Description
A new survey by the Information Technology Association of America (ITAA) shows that not only are IT workers found mostly outside the IT industry, but that the outlook and prospects for the two groups is likely to be far different.
Organisational Study
IT INDUSTRY PROFILE
Introduction
Companies in and outside the information technology (IT) industry employ information
technology workers. While one might think of the typical IT worker as employed by a major
software company or systems developer the reality is that nine out of ten IT workers are found in
banks insurance companies manufacturing plants or other non!IT businesses. " new survey by
the Information Technology "ssociation of "merica (IT"") shows that not only are IT workers
found mostly outside the IT industry but that the outlook and prospects for the two groups is
likely to be far different. In previous years characteri#ed by double digit growth and an$ious
investors betting on the ne$t new thing careers inside the IT industry appeared to be the way to
go%at least for those on the professional fast track. &uch has changed since '(() even as the
economy slowly recovers and the overall si#e of the IT workforce approaches its historic high
point of )(.* million. The employment footing outside the IT industry seems surer less turbulent.
+on!IT companies are more likely to hire according to plan far less likely to move jobs overseas
more apt to increase%not cut%compensation.
Whether non!IT companies offer IT workers long!term career advantages or just a temporary
,port in the storm- remains to be seen. IT companies are hard pressed by customers to field cost
effective solutions. The pressure on IT companies to cut costs is clearly reflected in this survey.
This survey is a continuation of the IT"" series of reports on the IT workforce. .ince )//0
IT"" has tracked employer demand for IT workers. In the run up to the year '((( IT talent was
scarce and demand e$ceeded supply. 1ecause of the talent crunch IT"" focused on the skills
most demanded by employers and the education and training alternatives for gaining those skills.
With job market conditions changing IT""2s survey has evolved to e$plore how trends like
offshore development may be changing the employment landscape.
This survey reports findings in nine areas3
4 Total IT workforce si#e
4 5uture demand for IT workers
4 6emand in specific job categories
4 7iring and layoff activity
4 .uccess at hiring to plan
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4 .kills attainment
4 8ecruitment
4 9ffshore development
4 Compensation
#$%OR PL$YERS
I1& strive to lead in the invention development and manufacture of the industry:s most
advanced information technologies including computer systems software storage systems and
microelectronics.
&ttp'(()))"ib!"co!(ib!(us(
Computer "ssociates International Inc. (+;.<3 C") one of the world:s largest management
software companies delivers software and services across operations security storage life cycle
and service management to optimi#e the performance reliability and efficiency of enterprise IT
environments. Indeed our solutions touch many areas of everyday life from "T& transactions to
airport security to online sales customer service and medical information. &ttp'(()))"ca"co!(
"s the world:s third!largest independent software provider ."= delivers business solutions to
more than '>'(( customers in more than )'( countries around the world. We owe our success to
the e$perience and e$pertise of our employees and the ?uality and effectiveness of our solutions.
It:s no wonder the best!run businesses run ."=.
http://www.sap.com/company/index.epx
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http3@@www. m icrosoft.co m @traincert @.
5ounded in )/0A &icrosoft is the worldwide leading software services and Internet
technologies for personal and business computing. The company offers a wide range of
products and services designed to empower people through great software B any time any
place and on any device.
The 9racle Corporation is the world:s largest enterprise software company. 5or more than 'A
years 9racle has worked on ways to help its customers manage critical information. The
company has built the only unbreakable database with )A international security
evaluations. 9racle was the first software company to move its business application
products to the Internet (www.oracle.co m).
.iebel offers 'C industry!specific applications and more than )(( industry!specific solution sets.
These pre!built solutions contain best practices and business processes to address the uni?ue
business needs and challenges of your industry.
.iebel industry solutions minimi#e customi#ation enable rapid deployment and significantly
reduce total cost of ownership. &ttp'(()))"sibl"co!(
Cisco .ystems is the worldwide leader in networking for the Internet. Cisco is committed
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to working with educational institutions around the globe to ensure that today:s students master
the necessary skills for success in the Internet economy. http3@@www.cisco.co m @edu .
6ice Inc. (+asda?3 6IC< http3@@about.dice.co m) is the leading provider of online recruiting
services for technology professionals. 6ice Inc. provides services to hire train and
retain technology professionals through dice.com the leading online technology!focused job
board.
The ITT Technical Institutes are leading providers of technology!oriented postsecondary degree
programs serving appro$imately C)((( students. The 0( campuses located across the
D... offer the information technology disciplines of Computer +etwork .ystems &ultimedia
.oftware "pplications and =rogramming and Web 6evelopment Technical =roject
&anagement for <lectronic Commerce is offered online (http3@@www.itt!tech.ed u).
.8" is a leading provider of information technology services and solutions ! including
strategic consultingE systems design development and integrationE and outsourcing and
operations management ! to clients in national security health care and public health and civil
government markets. (www.sra.co m).
TRENDS
Study Findings
The total IT workforce peaked in si#e in '(((. The economy shed A((((( IT jobs in '(()
caused largely by the stock market reverses and conse?uent investor flight the elimination of
many dot.com and telecom firms (and the high tech businesses supporting those firms) large!
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scale capital e$pense reductions the ;ear '((( ,overhang- of new systems and software
implemented to replace older date vulnerable assets and the recession.
The IT workforce appears to have bottomed out at the start of '((' with small but steady
?uarter to ?uarter gains since then (.ee 5igure )).
5igure )
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1aseline '((' F' '((' FC '((' F* '((' F) '((C
The D... economy begins '((C with )(.C million IT workers up *.' percent from the start of
'((' (but less than one percent from last ?uarter). IT"" calculates workforce si#e by netting
out the total number of IT workers hired and dismissed in the survey period from its baseline
year measurement. Comparing ?uarter to ?uarter the economy added >G*(G IT workers in the
first three months of the year. While that is good news the net gain in jobs is actually smaller
than year!end '((' where employers hired /0))> more people than they released.
The picture presented by these numbers is a marketplace slowly reapportioning its human
resources (5igure '). Hains have been made not so much in response to companies adding new
workers but to a slow down in the rate at which workers have been let go.
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INDI$N IT INDUSTRY PROFILE
The Indian software Industry has grown from a mere D. I )A( million in )//)!/' to a
staggering D. I J.0 billion (including over I * billion worth of software e$port) in )///!
'(((. +o other Indian industry has performed so well against the global competition.
The annual growth rate of India2s software e$port has been consistently over A(J since
)//). "s per the projections made by the +ational "ssociation of .oftware and service
Companies (+"..C9&) for '(((!() ("pril ) '((( B &arch C) '(()) India2s software
e$port would be around I G.C billion in addition to I '.A billion in domestic sales.
Today India e$ports software and services to nearly /A countries around the world. The
share of +orth "merica (D. K Canada) in India2s software e$port is about G)J. In )///!
'((( more than a third of 5ortune A(( companies outsource their software re?uirements
to India.
+"..C9&2s survey during )///!'((( indicates a reversal in the mode of services
offered by India. In )//)!/' offshore services accounted AJ and on!site service /AJ of
the total e$ports. 7owever during )///!'((( offshore services contributed over *(J of
the total e$ports.
INDUSTRY INFR$,TURE
$NNU$L TURNO-ER NO" OF ,O#P$NIES
"bove 8s. )((( Cr. A
8s A(( B 8s )((( Cr. A
8s 'A( B 8s A(( Cr. )A
8s )(( B 8s 'A( Cr. '0
8s A( B 8s )(( Cr. AA
8s )( B 8s A( Cr. ''(
1elow 8s )( Cr. '*>C
T& N$SS,O# . #c/insy rport on India0s IT Industris
"ccording to +"..C9&!&ckinsey report annual revenue projections for India2s IT
Industries in '((> are D. I >0 billion and market openings are emerging across four
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broad sectors IT .ervices .oftware =roducts IT <nables .ervices and e!1usinesses thus
creating a number of opportunities for Indian Companies. In addition to the e$port
market all of these segments have domestic market components as well
9ther key findings of this report are3
• .oftware K .ervices will contribute over 0.AJ of overall H6= growth of India.
• IT e$port will account for CAJ of the total e$ports from India.
• =otentials for '.' million jobs in IT by '((>
• IT Industry will attract 56I of D. I *.A billion.
• &arket capitali#ation of IT shares will be around D. I ''A billion.
PRO%E,TED RE-ENUES . 1223
45 US Billion6
India
Basd
India
,ntric
Sub7Total
4Intrnational
6
Do!stic Total 8993
IT
Sr:ics 'C 0L C( >.A C>.A '.)
Soft)ar
Products > ' )( /.ALL )/.A (.G
IT7nabld
Sr:ics )A ' )0 ' )/ (.*
7Businss
* ) A A )( (.'
Total
A( )' G' 'A >0 C.C
<$ports of IA( billion in '((>
L Megacy@Client server <8= and =ackage work and Internet all have different proportions
of work outside India where revenue are not e$port revenues.
LL 8esale of imported products included.
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Pro!otion of IT . ;o:rn!nt Incnti:s'
With the formation of new ministry of IT Hovt. of India (H9I) has taken a major step
towards promoting the domestic industry and achieving the full potential of the Indian IT
entrepreneurs. Constraints have been comprehensively identified and steps taken to
overcome them and also to provide incentives.
Thus for e$ample venture capital has been the main source of finance for the software
industries around the globe. 7owever the majority of the software units in India are in
the small and medium enterprise sector and there is a critical shortage of venture capital
kind of support. In order to alleviate this situation and to promote the Indian IT industry
the H9I has set up a +ational Task 5orce on IT and .oftware 6evelopment to e$amine
the feasibility of strengthening the industry. The Task 5orce has already submitted it
recommendations which are under active consideration. +orms for the operations of
venture capital funds have also been liberali#ed to boost the industry. The H9I is also
actively providing fiscal incentives and liberali#ing norms for 56I and raising capital
abroad.
8ecently an It committee was set up by the &inistry of Information Technology H9I
comprising of non!residential Indians (+8I) professionals from the Dnited .tates to seek
e$pertise and advice and also to step up D... investments in India2s IT sector. The
committee is chaired by &inister of Information TechnologyH9I and the members
include .ecretary &inistry of Information Technology and a large number of important
Indian "merican IT entrepreneurs.
The group will3
• &onitor global IT development and refine Indian IT policy to meet global
re?uirements. .pecifically this will help angel investors venture creators and
incubation
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• =romote the growth of human resource development in the IT sector with the aim
of creating ?uality!based education.
• =romote 8K6 in the sector by identifying thrust areas and drawing up a blueprint
for action.
India2s most pri#ed resource in today2s knowledge economy is its readily available
technical workforce. India has the second largest <nglish!speaking scientific
professionals in the world second only to D... It is estimated that India has over *
million technical workers over )>C' educational institutions and polytechnics which
train more than G00>A computer software professionals every year. Hovernment of India
is stepping up the number and ?uality of training facilities in the country to capitali#e on
this e$traordinary human resource. It is the knowledge industry that will help take the
Indian economy to a sustained higher rate of growth and the policy makers are full aware
of this.
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<ISTORY OF OR$,LE ,ORPOR$TION
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"lmost thirty years ago Marry <llison saw an opportunity other companies missed when
he came across a description of a working prototype for a relational database and
discovered that no company had committed to commerciali#ing the technology. <llison
and his co!founders 1ob &iner and <d 9ates reali#ed there was tremendous business
potential in the relational database model!!but they may not have reali#ed that they would
change the face of business computing forever.
Today 9racle (+".6"F3 98CM) is still at the head of the pack. 9racle technology can
be found in nearly every industry around the world and in the offices of /> of the 5ortune
)(( companies. 9racle is the first software company to develop and deploy )(( percent
internet!enabled enterprise software across its entire product line3 database business
applications and application development and decision support tools. 9racle is the
world:s leading supplier of software for information management and the world:s second
largest independent software company.
9racle has always been an innovative company. It was one of the first companies to make
its business applications available through the internet!!today that idea is pervasive. +ow
9racle is committed to making sure that all of its software is designed to work together!!
the suite approach!!and other companies analysts and the press are beginning to
acknowledge that 9racle is right. What:s in store for tomorrowN We will continue to
innovate and to lead the industry!!while always making sure that we:re focused on
solving the problems of the customers who rely on our software.
Ti! ,&ain
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-ISION ST$TE#ENT'
Principls of t& Infor!ation7Dri:n Entrpris
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"dhering to three principles has saved 9racle more than D.I) billion in operating costs
%so far. With these principles which are incorporated into the design of our software
we have coordinated and streamlined all our business processes worldwide
Simplify: .peed information delivery with integrated systems and a single database
Standardize: 8educe cost and maintenance cycles with open easily available
components.
Automate: Improve operational efficiency with technology and best practices
"t 9racle we believe that our customers get more from their information by using
9racle:s software and services and applying these principles. &any have already
improved their ability to use information and IT as strategic assets and are now able to
share data and processes measure results for continuous improvement align
stakeholders and communicate a single truth to all their constituents.
SU##$RY OF OR$,LE BUSINESS -$LUES
Certain core values are essential to 9racle2s business3
INTE;RITY' 9racle employees demonstrate honesty and sound ethical behavior in all
business transactions and personal integrity in all dealings with others.
#UTU$L RESPE,T' 9racle employees consistently treat individuals with respect and
dignity.
TE$#*OR/' 9racle employees work together as a team for the collective interests
9f 9racle.
,O##UNI,$TION' 9racle employees share information widely and effectively with
each other e$cept when confidentiality is re?uired.
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INNO-$TION' 9racle employees seek innovative and creative approaches to problem
solving.
,USTO#ER S$TISF$,TION' 9racle employees consistently treat customer
satisfaction as a top priority.
=U$LITY' 9racle employees make e$cellence and ?uality a part of day!to!day work
processes and seek continuous improvement in all that they do.
F$IRNESS' 9racle employees are committed to dealing fairly with customers suppliers
and one another.
,O#PLI$N,E' 9racle employees comply with all laws and regulations that govern
9racle2s business.
BUSINESS ,ONDU,T' 9racle employees observe the standards that have been
established by 9racle and act ethically in their approach to business decisions.
Oracl in t& ,o!!unity #ission Stat!nt
9racle as a corporation and 9racle employees as individuals works actively to improve
the ?uality of life for people and address community needs. 1y preferring to solve
problems rather than managing their conse?uences we take action to effect positive
change in our communities.
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$bout Oracl Di:rsity
9racle:s diversity vision starts with cultivating an environment that is inclusive of all
employees. Individual differences present us with opportunities to e$amine business
issues from varying perspectives. Incorporating these different viewpoints gives us
greater agility and creativity.
To effectively compete on a global scale we believe it will take the strength of a unified
workforce fully engaged in meaningful work. Oaluing diversity !! by using effective
communication skills and demonstrating mutual respect !! is simply good business. "t
9racle we can make our diversity vision the way we do business every day world!wide.
9racle believes in a workforce comprised of ?ualified individuals with ample support
opportunities. To this end we promote our <?ual <mployment 9pportunity and diversity
recruitment programs and provide continuous training and mentoring to our employees.
,orporat ;o:rnanc at Oracl ,orporation
The 1oard of 9racle Corporation has throughout its history developed corporate
governance practices to fulfill its responsibility to 9racle Corporation stockholders.
"lthough recent events involving corporate accounting fraud has brought much attention
to corporate governance principles having good practices in place is not novel at 9racle.
