiday season? My understanding is if they're risk-averse, they actually don't conclude the direct import as much. Is that correct, and can you give any color on that?

    Julien R. Mininberg -- Chief Executive Officer and Director

    Yeah. I'm really joyous you asked because I'd like to give a miniature color broadly on this and specifically to your question. So, broadly, it's revise that there's a risk shift. So, when a retailer purchases something direct import, they own it earlier, and it goes through their system and stays there until it sells through. They don't conclude returns or that kindhearted of things on those products, so it does reflect optimism in a broad scale. More specifically, you gain to believe of the year-over-year situation.

    So, in the year-ago period, retailers were coming off of a very weak cold and flu season, and that prior year -- I'm talking two years ago -- the Christmas season wasn't that distinguished either, nor was the retail environment especially healthy, so you bewitch each and every -- and, unemployment wasn't where it is today. The labor participation rate -- there were plenty of factors that made that time a weak one.

    One of the factors that affected us the most was the weak cold and flu season that preceded the one from final year, so a lot of the retailers were in a situation where they did not gain the same aplomb for normalcy that they had assumed, and their thought final year was, "We will bewitch less in direct import than a typical year, Helen of Troy will set it in your warehouse, and if the demand comes, we'll buy it from you and pay the higher price for the privilege of shifting the risk from us to you." And so, what happened was exactly that.

    Nonetheless, what happened final year -- you know the season was a very tenacious one, so they ended up leaving volume on the table because they only had so much product in the warehouse. They sold everything they had. In fact, I wish we'd had more; so did they. So, this season, they were out there talking to those same retailers and saying, "Don't you want to assume a familiar year and behave accordingly?" And, as they saw vacuous shelves from the epic strength of final year, they needed the product, so they bought it direct import and paid a miniature bit more.

    So, there are several specific factors happening. Heater sales, which I believe I mentioned in my prepared remarks, ahead of the upcoming season now -- the products that they sold in largely shipped through direct import, and they earned incremental distribution because they won some splendid original business, and that product was likewise in the direct imports in Q2. So, it just happened to be a ponderous one and it happened to be a higher compare because of that year-over-year outcome that I mentioned.

    Linda Bolton Weiser -- D.A. Davidson -- Senior Vice President

    Okay, thank you very much.

    Julien R. Mininberg -- Chief Executive Officer and Director

    You bet. They like direct import, to be clear. It just does impress the low margin and profit flat relatively neutral, but in the sense of risk and inventory management, it's their preference.

    Operator

    We'll recede next to Steve Marotta at C.L. King and Associates.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hey, Steve.

    Steven Marotta -- C.L. King and Associates -- Senior Vice President

    Good morning, Julien. Thank you for taking my call. Brian, I just wanted to inquire the tariff question in a bit of a different way. What is your specific COGS exposure to China imports to the U.S. as a percent of total COGS?

    Brian Grass -- Chief monetary Officer

    It's somewhere in the low 70% range.

    Steven Marotta -- C.L. King and Associates -- Senior Vice President

    That's exposed to the tariffs?

    Brian Grass -- Chief monetary Officer

    Oh, no. Sorry, I didn't understand the question. I thought you were asking their broad exposure to China. Well, you can... I don't gain a percentage. You can bewitch the repercussion that we're giving you unmitigated and divide it into their cost of goods sold to understand. It's really only 2.7% of an impact. I know that doesn't maybe reply the question that you're asking for, which is what's the basis of the products. I don't gain a percentage off the top of my head, but they can succeed up with that.

    Steven Marotta -- C.L. King and Associates -- Senior Vice President

    No pains whatsoever. And, most of my questions were asked and answered, but Julien, maybe you could address where you are in the transformational strategy and what initiatives are in the near to intermediate term and their potential repercussion on the P&L?

    Julien R. Mininberg -- Chief Executive Officer and Director

    We're soundless in the middle innings of the transformation strategy. You might think, "Hey, you're well into your fifth year." That said, some of the opportunities are just now available to us. So, for example, in supply chain, you hear a lot of stuff that's related to tariffs, but there are much broader things going on in supply chain -- for example, their competence to better quality, their competence to abridge lead times, competence to drudgery with what they convene built-in attribute with their supplier, so they build it into the design and they build it into their production techniques rather than final inspection, and we've done more and more of that, but just in recent quarters.

    There are so many other aspects of supply chain -- demand planning, supplier orders, the order frequency -- it's a long, long list of initiatives that are relatively original or just now getting enough traction. In the warehouse and distribution logistics area, we've been at it for years, and there, we're well into the middle innings because we've done so much, and yet, the list of original opportunities is substantial.

    I would likewise negate that in the human resources area, the amount of energy, the cultural work, and the competence to hire, attract, retain, and importantly, to train their people better and better is making a very mountainous difference, and that's probably just getting its best traction now, and I anticipate it to actually accelerate. You saw us with the transformation shares, which is what they convene them internally, that I mentioned in the call. I know people didn't build remarks about them externally in these questions, but you're looking at the quarterly result, and I can bid you that internally, of each and every of the major HR initiatives that we've done in the final couple of years, I haven't seen a reaction internally [audio cuts out] as mountainous to any of them as the transformation shares, and these are people who already had an ownership mentality and ownership behavior, and now, to negate it was doubled, I'd negate that would probably be a significant qualitative understatement.