The composition and activities of the Company:s 1oard of 6irectors the approach to
public disclosure and the availability of ethics and business conduct resources for
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employees e$emplifies the Company:s commitment to good corporate governance
practices including compliance with new standards.
"s part of these practices the 1oard has adopted the following ,orporat ;o:rnanc
;uidlins to help ensure that it has the necessary authority and procedures in place to
oversee the work of management and to e$ercise independence in evaluating 9racle
Corporation:s business operations. These guidelines allow the 1oard to align the interests
of directors and management with those of 9racle Corporation:s stockholders. These
guidelines are subject to future refinement or changes as the 1oard may find necessary or
advisable for 9racle Corporation in order to achieve the above objectives.
9racle continually applies good corporate governance principles to multiple areas of the
Company. In addition to these guidelines 9racle has had a Code of <thics and 1usiness
Conduct since )//G which was recently modified in '((). The 1oard has also adopted
charters for each of the following standing 1oard Committees3 5inance and "udit
Committee Independent Committee Committee on Compensation and &anagement
6evelopment and +omination and Hovernance Committee.
Oracl E>cuti:s
Mawrence P. <llison has been 9racle:s Chief <$ecutive 9fficer and a director since he co!founded
the Company in Pune )/00. &r. <llison served as Chairman of the 1oard from &ay )//( until
9ctober )//'.
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.afra ".Cat# has been a member of 9racle:s 1oard of 6irectors since 9ctober '(() serves on
9racle:s <$ecutive &anagement Committee and is responsible for global operations.
Hregory 1. &afei has been a member of 9racle:s 1oard of 6irectors since Pune )//A serves on
9racle:s <$ecutive &anagement Committee and is also an <$ecutive.
Charles <. =hillips Pr. has been a member of 9racle:s 1oard of 6irectors since Panuary '((*
serves on 9racle:s <$ecutive &anagement Committee and is responsible for field.
Oracl Board of Dirctors
• Dr" #ic&al %" Bos+in' =rofessor of <conomics at .tanford Dniversity
• %ffry Brg' Chairman and Chief <$ecutive 9fficer of International Creative
&anagement.
• %osp& ;rundfst' =rofessor of Maw and 1usiness at .tanford Maw .chool
• Donald L" Lucas' Oenture capitalist since )/G(
• %ac+ F" /!p' Co!director of <mpower "merica and former member of the D.
Congress.
• <ctor ;arcia7#olina' =rofessor of computer science engineering .tanford
Dniversity
• <" Ray!ond Bing&a!' <$ecutive Chairman of Cadence 6esign .ystems Inc.
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T& Oracl in India story
T& Bginning
&ore than fifteen years ago before India became recogni#ed as the dynamic force in
information technology that is known to be today 9racle was one of the first
multinational software companies to set up operations in India. 1eginning with a
distributorship through Tata Consultancy .ervices in )/>0 the company established
direct operations with a liaison office in )//) and in )//C formed 9racle India =rivate
Mtd. a wholly!owned subsidiary of 9racle Corp. focused on the sales and marketing of
9racle software in India. In recognition of the significant pool of highly educated
software development engineers based in India 9racle opened its India 6evelopment
Center (I6C) in 1angalore in )//*. This early commitment to the country marked
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9racle:s vision for India as both a domestic market and a center for research and
development. The company became the first multinational company to establish core
software development operations in India to support its global product development
strategy and to address the needs of the local market. Initially the India 6evelopment
Center took on development work on a project basis for different development divisions
as determined by the company:s head?uarters in 8edwood .hores California. "s word
spread throughout the company of the India team:s record delivery time of development
projects that met the highest standards of ?uality the I6C was tasked with more strategic
projects and increasingly demanding re?uirements. Today 9racle has its India
6evelopment Centre located at 1angalore and 7yderabad and sales and marketing offices
across si$ Indian cities.
$ Turning Point
In )//G the India development team was challenged with taking on a strategic research
and development project. Dltimately the team:s success on the project would propel the
I6C into the development spotlight at 9racle. The India team was given three months to
develop the first version of what would become the basis of 9racle:s Internet computing
technology driving the shift to simplified low!cost computing machines which could
access information stored on larger professionally managed servers.
With no additional resources the I6C having been asked only to show version one of the
technologies delivered instead a second!generation version three months to the day from
the start of the project. Concurrently the team also met all deadlines and ?uality
standards for the other )G projects with which the I6C was tasked with at that time. The
world!class development abilities of the India development team were impressed upon
the highest levels of the company garnering praise and recognition from 9racle founder
and C<9 Marry <llison. This became a turning point for the India organi#ation
transforming the India 6evelopment Center into a growth engine integral to the future
and vision of the world:s largest enterprise software company. 5rom that point forward
the India 6evelopment Center was integrated into 9racle:s global software development
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organi#ation working on the latest technology for 9racle customers around the world. "t
the same time 9racle:s increasing success in the country established the company as the
dominant provider of database and enterprise software to the government and corporate
sectors in India.
Oracl India Facts&t
). 9racle has been operating in India for more than )A years.
'. 9racle is one of the largest multinational employers in India with over G0((
employees.
C. India is 9racle:s fifth!largest market in "sia in terms of revenue.
*. India accounts for 9racle:s largest research and development investment outside
the Dnited .tates.
A. India also hosts several of 9racle:s global divisions and services including global
consulting global support 9racle 9n!demand Internet sales and financial
accounting and analysis.
G. The entire 9racle product family ! 9racle 6atabase )(g 9racle "pplication
.erver )(g 9racle Collaboration .uite and 9racle <!1usiness .uite are available
in India. 9racle 6atabase )(g supports transactions and interfaces in )C major
Indian languages including "ssamese 1engali Hujarati 7indi Qannada
&alayalam &arathi 9riya =unjabi Telugu and Tamil.
0. 9racle is committed to the Indian market through its e$tensive network of more
than '(( channel and alliance partners in India under the 9racle =artner+etwork
including ifle$ Mtd. Infosys .atyam .onata Tata Consultancy .ervices and
Wipro.
>. 9racle currently has more than G((( technology customers and *(( applications
customers
/. India is home to more than ''(((( members of 9racle:s online developer
community 9racle Technology +etwork.
Oracl India #ilstons
893? 9racle Corp. begins operations in India through a distributorship with a local
partner.
8998 9racle establishes a liaison office to better serve customers.
899@ 9racle forms a wholly owned subsidiary focused on the sales and marketing of
9racle software in India.
899A 9racle opens the India 6evelopment Center (I6C) in 1angalore becoming one of
the first multinational software companies to set up a development center in India.
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899B I6C successfully delivers the first version of 9racle:s Internet computing
technology.
8993 9racle India establishes a second development center in 7yderabad dedicated to
developing enterprise business applications
1221 1usiness Today! 7ewitt survey recogni#ed 9racle as one of the best employers in
India.
122@ 9racle and 7= launch an R<!Hovernance Centre of <$cellenceR in Hurgaon to
support <!Hovernance initiatives by central state and local government bodies in India.
122@ 9racle India launches 9racle Collaboration .uite 9racle <!1usiness .uite .pecial
<dition and 9racle 6atabase .tandard <dition 9ne.
122A 9racle India grows to more than G0(( employees. 8ecogni#ed among the top 'A
best employers in the 7ewitt ! C+1C 1est <mployers "ward
ORN$;IC$TION STRU,TURE
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Babasabpatilfrppt!ba"co! ''
MANAGING DIRECTOR
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.ecretary
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Oracl India OrganiEation ,ultur'
9racle promotes a culture that can be best described by the following behaviour
• "chievement focused
• 7umanistic and valueing diversity
• Collaborative
• Innovative and fle$ible
• Taking responsibility
• "ccountability (doing what customer say customer2ll do)
• Working with on going change and ambiguity
• Committed to ongoing self learning
• Dnderpinning and embedded within these cultural trait are our core value of Trust
8espect Integrity Innovation Customer Centricity and Oalue Creating
9rgani#ation.
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9racle people management processes are designed to support and reinforce our values
and culture. 9racle2s .election Induction =erformance K 8ecognition processes
incorporates and reinforces its value and culture. Its professional and management
development programmes and tools support the ability to individualy lead and champion
our values and culture. "t an organi#ational level 9racle Corporation has a number of
programs in place to develop its culture and measure the e$tent to which 9racle
Corporation are ,living our values-.
Oracl India -alus and <u!an Rsourc
-alus at Oracl ,orporation
The reputation of an organi#ation can be its greatest asset or its greater liability. 9racle
Corporation2s reputation is largely determined by how it does business. 7ow 9racle
Corporation does its buseiness is a reflection of values inportant to them. 7aving shared
corporates values that act as a filter or provide a framework to guide employee in making
decisions. Dnderstanding 9racle Corporation2s corporates values will assist both
personally and professionally align employees with the corporate direction. <very
individual has his or her own personal values without having shared values (the
corporate filter) 9racle Corporation would be missing that overall framework to guide
our responses behaviour and decisions.
Met2s look at our individual values and e$plore each further3
• 8espect
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• Trust
• Customer Centricity
• Integrity
• Innovation
• Oalue Creating 9rgani#ation
• Training programs at 9racle Corporation.
<u!an Rsourc d:lop!nt is a part of the company2s overall business strategy and
links employee2s development with the company2s continous improvement efforts.
Training gives employees the skills to continue their learning and transfer of knowledge
or skills from one work situation to another.
9bjectives of training activities3
• To delelop knowledge and skills of employees
• To help employees perform productively and effectively in their current job
assignment
• To prepare employees for challenging work involving higher responsibility
"ll trainings will be based on need identified either during the annual performance
assessment or recommendation by the 5unctional 7ead @ &anager. Training could be for
technical professional or personal development of employees. <mployees may also be
nominated for employees and management development programs run by Corporate 78
at various locations in the world based on identified needs.
Oracl ,orporation offrs t& follo)ing training progra!s'
Intrnal Training
The company organises internal programs to address the needs of the employees.
Includes formal training and development programs vendor training or any other training
for the purpose of ac?uiring skills and knowledge. Oarious In!7ouse training will be
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available to suit the training needs of various lines of business. Information regarding in!
house course is usually dessiminated through the 7ead of 6eapartment and@or 7uman
8esource. <mployes who would like to attend the in!houseproduct training need to obtain
approval from their managers and the 7ead of the 6epartment.
O:rsas Training
<mployees may be nominated to attend training overseas with dues approval.
Public Sc&duld ,ourss
<mployees could attend the local short courses for some specific speciali#ed skills.
#andatory Training Progra!s
• 6ata =rivacy "wareness Training.
• Code of <thics K business Conduct Course
• 9racle Corporation "cceptable Dsage =olicy
EEO($$
9racle:s <?ual <mployment 9pportunity3 We believe in treating each employee and
applicant for employment fairly and with dignity. We base our employment decisions on
merit e$perience and potential without regard to race color national origin se$ marital
status age religion disability veteran status or se$ual orientation. 9ur <?ual
9pportunity policy is founded on the philosophy that our employees and applicants for
employment must be treated e?uitably. We do not discriminate based on personal
preference or physical characteristics and our e$perience confirms that supporting
policies and practices with a strong commitment to e?ual employment opportunity is a
good business practice.
Rco!!ndd Training
9racle offers a suite of training products to enhance the personal development of all
employees within a diverse work place. Tailored to meet the needs of our distributed
global organi#ation this program is presented through various media including
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facilitated workshops as well as multimedia self!study courses. 1ecause we view
diversity as a business reality diversity concepts and values are integrated into all
employee and management development training.
#ntoring
9racle actively supports the practice of mentorship. We see mentoring as a business tool
to grow and transfer skills and knowledge among employees. &entoring relationships
and programs range from formal and structured to informal information sharing and
networking.
Rcruiting
9racle has embarked on an aggrssi: rcruit!nt stratgy and conducts an average of
more than A( recruitment fairs per year. With the e$cellent pool of talented IT skills in
India 9racle prospective employees undergo a competitive evaluation process. The
company e$tends employment offers only to those candidates that meet rigorous ?uality
standards and have e$cellent ?ualifications skills aptitude and passion. 9racle received
applications from more than '((((( candidates over an average )>!month period.
.eeking the best the industry has to offer 9racle hires less than one percent of the
applicants. <nsuring a challenging and rewarding environment 9racle India offers an
unparalleled opportunity to define the ne$t wave of technology and business innovation.
+ew recruits are inducted into 9racle India with comprehensive technical and soft skills
training including team building and managerial effectiveness. Committed to employee
development 9racle India makes every effort to make employees successful through a
range of innovative programs including professional development internal focus groups
work!life balance initiatives and employee focused health programs. Through these
initiatives and a continuing focus on the latest technology and learning attrition rates are
less than half the industry average.
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9racle 6iversity identifies job fairs recruiting events community and professional
organi#ations which target women minorities people with disabilities and other under!
represented groups to recruit ?ualified applicants nation!wide.
E!ploy!nt Rlations&ip
9racle makes no e$press or implied commitment that your employment will have a
minimum or fi$ed term that 9racle may take adverse employment action only for cause
or that your employment is terminable only for cause. <ither you or 9racle may terminate
the employment relationship at any time for any reason. "dditionally 9racle may take
any other employment action at any time for any reason. +o one at 9racle may make
unless specifically authori#ed in writing by the 1oard of 6irectors any promise e$press
or implied that employment is for any fi$ed term or that cause is re?uired for the
termination of or change in the employment relationship.
Steps to hiring a candidate:
Rgular E!ploy
• =ost your open position internally on 9racle i8ecruitment. The position must be
posted internally for )* days before an offer can be generated.
• To hire a candidate from an e$ternal recruiting firm you must submit a re?uisition
to pay for the placement fees.
• Interview consistently and fairly by asking similar ?uestions of each applicant
• Candidates should fill out the 9ffer Metter 8e?uest via the Web 9ffer Metter
Henerator under Candidate 9ffers in .elf .ervice "pplications.
• " 1ackground check will be initiated at this time. 1ackground checks are
re?uired for all new and rehired employees unless they have a completed
favorable background check with 9racle within the previous )' months or have a
valid Hovernment Issued .ecurity Clearance issued within the previous two years.
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• 78 will generate an offer letter once 78 9ffers receives all of the following3
completely approved offer re?uest valid jobpost number (in offer re?uest) and
complete applicant tracking paperwork
• 9nce the offer letter is sent to the candidate you will receive an S9ffer .ent2
notification via email.
• If your candidate accepts go to your +otifications in .elf .ervice "pplications
and select the R"cceptR decision button to complete the workflow. The new hires
can start employment with 9racle. 7iring managers should respond to the R+ew
7ire .tart 6ateR email sent by the 78..C =lease respond with his@her official
9racle start date so that we may complete the hiring process.
• If your candidate declines go to your +otifications in .elf .ervice "pplications
and select the Sdecline2 decision button to complete the workflow.
Oracl T!porary
• .ubmit "pplicant Tracking paperwork3 an "pplicant Tracking 5orm and
resume(s) to your 78 8epresentative.
• 9btain appropriate approvals through the Workflow.
• 9nce the final approvals reach 78955<8. a Temporary 7ire =acket will be sent
to the hiring manager for their temporary employee. The hiring manager is
responsible for making sure the packet is filled out and returned to 9racle 78
• If your candidate accepts 78 9perations will enter your 9racle Temporary into
the database assign an employee id number and generate an 9racle "lert.
Intrnal Transfr
• #ini!u! Ti! In Position ;uidlins
Rol #ini!u! Ti! in Position
Individual Contributor K
&anagement
)' months
India '* monthsL
• *India has a 24-month requirement until further notice.
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• It is the hiring manager:s responsibility to discuss the following areas with the
releasing manager before completing the RTransfer@Internal Pob 9fferR form in
9racle .elf .ervice 783
o <mployee:s performance
o <ffective 6ate of Transfer
o Transfer =rocess 6etails
Transferring employees may not begin work in their new positions until the
transfers have been fully approved. The manager is to release the employee within
thirty days from the initiation of the RTransfer@Internal Pob 9fferR form.
Intrnational Transfrs
• "n international transfer is a RpermanentR transfer to an 9racle entity outside of
the employees2 home country. =lease log into .elf .ervice "pplications click on
Candidate 9ffers and complete the template. 1efore an International Transfer is
complete all re?uired approvals must be obtained.
BUSINESS ,ONDU,TS
• ;nral ;uidlins
9racle sets moral standards and upholds ethical business practices.
• Et&ical Standards
"t 9racle Corporation one must understand and conform to law to custom if within the
law and to human values. 9racle:s values of integrity mutual respect teamwork
communication and innovation are the overriding principles that guide us in our business
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conduct. 1ecause one2s behavior on the job and in conduct of 9racle business is a direct
reflection on the company one should avoid or correct any situation in which your
actions might adversely affect publicly embarrass or discredit 9racle.
• Insidr Trading
<$ecutive 9fficers of the Company continue to be prohibited from engaging in any
speculative transactions such as short sales puts calls straddles or similar transactions.
• E>tnding( Rci:ing Businss ,outsis
9racle recogni#es that accepted business practice and common courtesy sometimes
re?uire you to e$tend entertainment favors and small gifts to prospects and customers.
• E>port ,oplianc
5ederal controls regulate e$ports of products and technical data from the D... and the re!
e$port of these items from one foreign destination to another. 9racle products are subject
to these controls.
• Protcting ,onfdntial Infor!ation
1esides its people 9racle:s most important assets are its intellectual property3 copyrights
patents trademarks and trade secrets. When you joined 9racle you signed a =roprietary
Information "greement obligating you to safeguard company and customer confidential
information and trade secrets. The agreement precludes you from directly or indirectly
using or disclosing e$cept as necessary in the ordinary course of business confidential
information obtained during the course of your employment. These obligations continue
throughout your employment and after you leave.
• ,onflict of Intrst
" conflict of interest describes any circumstances that could cast doubt on your ability to
act with total objectivity regarding 9racle:s interests. ;ou should avoid financial
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business or other relationships which might oppose 9racle:s interests or might conflict
with the performance of your duties.
• E>pnss Rporting and $ccounting
9racle adheres to the highest standards of financial reporting and disclosure and we
e$pect the same of you. "ll information and reports you submit!such as timesheets
vacation reports product order or shipment reports e$pense reports purchase
re?uisitions!should be accurate to the best of your knowledge. 5alse misleading or
dishonest reporting inside or outside the company is strictly prohibited.
• Rcords Rtntion Policy
The 9racle 8ecords 8etention =olicy and .chedule sets forth the guidelines governing
your retention and disposal of 9racle records. This policy and schedule is intended to
ensure that 9racle maintains company records in accordance with applicable legal
regulatory and business re?uirements. ;ou are responsible for understanding and
complying with the 8ecords 8etention =olicy and .chedule which is located on Megal:s
webpage.
• Tra:l and Entrtain!nt
9racle Travel (managed by Carlson Wagonlit Travel) provides 9racle employees with
complete business travel services including agent!assisted reservations and e!Travel
support and fulfillment.
*OR/ EN-IRON#ENT
• *or+plac Scurity
9racle cares about your safety. We maintain security services at most of our facilities and
limit vendor and visitor access within the company. .ecurity personnel can assist you in
most emergency situations report incidents and resolve lost!and!found issues.
• *or+plac Safty
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9racle supports an active health and safety program. We e$pect you to support these
efforts by reporting any unsafe conditions or practices helping to minimi#e ha#ards and
accidental injuries and responding to directives and procedures in an emergency.
• No S!o+ing
The use of tobacco products in the workplace is prohibited at all facilities. <mployees
may smoke in designated outdoor areas only.
• Substanc $bus
9racle is concerned about situations where the use of alcohol or drugs interferes with an
employee:s health or performance adversely affects the health safety or performance of
others or becomes detrimental to 9racle:s business.
• Fl>ibl *or+ &ours
<ach of us runs on a different internal clock. 5le$ible work hours enable you to work
when you are at your best when you can produce your highest ?uality and ?uantity of
work. This fle$ibility available to most full!time employees allows you to efficiently
schedule personal business commute time and volunteer commitments around your
work responsibilities. ;our manager must review and approve any fle$ible work!hours
arrangement you propose.
• Tlco!!uting
9racle supports telecommuting on a part! or full!time basis with your manager:s
approval. ;our ability to telecommute depends on the nature of your job and whether
telecommuting promotes departmental goals as determined by your manager.
Telecommuting may be a temporary or long!term work option or used for a specified
time to accommodate a special project.
• Transportation Progra!
;ou can take advantage of vanpool and carpool options daily shuttles that operate
between 9racle buildings and CalTrain stations transit ticket sales and bike lockers. We
also offer Transportation 7otline and supply transportation information in the lobby
kiosks.
• Oracl in t& ,o!!unity
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9racle believes in upholding its responsibility to the communities and environments in
which we work. "s part of this responsibility 9racle sponsors programs that allow
employees and the company to contribute time and resources to a variety of social
interests.
BENEFITS
• OR$,LEFl>
9racle offers a comprehensive benefits plan called 9racleflex that enables eligible
employees to choose the benefits and coverage levels that best meet their needs and those
of their eligible dependents.
• E!ploy Stoc+ Purc&as Plan
9racle:s <mployee .tock =urchase =lan lets you purchase 9racle common stock at a
discounted market price. 1y enrolling in the plan prior to any offering period you may
contribute up to )(J of your cash compensation (salary bonus and commission) through
payroll deductions.
• E!ploy $ssistnc Progra!
<"= services may help with stress depression and difficulties with children divorce
alcohol abuse drugs job worries marital financial or legal problems.
• Lif Solution Progra!
" free employee benefit designed to help you balance your work family and personal
responsibilities. The Mife.olutions =rogram is an easy way for you to receive practical
advice useful materials and referrals including3
o Information on a variety of topics such as becoming a parent
understanding the process of adoption caring for elderly relatives or
relatives with disabilities managing your time effectively or creating a
living willE
o Customi#ed referrals to confirmed openings at child and elder care
programsE
o =ersonali#ed reports about public and private schools colleges and
financial aidE and
o =ractical advice on a variety of topics.
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• *or+rs ,o!pnsation
This insurance is provided to protect you if you are injured or become ill and the injury or
illness arises out of and in the course of your employment. Workers: Compensation
insurance provides benefits including medical care and wage!loss reimbursement which
is paid by 9racle.
• -acations
<mployees working at least CA hours per week accrue )C days of vacation a year (which
calculates to appro$imately *.CC hours per pay period) for your first three years of
employment and )> days a year (G hours per pay period) after three years.
• <olidays
9racle offers seven paid holidays a year. They are3
• +ew ;ear:s 6ay
• &emorial 6ay
• Independence 6ay
• Mabor 6ay
• Thanksgiving (' days)
• Christmas
,O#PENS$TIONS
• Pay Sc&dul
9racle pays you semi!monthly on the )Ath and the last business day of the month.
"pplicable deductions including federal state and local income and payroll ta$
withholdings are taken out of each payment. If your employment terminates you are paid
through the last day you work.
• Ti!s&t
"ll +on!e$empt employees are re?uired to record all hours including starting and ending
work time and meal periods in order to be properly compensated. They also must report
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all e$ception time including overtime (if any) vacation taken jury duty pay military
pay and shift premiums each week.
• O:rti!
"n employee works in a none$empt positionE he or she is eligible for overtime pay. The
employee:s manager must authori#e overtime work in advance.
• Focal Salary R:i)
This process facilitates compensation budgeting accurate competitive analysis and
timely review of all employees. .alary increases are based on your productivity and
contributions company performance market comparisons with competitor companies
and other factors 9racle may wish to consider at its sole discretion.
• Prfor!anc Bonus Progra!
Twice a year in Pune and 6ecember 9racle management reviews all eligible employees:
performance for possible cash bonus rewards. 1onuses are not considered entitlements.
1onuses are discretionary. They are included as earnings in your paycheck.
• Patnt $)ard
o 9racle maintains an active =atent "ward =rogram. 8eport potentially
patentable developments to =atent 9perations in the Megal 6epartment for
evaluation as soon as practical. Information on patents and the patent
program can be found at http3@@legal.us.oracle.com.
• E!ploy Rfrral Progra!
9racle:s 8eferral 1onus program pays the following amounts to those who refer people
who are hired for work at 9racle3
Salary $!ount for n) &ir $!ount of Rfrral Bonus
I(!IC//// IA((
I*(((( and up I)(((
The referral bonus amount may be different if the new hire:s division is running a special
referral bonus program.
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E#PLOY#ENT POLI,IES
• E!ploy!nt Eligibility
"s a new employee you must submit a completed verified 5orm I!/ within three
working days of your starting date or you cannot continue to work. "ny 9racle &anager
or 7uman 8esources employee may review your identity and work eligibility documents
and sign your form
• E!ploy!nt ,atagoris
&ost positions at 9racle re?uire full time commitment. .ome jobs however are better
suited for part time or temporary employment.
• Opn ,o!!unication
To enhance open honest and regular communication we encourage one!on!one
meetings between you and your manager. These meetings are an opportunity for mutual
learning and information e$change and they provide a chance to e$plore ideas and
issues. 5eel free to discuss candidly complaints and concerns with your manager to
prevent or ?uickly resolve them.
• EFual E!ploy!nt Opportunitis
We believe in treating each employee and applicant for employment fairly and with
dignity. We base our employment decisions on merit e$perience and potential without
regard to race color national origin se$ gender marital status age religion disability
or se$ual orientation.
• <arass!nt
9racle is committed to providing a work environment that is free of discrimination.
9racle does not tolerate harassment of any kind including harassment based on se$
gender race color religion age mental or physical disability national origin marital
status veteran status se$ual orientation or any other characteristic protected under
federal or state law or local ordinance. Dnlawful harassment may take many forms
including verbal visual or physical conduct that creates an offensive hostile or
intimidating work environment.
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• Prsonal Rlation In *or+ Plac
=ersonal relationships between employees although not encouraged are acceptable as
long as the employees maintain workplace conduct consistent with effective and efficient
work performance. =ersonal relationships in the workplace should be mutually
consensual and should not affect 9racle:s business in any way
• Non7Oracl E!ploy!nt
We strongly discourage you from seeking additional employment outside of 9racle.
1efore accepting outside employment review the =roprietary Information "greement
you signed when you joined the company.
• Prsonal Infor!ation
;our personnel file contains personal and job!related information about you. We use this
information for internal purposes only. We will not release it e$cept as re?uired by law
to any e$ternal person or agency without your written permission.
• Intrnational Transfrs and $ssign!nts
International assignments are Company initiated and may be short or long term
e$tending from three months to three years with a possible e$tension to four years. "ll
international assignments re?uire the appropriate senior management approvals.
• Rlocation
9racle pays for certain relocation e$penses if they are included as part of your written
employment offer. 8elocation benefits are generally specified in the offer letter or
transfer approval. "ll relocation reimbursement are subject to current I8. eligibility
guidelines. ;ou should consult your ta$ advisor about the potential ta$ implications of
your move.
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#$R/ETIN; D FIN$N,I$L
STR$TE;IES
Oracl ,orporation #ar+ting Stratgy for S#Bs
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The biggest challenge for 9racle Corporation is to tap the .&1 segment where there
seems to be an enormous growth potential and the segment not being tapped well by the
major players. 9racle has formed strategies for entering this segment and the same can be
discussed as below3
Oracl into S#B Sg!nt
<!1usiness .uite .pecial <dition of the 9racle Corporation will be a channelonly
product. The vendor being applications!focused company and key element of its .&1
applications market on its ability to mobili#e the channel. The company2s commitment to
.&1 partners rests on the foundation built over the past few years.
,&allngs'
• The development of a more comprehensive partner road map that defines
rewards and commitments at each level of the partner program specific to this
initiative.
• Hreater emphasis on mentoring new partners in the sales consulting and
implementation processes via training and the creation of close working links
between new partners and its consulting group.
N) S#B $pplication Stratgy
9racle has made significant structural and procedural shifts in its partnering strategy and
channel field practices that include broader partner access to 9racle2s product line and
higher levels of accountability for field e$ecution. 9racle is making commitments to
partners in the success of specific partner initiatives meaningful to the company2s
strategic direction. That2s what makes the co!pany0s E7Businss Suit Spcial Edition
c&annl stratgy so important.
<o) Dos It *or+G
When defining channel versus direct sales territory most application vendors use a
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Rhard deckR defining channel territory as the ability to sell to any company below a
preset annual revenue threshold (e.g. ."= defines the territory for small business
partners as any company having less than I0A million in annual revenue).
The bases of this initiative are3
• =artners have e$clusive access to the <!1usiness .uite .pecial <dition
implementation tools and supporting collateral. 6irect sales reps cannot sell the
product and must work with partners to sell and implement the product.
• =artners have e$clusive access to customers with less than I0A million in annual
revenue (considered one of the target audiences for the offer). If partners find an
opportunity with a customer above that revenue threshold they can either attempt
to position@sell the .pecial <dition version with an 9racle field sales rep or
provide the lead to an 9racle rep to position the full product (the more likely
scenario). In providing the lead to 9racle the partner ?ualifies for a referral fee
and can position it to fulfill the related services.
• =artners are provided access to 9racle "ccelerators (9"s) a set of
implementation best practices built around specific business processes that
partners can use to speed deployment.
Bnfits for Partnrs'
). 1enefit from having access to an open market with no competing partners or
interference from the 9racle direct sales force in accounts under I0A million.
'. <ach partner is assigned a dedicated account manager that is tasked with and
compensated for helping partners close deals.
C. The brand and tools to help partners enter new markets and win more clients
specifically smaller ones that would not have previously been prospects for <!
1usiness .uite .pecial <dition.
*. "llows a partner to reduce traditional implementation processes to a level that
supports .&1 customer e$pectations around time and cost.
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A. "llow partners to refocus resources on winning new accounts and e$panding
customer footprints through upselling and cross!selling additional .pecial <dition
modules.
G. .maller customers make decisions fastE still smaller accounts are unaccustomed to
the more formali#ed sales and implementation approach of multifunctional
businesswide applications. =artners will point out that these customers don2t have
the same rigor as larger ones in evaluating and implementing software to their
specific needs.
0. The partner must educate the customer at each stage with strong project
management skills.
9racle is also making its "pplication 6emonstration .ervices ("6.) available to partners
for support in running demos out of its 8edwood .hores facility. This is something
partners have been after for years and will allow them to perform a wider array of demos
more ?uickly in order to improve close cycles.