    So, I'd negate these were middle-innings kindhearted of work. And, if you keep at the leadership brands, we've been at that for two or three years now, and the results discourse for themselves. They're strong, and that said, I believe the best is yet to arrive on the artery they innovate, the artery they drudgery across the commerce units on the topic of innovation, and even on the digital side, while we're getting very splendid at it, I would bicker that they probably could be twice as splendid at it compared to what they conclude now and improve.

    So, lots soundless coming -- this concept of edifice -- I'm thinking higher-hanging fruit. People might believe we've already picked the lower-hanging fruit. I guess if I had to summarize it, I'd negate we're edifice taller ladders inside Helen of Troy every day, training people so that they can gain longer arms, and hiring people with longer arms. So, taller ladders and longer arms -- those fruits don't keep so lofty up at all. They're well within their reach. So, these are each and every middle-innings comments. Hopefully, the best is yet to come. It's their tenacious belief. Hopefully, we'll conclude up a miniature bit like the Red Sox against the Yankees final night. That was like a football score.

    Steven Marotta -- C.L. King and Associates -- Senior Vice President

    All right, thank you very much. I value it.

    Operator

    And, that does conclude today's question and reply session. At this time, I'll turn the conference back over to Mr. Mininberg for any closing remarks.

    Julien R. Mininberg -- Chief Executive Officer and Director

    You bet. Thank you, operator, and thank you to everyone for being with us on the convene today. They value your support, they keep forward to speaking with many of you, and we'll be doing so in the coming weeks. So, thanks a lot and gain a distinguished day.

    Operator

    And, that does conclude today's conference. Again, thank you for your participation.

    Duration: 66 minutes

    Call participants:

    Jack Jancin -- Senior Vice President of Corporate commerce Development

    Julien R. Mininberg -- Chief Executive Officer and Director

    Brian Grass -- Chief monetary Officer

    Robert Labick -- CJS Securities -- President

    Frank Camma -- Sidoti and Company -- Analyst

    Christopher Carey -- Bank of America Merrill Lynch -- Vice President

    Linda Bolton Weiser -- D.A. Davidson -- Senior Vice President

    Steven Marotta -- C.L. King and Associates -- Senior Vice President

    More HELE analysis

    This article is a transcript of this conference convene produced for The Motley Fool. While they strive for their fatuous Best, there may be errors, omissions, or inaccuracies in this transcript. As with each and every their articles, The Motley Fool does not assume any responsibility for your employ of this content, and they strongly inspirit you to conclude your own research, including listening to the convene yourself and reading the company's SEC filings. gratify behold their Terms and Conditions for additional details, including their Obligatory Capitalized Disclaimers of Liability.

    More From The Motley Fool

    Motley Fool Transcription has no position in any of the stocks mentioned. The Motley Fool has no position in any of the stocks mentioned. The Motley Fool has a disclosure policy.


    Emirates NBD scores with Oracle Cloud | killexams.com true questions and Pass4sure dumps

    Oracle Incentive Compensation management solution to drive improved sales performance Oracle cloud banking solutions developed with transformation in mind, Khehar says.

    Oracle cloud banking solutions developed with transformation in mind, Khehar says.

    Published Sunday, 5 February 2017By David Ndichu

    Emirates NBD, a leading bank in the region, has reported a boost in sales performance following the implementation of Oracle cloud solutions.

    The bank has implemented Oracle Incentive Compensation management solution to drive improved sales performance.

    The adoption of Oracle’s compensation application follows Emirates NBD’s recently announced AED 500 million commitment to further digital innovation and multichannel transformation of its processes, products and services.

    Prior to the original implementation, the bank followed manual procedures for compensation calculation. The Oracle cloud platform now provides true time access to performance data and empowers the bank’s sales and offshoot managers to build timely operational and strategic decisions.

    “As a bank that values digitisation to better commerce efficiency, they are delighted to continue their long standing partnership with Oracle,” commented Suvo Sarkar, senior executive vice president, Retail Banking and Wealth Management at Emirates NBD. “We faced a pressing commerce challenge which was the necessity to view the sales team performance on a daily basis in order to build required interventions to optimise productivity. The Oracle platform equips us to align and manage their frontline better, leading to improved performance and productivity.”

    “Oracle cloud solutions for the banking sector gain been developed with an objective to drive innovation and transformation by increasing commerce agility, lowering costs and reducing IT complexity”, said  Arun Khehar, senior vice president ECEMEA, Applications commerce Oracle. “We are delighted that Emirates NBD has achieved its strategic commerce objectives with Oracle solutions. Emirates NBD is at the forefront of the digital transformation drive in the UAE and they keep forward to jointly achieving many more milestones”.    



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