S#B #ar+t Sg!ntation' 9racle has segmented the .&1 market into three tiers3 the
lower tier (companies with less than I)((& in annual revenue) mid!tier (companies
from I)()& to IA((& in annual revenue) and upper tier (companies with more than
IA((& in revenue). The .&1 products sold to each of these .egments are as follows3
• 9racle E-Business Suite Special Edition will be available to the low end through
the growing .pecial <dition =artner Channel.
• 9racle2s newly ac?uired EnterpriseOne product will be available to companies in
the low and mid!tiers through the former P.6. <dwards =artner Channel.
• 9racle E-Business Suite will be available to companies in the mid! and upper tiers
through the 9racle direct sales force.
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,onclusion' .&1s should certainly consider 9racle when they are looking for new
applications. The products and associated tools and services are very competitive on
functionality and price but the marketing and channels are still a work in progress.
In the field 9racle is likely to struggle with selling supporting and positioning
overlapping products. This is never easy and 9racle2s salesforce and field management
have grown accustomed to direct selling a single product line. Choosing which product
and which channel are best for a particular opportunity and then e$plaining it to the
prospect can be difficult.9racle marketing has a major hurdle. In order to help grow the
.&1 and midmarket business it has to address the following issues3
• The perception that 9racle2s applications and technology are designed for very
large enterprises
• The lack of market visibility of its .&1 products and channels
• The confusion associated with positioning multiple product lines and channels in
overlapping si#e and vertical segments
E7#ar+ting
<nterprises are recogni#ing e!marketing:s role in their businesses and they are looking
for solutions that will integrate online marketing with other marketing activities instead
of approaching the Internet as a RsiloedR business segment. There:s a greater emphasis on
addressing e!marketing as part of an integrated marketing solution and less focus on e!
marketing!related functionality % for e$ample affiliate marketing and online
advertisement management % which is more!fre?uently addressed by function!specific
point solutions. Therefore several vendors that are not traditionally considered e!
marketing players but have their e!channel functionality transparently woven into their
multichannel marketing solutions.
With .iebel .ystems and 9racle well!positioned to enter this ?uadrant in the ne$t )'
months. &arket leadership re?uires not only the ability to e$ecute but also a compelling
vision that drives the market supports customer demand for competitive differentiation
and forces other vendors to seek to match what leaders are doing.
FIN$N,I$L SU##$RY
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9racle has consolidated its financial systems into a single instance supported by four
shared service centers initially as part of a much!publici#ed cost!reduction drive. "s a
result of this project 9racle also improved corporate governance by standardi#ing its
financial processes.
9racle:s transition from A' separate financial systems to a single global instance
supported by shared service centers has been a challenging and at times painful project
due to the magnitude of the change to established systems and processes. Cost savings
have been reali#ed and the intangible benefits have also been significant. ). "dditionally
9racle:s C<9 was focused on the single!instance strategy and the optimal use of the
9racle <!1usiness .uite. 9ther organi#ations without these advantages may face
additional challenges to achieve the same benefits as 9racle when consolidating their
financial systems.
ObHcti:
9racle initiated a project in )//> to rationali#e its application infrastructure. " key part of
this program was to consolidate the financial systems into a single instance of 9racle
"pplications ))i with a global chart of accounts implement standardi#ed financial
management processes and centrali#e financial functions into shared service centers. In
this project 9racle hoped to reali#e significant economies of scale by reducing
infrastructure and staff costs while at the same time improving control of financial
processes reducing close times and improving data integrity. This would also give senior
e$ecutives better visibility into business performance.
$pproac&
9racle:s approach to consolidating its financial management systems and processes had
three main elements.
8" Dsign and i!pl!nt a global c&art of accounts in a singl instanc of t&
Oracl E7Businss Suit"
1" StandardiEation of all financial !anag!nt procsss"
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Organisational Study
@" D:lop!nt of s&ard sr:ic cntrs to cntraliE transaction procssing"
Rsults
9racle identified a possible staff reduction of 'A percent and a potential C( percent
reduction in costs in the financial function. The increased emphasis on value!added
services governance and compliance means that 9racle has achieved a substantial part of
its target but not the full goal of C( percent cost reduction in finance.
In addition to the tangible cost savings 9racle reali#ed many intangible benefits
including3
• Hlobal visibility into financial information giving managers a clearer
understanding of their performance and reducing their demands for information
from the finance function.
• 6ata ?uality and consistency has significantly improved through the combination
of a single instance and self!service applications (for e$ample employees enter all
their e$penses online and consultants enter their time sheets via the Internet).
• The definition and implementation of standardi#ed financial processes meant that
audit costs were reduced and operating reviews were conducted more effectively
making operating reviews and audits easier
• 9racle increased the value provided by the finance function. 9nce the shared
service centers were live 9racle reali#ed there was an opportunity to create
value!added services in certain process areas. 5or e$ample staffing in the general
ledger area has actually increased because 9racle added more ?ualified staff to
focus on higher!value activities such as balance sheet management (this includes
proactively managing cash flow and treasury positions.
Balanc S&t for Oracl ,orporation for t& last @ yars
FIN$N,I$L SU##$RY 1221 122@ 122A
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Organisational Study
USD in
t&ousands
USD in
t&ousands
USD in
t&ousands
+et .ales /G0C((( /*0A((( )()AG(((
<1IT6" C>>A((( C0G0((( *)(C(((
<1IT CA(G((( C*'C((( C>G/(((
+et =rofit '''*((( 'C(0((( 'G>)(((
Intangibles **G((( C*A(((
Mong Term Invest. *(G((( 'CC((( G((((
5i$ed "ssets />0((( )(G'((( )(G>(((
Current Miabilities C/G(((( *)A>((( *'0'(((
Mong Term 6ebt '/>((( )0A((( )GC(((
Total .hareholder <? G))0((( GC'(((( 0//A(((
Cash C(/A((( *0C0((( *)C>(((
/EY R$TIOS 1221 122@ 122A
+et =rofit &argin ''.// '*.CA 'G.*(
89< CA.>/
Cur. 8atio '.'((( '.''(( '.GA((
6ebt@Capital (.(C(( (.(C(( (.()((
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Organisational Study
PRODU,TS
$ND
SER-I,ES
Oracl ,orporation Products and Sr:ics
8" OR$,LE D$T$B$SE
1" OR$,LE $PPLI,$TIONS
@" ENTERPRISE #$N$;E#ENT
A" #IDDLE*$RE
Oracl Databas
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Organisational Study
With 9racle 6atabase )(g the first relational database designed for Hrid Computing
your information is always available and secure. 9racle 6atabase )(g lowers the cost of
ownership through automated management while providing the highest possible ?uality
of service. "nd with 8elease ' 9racle builds on 8elease ):s foundation to further
improve efficiencies and reduce the cost of information management. 9racle is the best
choice for large enterprises small and midsi#e businesses and departments alike.
<nterprise <dition
9racle 6atabase <nterprise <dition offers industry!leading scalability and reliability in
clustered as well as single!system configurations. It provides comprehensive features for
online transaction processing (9MT=) and business intelligence and delivers the lowest
total cost of ownership.
.tandard <dition
9racle 6atabase )(g .tandard <dition is a full!featured database for small to midsi#e
businesses and departments that re?uire performance availability and security in a low!
cost package. "vailable on single or clustered servers (up to four processors in total)
9racle 6atabase )(g .tandard <dition offers fast installation simple configuration and
automated management.
.tandard <dition 9ne
9racle 6atabase .tandard <dition 9ne is a full!featured database packaged for small to
midsi#e businesses and departments. "s part of the complete 9racle 6atabase family
9racle 6atabase .tandard <dition 9ne offers full compatibility and scalability to tackle
your biggest challenges and is available for only D.I)*/ per user (minimum five users).
Mite <dition
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9racle 6atabase Mite is a complete integrated secure database for building deploying
and managing mobile applications for a broad range of mobile devices.
8eal "pplication Clusters
9racle 8eal "pplication Clusters (9racle 8"C) an 9racle 6atabase option product can
run packaged or custom applications unchanged in a cluster of low!cost servers.
Oracl $pplications
9racle2s business is information % how to manage it use it share it protect it. 9racle
applications deliver the information foundation and complete functionality you need to
grow your information!driven business. 9racle applications enable information!driven
business processes that connect and automate your organi#ation
,orporat Prfor!anc #anag!nt Solutions
9racle2s Corporate =erformance &anagement and applications enable organi#ations to
achieve world!class performance by aligning the right information and resources to
strategic objectives. 9racle2s integrated solutions provide a complete understanding of
the business and communicate business metrics throughout the organi#ation to drive
accountability for performance at all levels. 1uilt!in business intelligence delivers
personali#ed relevant information that allows business leaders to evaluate risk and make
adjustments to minimi#e risk.
,usto!r Rlations&ip #anag!nt Solutions
9racle offers three best!in!class C8& solutions that are specific to your businesses:
individual re?uirements. 8egardless of your industry focus your si#e of business or your
individual selling model 9racle has just the solution you need for leveraging and using
enterprise information for maintaining focused and profitable customer relationships.
Oracl Financial #anag!nt Solutions
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9racle 5inancial &anagement applications empower finance organi#ations to drive
enterprise value with better information for targeting growth and a platform for
sustainable compliance. 9racle 5inancial &anagement provides3
-isibility
Improve transparency of business financial and compliance performance. 6rive business
performance and enable better management decisions through more accurate forecasts
visibility into relevant and timely management information and a closed!loop plan!to!
measure process.
,ontrol
.trengthen financial discipline and governance best practices. Confidently and efficiently
comply with company and regulatory policies using control!based business and
compliance applications.
Efficincy
Improve business processes sustain compliance and reduce costs. 8educe comple$ity
risk and costs by consolidating information and streamlining and standardi#ing global
processes.
Oracl <u!an ,apital #anag!nt Solutions
"chieving workforce e$cellence re?uires 78 to transform from a predominantly
administrative department to a function that develops and delivers programs to improve
worker efficiency effectiveness and productivity. 78 transformation re?uires adoption
of a comprehensive 7uman Capital &anagement (7C&) strategy to drive programs
development process redesign and technology implementations. 9racle 7C& .olutions
enable effective 7C& strategy e$ecution to align the workforce with strategic objectives
and achieve workforce e$cellence.
Oracl Procur!nt Solutions
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9racle offers integrated suites of procurement applications that can dramatically cut all
supply management costs. 9racle applications enable organi#ations to reduce spend on
all categories of goods and services streamline procurement processes and enforce
policy compliance.
Oracl ProHct #anag!nt Solutions
9racle applications for enterprise =roject &anagement enable project!centric
organi#ations and departments to establish core operational processes that support full
project lifecycle management%across operations and finance%from project selection
planning and staffing through e$ecution charging and analysis. 9racle provides a
single accurate view of all project!related activities so you can choose and prioriti#e the
right projects assign the right resources proactively streamline e$ecution and track
profitability via accurate budgeting forecasting and billings@chargebacks.
Oracl Supply ,&ain #anag!nt Solutions
8egardless of your industry focus!high technology automotive aerospace and defense
life sciences etc.!your type of business or your individual supply chain model 9racle
has just the right supply chain management solution for you
Oracl Entrpris #anagr
9racle <nterprise &anager with 9racle Hrid Control provides a single integrated
interface for administering and monitoring applications and systems based on the 9racle
technology stack. <nterprise &anager includes complete monitoring performance
management distributed database and application server administration enhanced
diagnostics automated tuning and an architecture that allows administrators to manage
from anywhere.
#IDDLE*$RE
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9racle 5usion &iddleware is a family of standards!based customer!proven products
including 9racle "pplication .erver and related tools and options 9racle Collaboration
.uite and 9racle 6ata 7ubs. 9racle 5usion &iddleware enables organi#ations to get
more out of their e$isting investments and more out of middleware%delivering the
broadest and most tightly integrated infrastructure software offering available.
Oracl Fusion #iddl)ar Fa!ily
"pplication .erver ("ll <ditions) 6eveloper .uite P6eveloper
1=<M =rocess &anager 5iles =ortal
1usiness Intelligence 5orms and 8eports TopMink
Collaboration .uite Identity &anagement
6ata 7ubs Integration
Oracle Application Server
9racle "pplication .erver )(g offers a comprehensive solution for developing
integrating and deploying your enterprise:s applications portals and Web sites all based
on a powerful and scalable P'<< server complete business integration and business
intelligence suites and best!of!breed portal software. "s the only platform designed for
grid computing and providing full .ervice!9riented "rchitecture (.9") lifecycle support
9racle "pplication .erver gives you unmatched scalability availability manageability
and security.
Oracl Intgration
9racle Integration provides everything you need to integrate data enterprise applications
and business processes within your organi#ation and with trading partners. 1uilt on
9racle:s grid infrastructure it delivers enterprise!strength performance scalability and
manageability. "nd with tight integration with the 9racle <!1usiness .uite it is the best
product for integrating 9racle applications with third party applications 1'1 protocols
and Web services.
Oracl Sr:ics
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;lobaliEation" Si!plification" StandardiEation" $uto!ation" Inno:ation. These five
principles underlie everything we do at 9racle.
9racle .ervices help you get the most from your technology investment. Working with
you every step of the way 9racle provides a variety of services that span the complete
solution life cycle. Whether you need consulting financing outsourcing support or
education you can get it from the e$perts who know 9racle best.
Oracl ,onsulting
9racle Consulting builds creative solutions for modern businesses. 6rawing on industry
best practices and speciali#ed software e$pertise 9racle consultants help you assess your
current infrastructure create your enterprise computing strategy and deploy new
technology.
Oracl Uni:rsity
Mearn 9racle from 9racle. 9racle Dniversity delivers the e$pert!led training to benefit all
our 9racle communities through their 9racle relationship.
Oracl on D!and
9racle on 6emand delivers 9racle software as a service to 9racle customers around the
world. ;our 9racle software is managed by 9racle e$perts%at 9racle at your location
or at a third party%to improve the performance reliability scalability and security of
your information. Increase the efficiency of your business processes and systems with
9racle:s industry!leading technology and let 9racle 9n 6emand handle your upgrades
patches and maintenance. +ow you can focus staff on strategic projects deploying
resources and technology for better user productivity and satisfaction.
Oracl Support
9racle .upport is the largest and most advanced support organi#ation in the world. The
global team of over >((( developers and G((( support professionals drives better results
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Organisational Study
for our customers by ensuring that 9racle technology and applications deliver optimal
performance.
+o other support organi#ation can match 9racle:s breadth and depth of technical
e$pertise advanced support technologies or global reach. 9ngoing updates and
enhancements keep your products and systems up!to!date and running smoothly.
Technical information and e$pert advice help you resolve problems ?uickly and
effectively so that your 9racle technology and applications are always available and
always running at peak performance. Dltimately 9racle:s .upport .ervices offer you a
superior ownership e$perience.
Oracl Financing
9racle financing and leasing offerings are competitive comprehensive%and one of the
easiest ways to affordably ac?uire the right solution for your business.
We offer ?uick approvals and simple documentation and you can buy your entire
solution of hardware software and services from multiple vendors using a single
payment structure from 9racle 5inancing.
Oracl ,orporation ,usto!rs
Top OrganiEations in India run Oracl soft)ar
Ban+ing
ICICI 765C 1ank .tate 1ank of India =unjab +ational 1ank DTI 1ank I61I 1ank
Insuranc
Heneral Insurance Corporation Mife Insurance Corporation +ational Insurance
Corporation +ew India "ssurance
Tlco!!unications
1.+M 1harti 7utch &T+M .atyam Infoways .pice
#anufacturing
Coates India Cummins 7indalco 7industan Mevers Mimited Indal Qirloskar 9il
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Organisational Study
<ngines Mimited Makshmi &achine Works &aruti Ddyog Mimited &85 Tyres
;o:rn!nt
"irport "uthority Indian "irforce "ndhra =radesh Hovernment Central 1ureau of
Investigation Hujarat Hovernment Indian 8ailways =olice departments West 1engal
Hovernment Coimbatore &unicipal Corporation
#aHor ,usto!rs 7 *orld*id
Oracl Databas
"ma#on.com 9hio .avings 1ank
Colgate!=almolive 8oman Inc.
6ell <urostar .outhwest "irlines
<astman Chemical
Company
Talk "merica
&ainstream
Technologies
D.H. Water 8esource
6iscipline
Oracl $pplications
"tari MH.=hilips MC6
C!C98 Corp 9T<
<&C) =ella
H< <nergy =9.C9
Pohn I. 7aas D.69T
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Oracl Entrpris #anagr
1T Hroup plc. .tudent Moans Company
6ell H<6I. .wiss 5ederal 8ailways
6eutsche 1ank Telstra
<lectronic "rts TD.C
5annie &ae D.H. Water 8esource 6iscipline
S*OT $N$LYSIS
STREN;T<S
). " well known global brand in software technology.
'. It2s the world2s second largest software company after &icro.oft and world2s
leading supplier of software for information management.
C. It is one of the first companies to make its business application available through
internet.
*. It has strong finincial position with I / 1illion as its revenue in the last finincial
year.
A. It is the number one brand in the database market.It is the market leader with
C/.)J of the market share.
G. It is the biggest S<nterpri#e 1randSin the world market.
0. It has managed to cut its IT cost by almost >(J in the ne$t fiscal year.
>. 9racle Corporation technology can be found in nearly every industry around the
world and in offices of /> of the fortune )(( companies.
/. It has been the market leader in 8elational 6atabase
)(. 9racle brand is strong enough to drive sales beyond the core database system
even through database sales represent 0(J of 9racle:s revenue. 1usiness
applications represent '(J middleware >J and other software products such as
tools 'J
)). In the area of database scalability and reliability 9racle is leading the market with
its 8eal "pplication Clusters Hartner analyst 6onald 5einberg said. 8"C lets
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Organisational Study
customers use 9racle on large clusters or grids of low!cost servers gaining
reliability and scalability at a reasonable cost.
)'. RThey have their hands on the tiller they understand what market segment they
are selling into and they are e$ecuting with strong financial managementR of the
company.
*E$/NESS
8" 1rand Image of being an S<nterpri#e 9rganisation2 is making it hard for 9racle
Corporation to penetrate into the small and medium businesses.
1" It depends heavily on +orth "merica market.
@" 9racle .trong in 6atabases 1ut It &ust <$ecute 9n "pplications.
! 9racle arguably the dominant database vendor is bent on e$panding its
sales in middleware and applications. 1ut any stumbles in its plan to
merge three sets of business applications will benefit its chief competitor
."=.
A" The sometimes!disjointed air of 9racle:s initiatives is reflected in the fact that the
))i series of its <!1usiness application suite hasn:t yet been certified internally to
run on the 9racle )(g database system which has been out for a year Comport
pointed out.
I" While 9racle is consistently strong in database sales its application revenue has
been Rup and down erraticR
B" 9racle products apply the patches to supported versions. If older editions are in
use such as 0.$ or >.($ they advised companies to either upgrade immediately or
switch to a rival database"
?" 9racle +eeds To Come Clean 9n Oulnerability
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Organisational Study
! "lthough keeping mum is 9racle:s standard policy the analysts took the
company to task for not spelling out the conse?uences of not applying the patch
and more important whether the vulnerabilities affect older non!supported
versions of 9racle:s 6atabase .erver "pplication .erver and <nterprise &anager.
"t !orst" #this means$ records in e%er& Oracle data'ase &ou o!n could 'e
%ulnera'le""
. R.ystem administrators don:t have enough information to decide which servers
to prioriti#e or which data is most vulnerable.R
OPPORTUNITIES
). .mall and &edium 1usinesses(.&1s) market is the biggest opportunity for
9racle because this market is untapped and recent studies shows that .&12s will
be increasing their IT spending more than any other business sector.
'. There would be '(J increase in the demad for <8= and .C& products in the
World &arke. 9racle Corporation has plans to capatalise on these opportunities.
C. RThe challenge for 9racle is to move from individual products into an overall
messageR that sums up what it does for the customer Comport said. That message
hasn:t emerged yet as 9racle engages in ac?uisition battles such as the hostile
takeover of =eople.oft Inc. and the bidding war for retail software supplier 8etek
Inc.
*. RThe challenge for 9racle is to move from individual products into an overall
messageR one that sums up what 9racle does for the customer.
T<RE$TS
). I1& is the biggest competitor of 9racle Corporation in Marge 1usiness .ector.
especially in 6atabase and "pplication .erver market.
'. In .&12s 9racle Corporation is facing still competition from &icrosoft the
leader in the market space.
C. &isconceptions like 9racle are e$pensive and not user friendly is the biggest
threat for 9racle Corporation in .&1 market.
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*. 9racle remains the dominant database vendor but will face challenges as it tries
to e$pand its middleware and applications sales. The slightest misstep when
trying to merge its recent ac?uisitions will only serve to benefit its key competitor
."=.
RE,O##END$TIONS ( SU;;ESTIONS
") .&1 market is a highly upcoming market thus 9racle Corporation can leverage
on this opportunity.
1) 9racle Corporation should partner with more I.O2s (Independent .oftware
Oendors) for better distribution of its product.
C) 9racle Corporation must e$tensively promote awareness programs to clear the
misconcepetion about its =roduct which it is only for big enterprises.
6) 9racle Corporation2s image in the large business segment can be used to influence
small and medium businesses that have large business as their clients. This will
help 9racle Corporation penetrate in small and medium business segments.
<) 9racle Corporation should device schemes and strategies to tackle competitors in
both large and small business segments.
5) Industries in the various territories that have not yet been penetrated must be
looked with appropriate marketing strategies and captured.
H) The price perception of 9racle Corporation2s products must be removed from the
minds of .&1 market through various activities such as mass media journals
technology fest i!seminar etc.
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,O#PETITORS $N$LYSIS
9racle Corporation being the leaders of database vendors of the world the biggest
competition comes in when there is a competition with its primary product the database
market.
8ecent reports from both I6C and 6ata?uest paint a picture of the database market with
growth projected to average around GJ per year. This limited growth as a bad sign for
9racle Corporation since a great deal of our revenue comes from our database product.
"lthough the overall market may be growing conservatively there is a pronounced shift
in the allocation of the spending within that market B a shift that favors 9racle2s database.
The basics
There are three basic facts that lay at the root of this analysis
). the e$istence of a shift in the overall database market
'. the technical platforms involved in this shift
C. the cost of the shift to individual organi#ations
T& s&ift
The Dni$ database market which is based on propietary hardware has been losing
market share while that segment of the market that is based on low cost commodity
hardware (the $>G architecture) has been gaining. The driving force behind the shift is
easy to see B $>G servers are typically dramatically less e$pensive than other server
architectures.
T& dstinations
9nce an organi#ation decides they will try and capture the benefits provided by
commodity hardware their ne$t decision is which operating system to use on this low
cost hardware. There are two chief destinations B &icrosoft Windows and Minu$. 9f
course the Minu$ option is relatively new but the e$istence of choice in this area has
Babasabpatilfrppt!ba"co! G(
Organisational Study
changed the position of Windows as the only platform that can leverage the cost
advantages of commodity servers to one of two choices.
T& procss
The price@performance advantages of using an $>G!based server have been clear for many
years. If this is so )&y is t& Uni> !ar+t sg!nt still so largG "fter all the Dni$
database market even today after several years of decline is still almost C(J of the
overall market.
$ns)r '
• &igrating to another database platform is an e$pensive and somewhat risky
proposition.
• <ven if the database migration process itself is straightforward there are still the
additional factors of ac?uiring e$pertise and honing administrative capabilities on
another platform.
• &ost organi#ations do not make a migration decision lightly even in the face of
significant price benefits.
The question
The database market is shifting. &igration is a resource intensive and somewhat risky
task. Couple these two facts with one other and you get an important determinant of the
future direction of the market.
This final piece of the pu##le comes from a reali#ation that Windows and Minu$ as a
platform for database servers are relatively e?ual. 1ecause of this e?uality there is little
reason why an organi#ation would migrate from Windows to Minu$ or Minu$ to
Windows. The cost of the migration is still present but the benefits are not.
This reali#ation leads to the salient ?uestion concerning database market share in the
future B !hich operating s&stem is the target of more of these migrationsN
.ince there is little reason to move from Windows to Minu$ the destination of the moves
is a decision that will affect the database market on an ongoing basis.
Evidence
This chart also shows that Minu$ has been
growing faster than Windows in terms of
dollar amount. 1ut neither of these
comparisons can help to determine if people
are moving from Dni$ to Windows or Minu$.
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Organisational Study
;ou can determine the impact of migrations by comparing the overall growth of the
Windows market and the Lni$ market
)
.
• If the growth in the Windows platform were higher than the Lni$ platform more
people were moving to Windows from Dni$ than to Minu$ from Dni$.
• If the Lni$ market grew faster than Windows the number would indicate that
more organi#ations were moving to Minu$ than Windows. The ne$t chart presents
these numbers for the market for the past two years.
Qeep in mind what this chart shows.
This is not simply the growth in
Minu$ but that growth offset by the
decline in the traditional Dni$
market.
Implication
The data is striking. In the course of
two years the growth in the
combined Lni$ market went from
being barely a third of the growth in
the Windows market to being almost 'AJ more. "lthough this data is only from the past
three years Minu$ has only had an appreciable effect on the database market since '(('
'
.
The relative newness of the Minu$ platform makes the results stand out in even sharper
contrast B as Minu$ gains maturity and enterprise acceptance the swing may very well
become more pronounced.
T& i!plication prsntd by t&is nu!br is clar 7 t& dstination of Uni>
!igrations is s&ifting fro! *indo)s to Linu>"
Vendor implications
IB#
The shift in the database market does not
appear to help I1&2s position in the
market. I1& is essentially tied with
1
The overall growth in database sales comes from both organic growth of existing
databases on a platform as well as migrations. Since the overall market for
Windows and *nix are approximately equal and since the growth of a database is
not platform!dependent this type of growth should be approximately equal for the
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0
100
200
300
400
2003 2004
Source: Dataquest
Gross market growth
Windows
Linux
0
100
200
300
400
M
i
l
l
i
o
n
s
2003 2004
Source: Dataquest
Market share growth
Windows
*nix
Organisational Study
9racle for the top market share as of '((*. 1ut the numbers from that year paint a
disappointing story for I1&2s future prospects.
In '((* most of I1&2s growth came from the mainframe a platform they own and
which is not the target of growth from migrations and Dni$. I1&2s sales increased over
*J on traditional Dni$ platforms while the overall revenue for the platform decreased
over )J.
I1& did not do well on the target platforms for Dni$ migrations. 5or the second year in
a row I1& actually decreased their revenue on Windows. In '((* I1& database
products produced less than >AJ of the revenue they produced on Windows in '(('
while the overall revenue for this platform grew )AJ over the same period.
9n Minu$ I1& is faring even worse. "lthough their revenue on Minu$ increased by
more than G)J on this platform over two years this increase was dwarfed by the overall
growth on the platform of almost *GAJ. The following chart compares relative market
share on Minu$ for 9racle and I1& vividly illustrates I1&2s relative lack of success on
Minu$ in comparison to 9racle.
With the database market
undergoing a shift from
traditional platforms to Minu$ and
Dni$ market share numbers
demostrate that I1& is unable to
take advantage of this shift.
I1&2s market share has
decreased from CA.0J to C*.)J
in the past two years and
indications are that this erosion
will continue.
#icrosoft
&icrosoft however is much better positioned to benefit from the shift in database
platforms. They own one of the targets of these migrations B Windows B and maintain a
leading market share on that platform of A(./J.
7owever even dominance on Windows will not be enough for &icrosoft to capture the
top spot in the database market. Their strength on the Windows platform is offset by their
lack of support for Minu$. "s the charts earlier in this report indicate the database market
is shifting to Minu$ more rapidly than they are to Windows a trend that may very well
accelerate as Minu$ becomes a more robust and safe choice.
two platforms. "f anything this natural growth should be greater for Windows
since the #nix market place is mature and declining while the Windows market is
much younger where more rapid natural growth takes place.
$
"n $%%$ &inux only accounted for 1.'( of the overall market. )y $%%' this
percentage had grown to *.'(.
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IBM
Orace
Organisational Study
If I1&2s slide in these key migration markets continue &icrosoft may become the
number two database vendor but they have little chance of claiming the top spot in the
database market.
Oracl
"lthough our traditional strength has been in the Dni$ market our market share in the
Minu$ arena is even better. Mast year 9racle captured over >(J of new Minu$ licenses.
In addition 9racle2s market share grew on the Windows platform.
&ost importantly 9racle2s ability to run on both target migration platforms makes them a
safer choice than &icrosoft. With I1& declining and &icrosoft limited to Windows
9racle becomes the logical selection as a migration target.
<ven if as &icrosoft contends the growth in Minu$ is due to migrations from Dni$
9racle will remain the leading database vendor by capturing the majority of these
migrations while &icrosoft has to depend on the internal growth of databases on only the
Windows platform which is a much slower process.
These simple facts point the way to Oracl0s continud rol as t& lading databas
:ndor in t& )orld. 61' is slipping in the growth markets for database servers and
&icrosoft has no solution for the Minu$ platform. 9racle2s continuing dominance over
&icrosoft is due to the combination of three factors
• 9racle continues to have significant market share on the Windows platform
• 9racle completely dominates the Minu$ platform
• <ven if 9racle cannot maintain it2s >)J market share in the Minu$ market the
accelerating growth of this market as the target destination of Dni$ migrations
will make Minu$ dominance more valuable than Windows dominance giving
9racle an edge over &icrosoft.
9racle is the only major database vendor to see its revenue increase on both commodity
hardware operating systems. 1y offering this popular choice 9racle stands to benefit the
most from the ongoing shift in the database market and maintain its dominant position.
The following is the statement of the market standing and the revenue earned over the
years by these top players in Dnited .tates and also is shown the growth of these
organi#ations over the years and the proposed growth in the comin years with a graph
IN,O#E 122I 122A 122@ 1221
#S I)''A*((( I>)G>((( I///C((( I0>'/(((
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Organisational Study
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SYB$SE !)/'J !''J +@" +@"
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Organisational Study
$nalysis t&roug& Portrs Forcs #odl'
The competitive forces in the industry can be better veiwed with the help of =orter2s five!
force model for competitive strategy. These forces determine the intensity of competition
and hence the profitability and attractiveness of an industry. The objective of corporate
strategy should be to modify these competitive forces in a way that improves the position
of the organi#ation.
Intnsity of ,o!ptition' 5or many of the firms in <!1usiness the level of industry
competition is very high but in other areas of the economy there are often low intensity
areas in which competitors are content to share along geographic or product niche lines.
The data base industry is a good e$ample of a very high intensity competitive
environment. 9racle and I1& 61' are fierce competitors with each holding about C(J
of the overall market. &icrosoft .FM is the fastest growing database in this market but
has about half the market share of the two largest competitors. &icrosoft appears to be
growing at the e$pense of the smaller suppliers creating a classic three horse race. 9n
the other hand the threat of new entrants into the database appears to be ?uite small. The
competitors are well established with an intense competitive position and huge installed
bases. The switching costs for someone who is already using en enterprise database are
huge. 8eprogramming conversion and training costs are nearly prohibitive. "n
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Organisational Study
organi#ation has to develop a compelling reason to switch. "bsent a game changing
strategy there appears to be little likelihood of new entrants gaining a foothold in this
market.
Bargaining Po)r of t& ,usto!rs3 7owever if the enterprise is ac?uiring a data base
for a new function that does not already have an entrenched system the bargaining power
of the customer is ?uite large. With two firms (I1& and 9racle) battling for market
leadership and another (&icrosoft) trying to eat into their leadership corporations are in
the driver2s seat in negotiations for new database procurements. 5irms often employ a
diversification strategy to keep from being trapped by high switching costs. " firm may
decide to put some of their database systems on one supplier and the rest on another.
This usually leads to a little higher cost and comple$ity of operations but it helps to keep
the switching costs down for additional procurements.
Bargaining Po)rs of t& Supplirs The power of suppliers to the database industry
also appears to be ?uite small. 6atabase producers do not depend upon suppliers for any
significant parts of their products.1ut againE suppliers can be vewied from two
perspectives firstly intellectual supply and secondly outsourcing. It is estimated an
overall AJ increse in the IT spending compared to '((*. " CJ rise will be seen in the
enterprise segment marked by stong rise in the .&1 segment.Cheif Information 9fficers
anticipate steady growth of hiring IT professionals."ccording to the 8obert 7alf
Technology 7iring Inde$ a net )'J increase in hiring is anticipated this will be the
largest hiring since '(('.Therefore due to a steep rise in demand the demand!supply
e?uillibrium will shift its locus.
T&rat of N) Entrants' With regard to database applications and middleware there is
no immediate threat as there is a large entry to barrier in terms of the si#e of the e$isting
players.The threat of new entrant is minimum at this point of time until and unless there
is a technological revolution.
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T&rat of Substitut' These are not obvious at this time but that situation is indeed
subject to change. To a certain e$tent the rise of the World Wide Web represented a
potential substitute for traditional databases. 6uring the middle part of the )//(s huge
?uantities of corporate data were put on line in web formats. &uch of the early material
was stored in static 7T&M files but the trend is clearly back to databases. 1y putting the
information in databases companies can personali#e the customer2s e$perience with the
web site. There are now e$cellent tools for gathering the information from corporate
databases assembling it into personali#ed web pages and then delivering the targeted
material to the users. This has opened up controlled access to huge legacy databases and
put the database back at the center of the e1usiness universe.
Therefore it can be ideally seen that only one of the forces is applicable at this point of
time. The other forces are not deterministic varibles while developing competitive
strategies.9racle Corporation is critically placed by adopting market consolidation
strategy thereby raising the entry barriers to new entrants and stifling the e$isting players.
Babasabpatilfrppt!ba"co! G>
doc_204741212.doc
A new survey by the Information Technology Association of America (ITAA) shows that not only are IT workers found mostly outside the IT industry, but that the outlook and prospects for the two groups is likely to be far different.
Organisational Study
IT INDUSTRY PROFILE
Introduction
Companies in and outside the information technology (IT) industry employ information
technology workers. While one might think of the typical IT worker as employed by a major
software company or systems developer the reality is that nine out of ten IT workers are found in
banks insurance companies manufacturing plants or other non!IT businesses. " new survey by
the Information Technology "ssociation of "merica (IT"") shows that not only are IT workers
found mostly outside the IT industry but that the outlook and prospects for the two groups is
likely to be far different. In previous years characteri#ed by double digit growth and an$ious
investors betting on the ne$t new thing careers inside the IT industry appeared to be the way to
go%at least for those on the professional fast track. &uch has changed since '(() even as the
economy slowly recovers and the overall si#e of the IT workforce approaches its historic high
point of )(.* million. The employment footing outside the IT industry seems surer less turbulent.
+on!IT companies are more likely to hire according to plan far less likely to move jobs overseas
more apt to increase%not cut%compensation.
Whether non!IT companies offer IT workers long!term career advantages or just a temporary
,port in the storm- remains to be seen. IT companies are hard pressed by customers to field cost
effective solutions. The pressure on IT companies to cut costs is clearly reflected in this survey.
This survey is a continuation of the IT"" series of reports on the IT workforce. .ince )//0
IT"" has tracked employer demand for IT workers. In the run up to the year '((( IT talent was
scarce and demand e$ceeded supply. 1ecause of the talent crunch IT"" focused on the skills
most demanded by employers and the education and training alternatives for gaining those skills.
With job market conditions changing IT""2s survey has evolved to e$plore how trends like
offshore development may be changing the employment landscape.
This survey reports findings in nine areas3
4 Total IT workforce si#e
4 5uture demand for IT workers
4 6emand in specific job categories
4 7iring and layoff activity
4 .uccess at hiring to plan
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Organisational Study
4 .kills attainment
4 8ecruitment
4 9ffshore development
4 Compensation
#$%OR PL$YERS
I1& strive to lead in the invention development and manufacture of the industry:s most
advanced information technologies including computer systems software storage systems and
microelectronics.
&ttp'(()))"ib!"co!(ib!(us(
Computer "ssociates International Inc. (+;.<3 C") one of the world:s largest management
software companies delivers software and services across operations security storage life cycle
and service management to optimi#e the performance reliability and efficiency of enterprise IT
environments. Indeed our solutions touch many areas of everyday life from "T& transactions to
airport security to online sales customer service and medical information. &ttp'(()))"ca"co!(
"s the world:s third!largest independent software provider ."= delivers business solutions to
more than '>'(( customers in more than )'( countries around the world. We owe our success to
the e$perience and e$pertise of our employees and the ?uality and effectiveness of our solutions.
It:s no wonder the best!run businesses run ."=.
http://www.sap.com/company/index.epx
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Organisational Study
http3@@www. m icrosoft.co m @traincert @.
5ounded in )/0A &icrosoft is the worldwide leading software services and Internet
technologies for personal and business computing. The company offers a wide range of
products and services designed to empower people through great software B any time any
place and on any device.
The 9racle Corporation is the world:s largest enterprise software company. 5or more than 'A
years 9racle has worked on ways to help its customers manage critical information. The
company has built the only unbreakable database with )A international security
evaluations. 9racle was the first software company to move its business application
products to the Internet (www.oracle.co m).
.iebel offers 'C industry!specific applications and more than )(( industry!specific solution sets.
These pre!built solutions contain best practices and business processes to address the uni?ue
business needs and challenges of your industry.
.iebel industry solutions minimi#e customi#ation enable rapid deployment and significantly
reduce total cost of ownership. &ttp'(()))"sibl"co!(
Cisco .ystems is the worldwide leader in networking for the Internet. Cisco is committed
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to working with educational institutions around the globe to ensure that today:s students master
the necessary skills for success in the Internet economy. http3@@www.cisco.co m @edu .
6ice Inc. (+asda?3 6IC< http3@@about.dice.co m) is the leading provider of online recruiting
services for technology professionals. 6ice Inc. provides services to hire train and
retain technology professionals through dice.com the leading online technology!focused job
board.
The ITT Technical Institutes are leading providers of technology!oriented postsecondary degree
programs serving appro$imately C)((( students. The 0( campuses located across the
D... offer the information technology disciplines of Computer +etwork .ystems &ultimedia
.oftware "pplications and =rogramming and Web 6evelopment Technical =roject
&anagement for <lectronic Commerce is offered online (http3@@www.itt!tech.ed u).
.8" is a leading provider of information technology services and solutions ! including
strategic consultingE systems design development and integrationE and outsourcing and
operations management ! to clients in national security health care and public health and civil
government markets. (www.sra.co m).
TRENDS
Study Findings
The total IT workforce peaked in si#e in '(((. The economy shed A((((( IT jobs in '(()
caused largely by the stock market reverses and conse?uent investor flight the elimination of
many dot.com and telecom firms (and the high tech businesses supporting those firms) large!
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scale capital e$pense reductions the ;ear '((( ,overhang- of new systems and software
implemented to replace older date vulnerable assets and the recession.
The IT workforce appears to have bottomed out at the start of '((' with small but steady
?uarter to ?uarter gains since then (.ee 5igure )).
5igure )
*or+forc
)(.*
)(.C
)(.'
)(.)
)(
/./
/.>
/.0
1aseline '((' F' '((' FC '((' F* '((' F) '((C
The D... economy begins '((C with )(.C million IT workers up *.' percent from the start of
'((' (but less than one percent from last ?uarter). IT"" calculates workforce si#e by netting
out the total number of IT workers hired and dismissed in the survey period from its baseline
year measurement. Comparing ?uarter to ?uarter the economy added >G*(G IT workers in the
first three months of the year. While that is good news the net gain in jobs is actually smaller
than year!end '((' where employers hired /0))> more people than they released.
The picture presented by these numbers is a marketplace slowly reapportioning its human
resources (5igure '). Hains have been made not so much in response to companies adding new
workers but to a slow down in the rate at which workers have been let go.
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INDI$N IT INDUSTRY PROFILE
The Indian software Industry has grown from a mere D. I )A( million in )//)!/' to a
staggering D. I J.0 billion (including over I * billion worth of software e$port) in )///!
'(((. +o other Indian industry has performed so well against the global competition.
The annual growth rate of India2s software e$port has been consistently over A(J since
)//). "s per the projections made by the +ational "ssociation of .oftware and service
Companies (+"..C9&) for '(((!() ("pril ) '((( B &arch C) '(()) India2s software
e$port would be around I G.C billion in addition to I '.A billion in domestic sales.
Today India e$ports software and services to nearly /A countries around the world. The
share of +orth "merica (D. K Canada) in India2s software e$port is about G)J. In )///!
'((( more than a third of 5ortune A(( companies outsource their software re?uirements
to India.
+"..C9&2s survey during )///!'((( indicates a reversal in the mode of services
offered by India. In )//)!/' offshore services accounted AJ and on!site service /AJ of
the total e$ports. 7owever during )///!'((( offshore services contributed over *(J of
the total e$ports.
INDUSTRY INFR$,TURE
$NNU$L TURNO-ER NO" OF ,O#P$NIES
"bove 8s. )((( Cr. A
8s A(( B 8s )((( Cr. A
8s 'A( B 8s A(( Cr. )A
8s )(( B 8s 'A( Cr. '0
8s A( B 8s )(( Cr. AA
8s )( B 8s A( Cr. ''(
1elow 8s )( Cr. '*>C
T& N$SS,O# . #c/insy rport on India0s IT Industris
"ccording to +"..C9&!&ckinsey report annual revenue projections for India2s IT
Industries in '((> are D. I >0 billion and market openings are emerging across four
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broad sectors IT .ervices .oftware =roducts IT <nables .ervices and e!1usinesses thus
creating a number of opportunities for Indian Companies. In addition to the e$port
market all of these segments have domestic market components as well
9ther key findings of this report are3
• .oftware K .ervices will contribute over 0.AJ of overall H6= growth of India.
• IT e$port will account for CAJ of the total e$ports from India.
• =otentials for '.' million jobs in IT by '((>
• IT Industry will attract 56I of D. I *.A billion.
• &arket capitali#ation of IT shares will be around D. I ''A billion.
PRO%E,TED RE-ENUES . 1223
45 US Billion6
India
Basd
India
,ntric
Sub7Total
4Intrnational
6
Do!stic Total 8993
IT
Sr:ics 'C 0L C( >.A C>.A '.)
Soft)ar
Products > ' )( /.ALL )/.A (.G
IT7nabld
Sr:ics )A ' )0 ' )/ (.*
7Businss
* ) A A )( (.'
Total
A( )' G' 'A >0 C.C
<$ports of IA( billion in '((>
L Megacy@Client server <8= and =ackage work and Internet all have different proportions
of work outside India where revenue are not e$port revenues.
LL 8esale of imported products included.
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Pro!otion of IT . ;o:rn!nt Incnti:s'
With the formation of new ministry of IT Hovt. of India (H9I) has taken a major step
towards promoting the domestic industry and achieving the full potential of the Indian IT
entrepreneurs. Constraints have been comprehensively identified and steps taken to
overcome them and also to provide incentives.
Thus for e$ample venture capital has been the main source of finance for the software
industries around the globe. 7owever the majority of the software units in India are in
the small and medium enterprise sector and there is a critical shortage of venture capital
kind of support. In order to alleviate this situation and to promote the Indian IT industry
the H9I has set up a +ational Task 5orce on IT and .oftware 6evelopment to e$amine
the feasibility of strengthening the industry. The Task 5orce has already submitted it
recommendations which are under active consideration. +orms for the operations of
venture capital funds have also been liberali#ed to boost the industry. The H9I is also
actively providing fiscal incentives and liberali#ing norms for 56I and raising capital
abroad.
8ecently an It committee was set up by the &inistry of Information Technology H9I
comprising of non!residential Indians (+8I) professionals from the Dnited .tates to seek
e$pertise and advice and also to step up D... investments in India2s IT sector. The
committee is chaired by &inister of Information TechnologyH9I and the members
include .ecretary &inistry of Information Technology and a large number of important
Indian "merican IT entrepreneurs.
The group will3
• &onitor global IT development and refine Indian IT policy to meet global
re?uirements. .pecifically this will help angel investors venture creators and
incubation
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Organisational Study
• =romote the growth of human resource development in the IT sector with the aim
of creating ?uality!based education.
• =romote 8K6 in the sector by identifying thrust areas and drawing up a blueprint
for action.
India2s most pri#ed resource in today2s knowledge economy is its readily available
technical workforce. India has the second largest <nglish!speaking scientific
professionals in the world second only to D... It is estimated that India has over *
million technical workers over )>C' educational institutions and polytechnics which
train more than G00>A computer software professionals every year. Hovernment of India
is stepping up the number and ?uality of training facilities in the country to capitali#e on
this e$traordinary human resource. It is the knowledge industry that will help take the
Indian economy to a sustained higher rate of growth and the policy makers are full aware
of this.
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<ISTORY OF OR$,LE ,ORPOR$TION
Babasabpatilfrppt!ba"co! )(
Organisational Study
"lmost thirty years ago Marry <llison saw an opportunity other companies missed when
he came across a description of a working prototype for a relational database and
discovered that no company had committed to commerciali#ing the technology. <llison
and his co!founders 1ob &iner and <d 9ates reali#ed there was tremendous business
potential in the relational database model!!but they may not have reali#ed that they would
change the face of business computing forever.
Today 9racle (+".6"F3 98CM) is still at the head of the pack. 9racle technology can
be found in nearly every industry around the world and in the offices of /> of the 5ortune
)(( companies. 9racle is the first software company to develop and deploy )(( percent
internet!enabled enterprise software across its entire product line3 database business
applications and application development and decision support tools. 9racle is the
world:s leading supplier of software for information management and the world:s second
largest independent software company.
9racle has always been an innovative company. It was one of the first companies to make
its business applications available through the internet!!today that idea is pervasive. +ow
9racle is committed to making sure that all of its software is designed to work together!!
the suite approach!!and other companies analysts and the press are beginning to
acknowledge that 9racle is right. What:s in store for tomorrowN We will continue to
innovate and to lead the industry!!while always making sure that we:re focused on
solving the problems of the customers who rely on our software.
Ti! ,&ain
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-ISION ST$TE#ENT'
Principls of t& Infor!ation7Dri:n Entrpris
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"dhering to three principles has saved 9racle more than D.I) billion in operating costs
%so far. With these principles which are incorporated into the design of our software
we have coordinated and streamlined all our business processes worldwide
Simplify: .peed information delivery with integrated systems and a single database
Standardize: 8educe cost and maintenance cycles with open easily available
components.
Automate: Improve operational efficiency with technology and best practices
"t 9racle we believe that our customers get more from their information by using
9racle:s software and services and applying these principles. &any have already
improved their ability to use information and IT as strategic assets and are now able to
share data and processes measure results for continuous improvement align
stakeholders and communicate a single truth to all their constituents.
SU##$RY OF OR$,LE BUSINESS -$LUES
Certain core values are essential to 9racle2s business3
INTE;RITY' 9racle employees demonstrate honesty and sound ethical behavior in all
business transactions and personal integrity in all dealings with others.
#UTU$L RESPE,T' 9racle employees consistently treat individuals with respect and
dignity.
TE$#*OR/' 9racle employees work together as a team for the collective interests
9f 9racle.
,O##UNI,$TION' 9racle employees share information widely and effectively with
each other e$cept when confidentiality is re?uired.
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Organisational Study
INNO-$TION' 9racle employees seek innovative and creative approaches to problem
solving.
,USTO#ER S$TISF$,TION' 9racle employees consistently treat customer
satisfaction as a top priority.
=U$LITY' 9racle employees make e$cellence and ?uality a part of day!to!day work
processes and seek continuous improvement in all that they do.
F$IRNESS' 9racle employees are committed to dealing fairly with customers suppliers
and one another.
,O#PLI$N,E' 9racle employees comply with all laws and regulations that govern
9racle2s business.
BUSINESS ,ONDU,T' 9racle employees observe the standards that have been
established by 9racle and act ethically in their approach to business decisions.
Oracl in t& ,o!!unity #ission Stat!nt
9racle as a corporation and 9racle employees as individuals works actively to improve
the ?uality of life for people and address community needs. 1y preferring to solve
problems rather than managing their conse?uences we take action to effect positive
change in our communities.
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$bout Oracl Di:rsity
9racle:s diversity vision starts with cultivating an environment that is inclusive of all
employees. Individual differences present us with opportunities to e$amine business
issues from varying perspectives. Incorporating these different viewpoints gives us
greater agility and creativity.
To effectively compete on a global scale we believe it will take the strength of a unified
workforce fully engaged in meaningful work. Oaluing diversity !! by using effective
communication skills and demonstrating mutual respect !! is simply good business. "t
9racle we can make our diversity vision the way we do business every day world!wide.
9racle believes in a workforce comprised of ?ualified individuals with ample support
opportunities. To this end we promote our <?ual <mployment 9pportunity and diversity
recruitment programs and provide continuous training and mentoring to our employees.
,orporat ;o:rnanc at Oracl ,orporation
The 1oard of 9racle Corporation has throughout its history developed corporate
governance practices to fulfill its responsibility to 9racle Corporation stockholders.
"lthough recent events involving corporate accounting fraud has brought much attention
to corporate governance principles having good practices in place is not novel at 9racle.
The composition and activities of the Company:s 1oard of 6irectors the approach to
public disclosure and the availability of ethics and business conduct resources for
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Organisational Study
employees e$emplifies the Company:s commitment to good corporate governance
practices including compliance with new standards.
"s part of these practices the 1oard has adopted the following ,orporat ;o:rnanc
;uidlins to help ensure that it has the necessary authority and procedures in place to
oversee the work of management and to e$ercise independence in evaluating 9racle
Corporation:s business operations. These guidelines allow the 1oard to align the interests
of directors and management with those of 9racle Corporation:s stockholders. These
guidelines are subject to future refinement or changes as the 1oard may find necessary or
advisable for 9racle Corporation in order to achieve the above objectives.
9racle continually applies good corporate governance principles to multiple areas of the
Company. In addition to these guidelines 9racle has had a Code of <thics and 1usiness
Conduct since )//G which was recently modified in '((). The 1oard has also adopted
charters for each of the following standing 1oard Committees3 5inance and "udit
Committee Independent Committee Committee on Compensation and &anagement
6evelopment and +omination and Hovernance Committee.
Oracl E>cuti:s
Mawrence P. <llison has been 9racle:s Chief <$ecutive 9fficer and a director since he co!founded
the Company in Pune )/00. &r. <llison served as Chairman of the 1oard from &ay )//( until
9ctober )//'.
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Organisational Study
.afra ".Cat# has been a member of 9racle:s 1oard of 6irectors since 9ctober '(() serves on
9racle:s <$ecutive &anagement Committee and is responsible for global operations.
Hregory 1. &afei has been a member of 9racle:s 1oard of 6irectors since Pune )//A serves on
9racle:s <$ecutive &anagement Committee and is also an <$ecutive.
Charles <. =hillips Pr. has been a member of 9racle:s 1oard of 6irectors since Panuary '((*
serves on 9racle:s <$ecutive &anagement Committee and is responsible for field.
Oracl Board of Dirctors
• Dr" #ic&al %" Bos+in' =rofessor of <conomics at .tanford Dniversity
• %ffry Brg' Chairman and Chief <$ecutive 9fficer of International Creative
&anagement.
• %osp& ;rundfst' =rofessor of Maw and 1usiness at .tanford Maw .chool
• Donald L" Lucas' Oenture capitalist since )/G(
• %ac+ F" /!p' Co!director of <mpower "merica and former member of the D.
Congress.
• <ctor ;arcia7#olina' =rofessor of computer science engineering .tanford
Dniversity
• <" Ray!ond Bing&a!' <$ecutive Chairman of Cadence 6esign .ystems Inc.
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Organisational Study
T& Oracl in India story
T& Bginning
&ore than fifteen years ago before India became recogni#ed as the dynamic force in
information technology that is known to be today 9racle was one of the first
multinational software companies to set up operations in India. 1eginning with a
distributorship through Tata Consultancy .ervices in )/>0 the company established
direct operations with a liaison office in )//) and in )//C formed 9racle India =rivate
Mtd. a wholly!owned subsidiary of 9racle Corp. focused on the sales and marketing of
9racle software in India. In recognition of the significant pool of highly educated
software development engineers based in India 9racle opened its India 6evelopment
Center (I6C) in 1angalore in )//*. This early commitment to the country marked
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9racle:s vision for India as both a domestic market and a center for research and
development. The company became the first multinational company to establish core
software development operations in India to support its global product development
strategy and to address the needs of the local market. Initially the India 6evelopment
Center took on development work on a project basis for different development divisions
as determined by the company:s head?uarters in 8edwood .hores California. "s word
spread throughout the company of the India team:s record delivery time of development
projects that met the highest standards of ?uality the I6C was tasked with more strategic
projects and increasingly demanding re?uirements. Today 9racle has its India
6evelopment Centre located at 1angalore and 7yderabad and sales and marketing offices
across si$ Indian cities.
$ Turning Point
In )//G the India development team was challenged with taking on a strategic research
and development project. Dltimately the team:s success on the project would propel the
I6C into the development spotlight at 9racle. The India team was given three months to
develop the first version of what would become the basis of 9racle:s Internet computing
technology driving the shift to simplified low!cost computing machines which could
access information stored on larger professionally managed servers.
With no additional resources the I6C having been asked only to show version one of the
technologies delivered instead a second!generation version three months to the day from
the start of the project. Concurrently the team also met all deadlines and ?uality
standards for the other )G projects with which the I6C was tasked with at that time. The
world!class development abilities of the India development team were impressed upon
the highest levels of the company garnering praise and recognition from 9racle founder
and C<9 Marry <llison. This became a turning point for the India organi#ation
transforming the India 6evelopment Center into a growth engine integral to the future
and vision of the world:s largest enterprise software company. 5rom that point forward
the India 6evelopment Center was integrated into 9racle:s global software development
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organi#ation working on the latest technology for 9racle customers around the world. "t
the same time 9racle:s increasing success in the country established the company as the
dominant provider of database and enterprise software to the government and corporate
sectors in India.
Oracl India Facts&t
). 9racle has been operating in India for more than )A years.
'. 9racle is one of the largest multinational employers in India with over G0((
employees.
C. India is 9racle:s fifth!largest market in "sia in terms of revenue.
*. India accounts for 9racle:s largest research and development investment outside
the Dnited .tates.
A. India also hosts several of 9racle:s global divisions and services including global
consulting global support 9racle 9n!demand Internet sales and financial
accounting and analysis.
G. The entire 9racle product family ! 9racle 6atabase )(g 9racle "pplication
.erver )(g 9racle Collaboration .uite and 9racle <!1usiness .uite are available
in India. 9racle 6atabase )(g supports transactions and interfaces in )C major
Indian languages including "ssamese 1engali Hujarati 7indi Qannada
&alayalam &arathi 9riya =unjabi Telugu and Tamil.
0. 9racle is committed to the Indian market through its e$tensive network of more
than '(( channel and alliance partners in India under the 9racle =artner+etwork
including ifle$ Mtd. Infosys .atyam .onata Tata Consultancy .ervices and
Wipro.
>. 9racle currently has more than G((( technology customers and *(( applications
customers
/. India is home to more than ''(((( members of 9racle:s online developer
community 9racle Technology +etwork.
Oracl India #ilstons
893? 9racle Corp. begins operations in India through a distributorship with a local
partner.
8998 9racle establishes a liaison office to better serve customers.
899@ 9racle forms a wholly owned subsidiary focused on the sales and marketing of
9racle software in India.
899A 9racle opens the India 6evelopment Center (I6C) in 1angalore becoming one of
the first multinational software companies to set up a development center in India.
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899B I6C successfully delivers the first version of 9racle:s Internet computing
technology.
8993 9racle India establishes a second development center in 7yderabad dedicated to
developing enterprise business applications
1221 1usiness Today! 7ewitt survey recogni#ed 9racle as one of the best employers in
India.
122@ 9racle and 7= launch an R<!Hovernance Centre of <$cellenceR in Hurgaon to
support <!Hovernance initiatives by central state and local government bodies in India.
122@ 9racle India launches 9racle Collaboration .uite 9racle <!1usiness .uite .pecial
<dition and 9racle 6atabase .tandard <dition 9ne.
122A 9racle India grows to more than G0(( employees. 8ecogni#ed among the top 'A
best employers in the 7ewitt ! C+1C 1est <mployers "ward
ORN$;IC$TION STRU,TURE
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Babasabpatilfrppt!ba"co! ''
MANAGING DIRECTOR
PUBLI,
SER-I,E
6irector B =ublic
.rvice
FSI
Heneral &anager!
.ales
TEL,O
Heneral &anager!
.ales
#$NUF$,TURIN;
Heneral &anager!.ales
;ENER$L BUSINESS
Heneral &anager!.ales
$LLI$N,E D
,<$NNELS
6irector! "llc. K Channels
E BUSINESS
.r 6irector !
e1usiness
,, D R
6irector B CC K 8
OR$,LE DIRE,T
S$LES INTER$,TION
,ENTRE
Henaral &annager
PRE S$LES
S$LES ,ONSULTIN;
6eveloper .ales Consulting
&anager 9racle 6irect
,ONSULTIN;
6irector ! Consulting
EDU,$TION
6irector ! <ducation
SUPPORT SER-I,E
.r 6irector ! 9..
<U#$N
RESOUR,E
6irector B 78
FIN$N,E
"dmin.
#$R/ETIN;
6irector ! &arketing
LE;$L
Megal Councel K Co.
.ecretary
Organisational Study
Oracl India OrganiEation ,ultur'
9racle promotes a culture that can be best described by the following behaviour
• "chievement focused
• 7umanistic and valueing diversity
• Collaborative
• Innovative and fle$ible
• Taking responsibility
• "ccountability (doing what customer say customer2ll do)
• Working with on going change and ambiguity
• Committed to ongoing self learning
• Dnderpinning and embedded within these cultural trait are our core value of Trust
8espect Integrity Innovation Customer Centricity and Oalue Creating
9rgani#ation.
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9racle people management processes are designed to support and reinforce our values
and culture. 9racle2s .election Induction =erformance K 8ecognition processes
incorporates and reinforces its value and culture. Its professional and management
development programmes and tools support the ability to individualy lead and champion
our values and culture. "t an organi#ational level 9racle Corporation has a number of
programs in place to develop its culture and measure the e$tent to which 9racle
Corporation are ,living our values-.
Oracl India -alus and <u!an Rsourc
-alus at Oracl ,orporation
The reputation of an organi#ation can be its greatest asset or its greater liability. 9racle
Corporation2s reputation is largely determined by how it does business. 7ow 9racle
Corporation does its buseiness is a reflection of values inportant to them. 7aving shared
corporates values that act as a filter or provide a framework to guide employee in making
decisions. Dnderstanding 9racle Corporation2s corporates values will assist both
personally and professionally align employees with the corporate direction. <very
individual has his or her own personal values without having shared values (the
corporate filter) 9racle Corporation would be missing that overall framework to guide
our responses behaviour and decisions.
Met2s look at our individual values and e$plore each further3
• 8espect
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• Trust
• Customer Centricity
• Integrity
• Innovation
• Oalue Creating 9rgani#ation
• Training programs at 9racle Corporation.
<u!an Rsourc d:lop!nt is a part of the company2s overall business strategy and
links employee2s development with the company2s continous improvement efforts.
Training gives employees the skills to continue their learning and transfer of knowledge
or skills from one work situation to another.
9bjectives of training activities3
• To delelop knowledge and skills of employees
• To help employees perform productively and effectively in their current job
assignment
• To prepare employees for challenging work involving higher responsibility
"ll trainings will be based on need identified either during the annual performance
assessment or recommendation by the 5unctional 7ead @ &anager. Training could be for
technical professional or personal development of employees. <mployees may also be
nominated for employees and management development programs run by Corporate 78
at various locations in the world based on identified needs.
Oracl ,orporation offrs t& follo)ing training progra!s'
Intrnal Training
The company organises internal programs to address the needs of the employees.
Includes formal training and development programs vendor training or any other training
for the purpose of ac?uiring skills and knowledge. Oarious In!7ouse training will be
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available to suit the training needs of various lines of business. Information regarding in!
house course is usually dessiminated through the 7ead of 6eapartment and@or 7uman
8esource. <mployes who would like to attend the in!houseproduct training need to obtain
approval from their managers and the 7ead of the 6epartment.
O:rsas Training
<mployees may be nominated to attend training overseas with dues approval.
Public Sc&duld ,ourss
<mployees could attend the local short courses for some specific speciali#ed skills.
#andatory Training Progra!s
• 6ata =rivacy "wareness Training.
• Code of <thics K business Conduct Course
• 9racle Corporation "cceptable Dsage =olicy
EEO($$
9racle:s <?ual <mployment 9pportunity3 We believe in treating each employee and
applicant for employment fairly and with dignity. We base our employment decisions on
merit e$perience and potential without regard to race color national origin se$ marital
status age religion disability veteran status or se$ual orientation. 9ur <?ual
9pportunity policy is founded on the philosophy that our employees and applicants for
employment must be treated e?uitably. We do not discriminate based on personal
preference or physical characteristics and our e$perience confirms that supporting
policies and practices with a strong commitment to e?ual employment opportunity is a
good business practice.
Rco!!ndd Training
9racle offers a suite of training products to enhance the personal development of all
employees within a diverse work place. Tailored to meet the needs of our distributed
global organi#ation this program is presented through various media including
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facilitated workshops as well as multimedia self!study courses. 1ecause we view
diversity as a business reality diversity concepts and values are integrated into all
employee and management development training.
#ntoring
9racle actively supports the practice of mentorship. We see mentoring as a business tool
to grow and transfer skills and knowledge among employees. &entoring relationships
and programs range from formal and structured to informal information sharing and
networking.
Rcruiting
9racle has embarked on an aggrssi: rcruit!nt stratgy and conducts an average of
more than A( recruitment fairs per year. With the e$cellent pool of talented IT skills in
India 9racle prospective employees undergo a competitive evaluation process. The
company e$tends employment offers only to those candidates that meet rigorous ?uality
standards and have e$cellent ?ualifications skills aptitude and passion. 9racle received
applications from more than '((((( candidates over an average )>!month period.
.eeking the best the industry has to offer 9racle hires less than one percent of the
applicants. <nsuring a challenging and rewarding environment 9racle India offers an
unparalleled opportunity to define the ne$t wave of technology and business innovation.
+ew recruits are inducted into 9racle India with comprehensive technical and soft skills
training including team building and managerial effectiveness. Committed to employee
development 9racle India makes every effort to make employees successful through a
range of innovative programs including professional development internal focus groups
work!life balance initiatives and employee focused health programs. Through these
initiatives and a continuing focus on the latest technology and learning attrition rates are
less than half the industry average.
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9racle 6iversity identifies job fairs recruiting events community and professional
organi#ations which target women minorities people with disabilities and other under!
represented groups to recruit ?ualified applicants nation!wide.
E!ploy!nt Rlations&ip
9racle makes no e$press or implied commitment that your employment will have a
minimum or fi$ed term that 9racle may take adverse employment action only for cause
or that your employment is terminable only for cause. <ither you or 9racle may terminate
the employment relationship at any time for any reason. "dditionally 9racle may take
any other employment action at any time for any reason. +o one at 9racle may make
unless specifically authori#ed in writing by the 1oard of 6irectors any promise e$press
or implied that employment is for any fi$ed term or that cause is re?uired for the
termination of or change in the employment relationship.
Steps to hiring a candidate:
Rgular E!ploy
• =ost your open position internally on 9racle i8ecruitment. The position must be
posted internally for )* days before an offer can be generated.
• To hire a candidate from an e$ternal recruiting firm you must submit a re?uisition
to pay for the placement fees.
• Interview consistently and fairly by asking similar ?uestions of each applicant
• Candidates should fill out the 9ffer Metter 8e?uest via the Web 9ffer Metter
Henerator under Candidate 9ffers in .elf .ervice "pplications.
• " 1ackground check will be initiated at this time. 1ackground checks are
re?uired for all new and rehired employees unless they have a completed
favorable background check with 9racle within the previous )' months or have a
valid Hovernment Issued .ecurity Clearance issued within the previous two years.
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• 78 will generate an offer letter once 78 9ffers receives all of the following3
completely approved offer re?uest valid jobpost number (in offer re?uest) and
complete applicant tracking paperwork
• 9nce the offer letter is sent to the candidate you will receive an S9ffer .ent2
notification via email.
• If your candidate accepts go to your +otifications in .elf .ervice "pplications
and select the R"cceptR decision button to complete the workflow. The new hires
can start employment with 9racle. 7iring managers should respond to the R+ew
7ire .tart 6ateR email sent by the 78..C =lease respond with his@her official
9racle start date so that we may complete the hiring process.
• If your candidate declines go to your +otifications in .elf .ervice "pplications
and select the Sdecline2 decision button to complete the workflow.
Oracl T!porary
• .ubmit "pplicant Tracking paperwork3 an "pplicant Tracking 5orm and
resume(s) to your 78 8epresentative.
• 9btain appropriate approvals through the Workflow.
• 9nce the final approvals reach 78955<8. a Temporary 7ire =acket will be sent
to the hiring manager for their temporary employee. The hiring manager is
responsible for making sure the packet is filled out and returned to 9racle 78
• If your candidate accepts 78 9perations will enter your 9racle Temporary into
the database assign an employee id number and generate an 9racle "lert.
Intrnal Transfr
• #ini!u! Ti! In Position ;uidlins
Rol #ini!u! Ti! in Position
Individual Contributor K
&anagement
)' months
India '* monthsL
• *India has a 24-month requirement until further notice.
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• It is the hiring manager:s responsibility to discuss the following areas with the
releasing manager before completing the RTransfer@Internal Pob 9fferR form in
9racle .elf .ervice 783
o <mployee:s performance
o <ffective 6ate of Transfer
o Transfer =rocess 6etails
Transferring employees may not begin work in their new positions until the
transfers have been fully approved. The manager is to release the employee within
thirty days from the initiation of the RTransfer@Internal Pob 9fferR form.
Intrnational Transfrs
• "n international transfer is a RpermanentR transfer to an 9racle entity outside of
the employees2 home country. =lease log into .elf .ervice "pplications click on
Candidate 9ffers and complete the template. 1efore an International Transfer is
complete all re?uired approvals must be obtained.
BUSINESS ,ONDU,TS
• ;nral ;uidlins
9racle sets moral standards and upholds ethical business practices.
• Et&ical Standards
"t 9racle Corporation one must understand and conform to law to custom if within the
law and to human values. 9racle:s values of integrity mutual respect teamwork
communication and innovation are the overriding principles that guide us in our business
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conduct. 1ecause one2s behavior on the job and in conduct of 9racle business is a direct
reflection on the company one should avoid or correct any situation in which your
actions might adversely affect publicly embarrass or discredit 9racle.
• Insidr Trading
<$ecutive 9fficers of the Company continue to be prohibited from engaging in any
speculative transactions such as short sales puts calls straddles or similar transactions.
• E>tnding( Rci:ing Businss ,outsis
9racle recogni#es that accepted business practice and common courtesy sometimes
re?uire you to e$tend entertainment favors and small gifts to prospects and customers.
• E>port ,oplianc
5ederal controls regulate e$ports of products and technical data from the D... and the re!
e$port of these items from one foreign destination to another. 9racle products are subject
to these controls.
• Protcting ,onfdntial Infor!ation
1esides its people 9racle:s most important assets are its intellectual property3 copyrights
patents trademarks and trade secrets. When you joined 9racle you signed a =roprietary
Information "greement obligating you to safeguard company and customer confidential
information and trade secrets. The agreement precludes you from directly or indirectly
using or disclosing e$cept as necessary in the ordinary course of business confidential
information obtained during the course of your employment. These obligations continue
throughout your employment and after you leave.
• ,onflict of Intrst
" conflict of interest describes any circumstances that could cast doubt on your ability to
act with total objectivity regarding 9racle:s interests. ;ou should avoid financial
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Organisational Study
business or other relationships which might oppose 9racle:s interests or might conflict
with the performance of your duties.
• E>pnss Rporting and $ccounting
9racle adheres to the highest standards of financial reporting and disclosure and we
e$pect the same of you. "ll information and reports you submit!such as timesheets
vacation reports product order or shipment reports e$pense reports purchase
re?uisitions!should be accurate to the best of your knowledge. 5alse misleading or
dishonest reporting inside or outside the company is strictly prohibited.
• Rcords Rtntion Policy
The 9racle 8ecords 8etention =olicy and .chedule sets forth the guidelines governing
your retention and disposal of 9racle records. This policy and schedule is intended to
ensure that 9racle maintains company records in accordance with applicable legal
regulatory and business re?uirements. ;ou are responsible for understanding and
complying with the 8ecords 8etention =olicy and .chedule which is located on Megal:s
webpage.
• Tra:l and Entrtain!nt
9racle Travel (managed by Carlson Wagonlit Travel) provides 9racle employees with
complete business travel services including agent!assisted reservations and e!Travel
support and fulfillment.
*OR/ EN-IRON#ENT
• *or+plac Scurity
9racle cares about your safety. We maintain security services at most of our facilities and
limit vendor and visitor access within the company. .ecurity personnel can assist you in
most emergency situations report incidents and resolve lost!and!found issues.
• *or+plac Safty
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9racle supports an active health and safety program. We e$pect you to support these
efforts by reporting any unsafe conditions or practices helping to minimi#e ha#ards and
accidental injuries and responding to directives and procedures in an emergency.
• No S!o+ing
The use of tobacco products in the workplace is prohibited at all facilities. <mployees
may smoke in designated outdoor areas only.
• Substanc $bus
9racle is concerned about situations where the use of alcohol or drugs interferes with an
employee:s health or performance adversely affects the health safety or performance of
others or becomes detrimental to 9racle:s business.
• Fl>ibl *or+ &ours
<ach of us runs on a different internal clock. 5le$ible work hours enable you to work
when you are at your best when you can produce your highest ?uality and ?uantity of
work. This fle$ibility available to most full!time employees allows you to efficiently
schedule personal business commute time and volunteer commitments around your
work responsibilities. ;our manager must review and approve any fle$ible work!hours
arrangement you propose.
• Tlco!!uting
9racle supports telecommuting on a part! or full!time basis with your manager:s
approval. ;our ability to telecommute depends on the nature of your job and whether
telecommuting promotes departmental goals as determined by your manager.
Telecommuting may be a temporary or long!term work option or used for a specified
time to accommodate a special project.
• Transportation Progra!
;ou can take advantage of vanpool and carpool options daily shuttles that operate
between 9racle buildings and CalTrain stations transit ticket sales and bike lockers. We
also offer Transportation 7otline and supply transportation information in the lobby
kiosks.
• Oracl in t& ,o!!unity
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9racle believes in upholding its responsibility to the communities and environments in
which we work. "s part of this responsibility 9racle sponsors programs that allow
employees and the company to contribute time and resources to a variety of social
interests.
BENEFITS
• OR$,LEFl>
9racle offers a comprehensive benefits plan called 9racleflex that enables eligible
employees to choose the benefits and coverage levels that best meet their needs and those
of their eligible dependents.
• E!ploy Stoc+ Purc&as Plan
9racle:s <mployee .tock =urchase =lan lets you purchase 9racle common stock at a
discounted market price. 1y enrolling in the plan prior to any offering period you may
contribute up to )(J of your cash compensation (salary bonus and commission) through
payroll deductions.
• E!ploy $ssistnc Progra!
<"= services may help with stress depression and difficulties with children divorce
alcohol abuse drugs job worries marital financial or legal problems.
• Lif Solution Progra!
" free employee benefit designed to help you balance your work family and personal
responsibilities. The Mife.olutions =rogram is an easy way for you to receive practical
advice useful materials and referrals including3
o Information on a variety of topics such as becoming a parent
understanding the process of adoption caring for elderly relatives or
relatives with disabilities managing your time effectively or creating a
living willE
o Customi#ed referrals to confirmed openings at child and elder care
programsE
o =ersonali#ed reports about public and private schools colleges and
financial aidE and
o =ractical advice on a variety of topics.
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• *or+rs ,o!pnsation
This insurance is provided to protect you if you are injured or become ill and the injury or
illness arises out of and in the course of your employment. Workers: Compensation
insurance provides benefits including medical care and wage!loss reimbursement which
is paid by 9racle.
• -acations
<mployees working at least CA hours per week accrue )C days of vacation a year (which
calculates to appro$imately *.CC hours per pay period) for your first three years of
employment and )> days a year (G hours per pay period) after three years.
• <olidays
9racle offers seven paid holidays a year. They are3
• +ew ;ear:s 6ay
• &emorial 6ay
• Independence 6ay
• Mabor 6ay
• Thanksgiving (' days)
• Christmas
,O#PENS$TIONS
• Pay Sc&dul
9racle pays you semi!monthly on the )Ath and the last business day of the month.
"pplicable deductions including federal state and local income and payroll ta$
withholdings are taken out of each payment. If your employment terminates you are paid
through the last day you work.
• Ti!s&t
"ll +on!e$empt employees are re?uired to record all hours including starting and ending
work time and meal periods in order to be properly compensated. They also must report
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Organisational Study
all e$ception time including overtime (if any) vacation taken jury duty pay military
pay and shift premiums each week.
• O:rti!
"n employee works in a none$empt positionE he or she is eligible for overtime pay. The
employee:s manager must authori#e overtime work in advance.
• Focal Salary R:i)
This process facilitates compensation budgeting accurate competitive analysis and
timely review of all employees. .alary increases are based on your productivity and
contributions company performance market comparisons with competitor companies
and other factors 9racle may wish to consider at its sole discretion.
• Prfor!anc Bonus Progra!
Twice a year in Pune and 6ecember 9racle management reviews all eligible employees:
performance for possible cash bonus rewards. 1onuses are not considered entitlements.
1onuses are discretionary. They are included as earnings in your paycheck.
• Patnt $)ard
o 9racle maintains an active =atent "ward =rogram. 8eport potentially
patentable developments to =atent 9perations in the Megal 6epartment for
evaluation as soon as practical. Information on patents and the patent
program can be found at http3@@legal.us.oracle.com.
• E!ploy Rfrral Progra!
9racle:s 8eferral 1onus program pays the following amounts to those who refer people
who are hired for work at 9racle3
Salary $!ount for n) &ir $!ount of Rfrral Bonus
I(!IC//// IA((
I*(((( and up I)(((
The referral bonus amount may be different if the new hire:s division is running a special
referral bonus program.
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E#PLOY#ENT POLI,IES
• E!ploy!nt Eligibility
"s a new employee you must submit a completed verified 5orm I!/ within three
working days of your starting date or you cannot continue to work. "ny 9racle &anager
or 7uman 8esources employee may review your identity and work eligibility documents
and sign your form
• E!ploy!nt ,atagoris
&ost positions at 9racle re?uire full time commitment. .ome jobs however are better
suited for part time or temporary employment.
• Opn ,o!!unication
To enhance open honest and regular communication we encourage one!on!one
meetings between you and your manager. These meetings are an opportunity for mutual
learning and information e$change and they provide a chance to e$plore ideas and
issues. 5eel free to discuss candidly complaints and concerns with your manager to
prevent or ?uickly resolve them.
• EFual E!ploy!nt Opportunitis
We believe in treating each employee and applicant for employment fairly and with
dignity. We base our employment decisions on merit e$perience and potential without
regard to race color national origin se$ gender marital status age religion disability
or se$ual orientation.
• <arass!nt
9racle is committed to providing a work environment that is free of discrimination.
9racle does not tolerate harassment of any kind including harassment based on se$
gender race color religion age mental or physical disability national origin marital
status veteran status se$ual orientation or any other characteristic protected under
federal or state law or local ordinance. Dnlawful harassment may take many forms
including verbal visual or physical conduct that creates an offensive hostile or
intimidating work environment.
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• Prsonal Rlation In *or+ Plac
=ersonal relationships between employees although not encouraged are acceptable as
long as the employees maintain workplace conduct consistent with effective and efficient
work performance. =ersonal relationships in the workplace should be mutually
consensual and should not affect 9racle:s business in any way
• Non7Oracl E!ploy!nt
We strongly discourage you from seeking additional employment outside of 9racle.
1efore accepting outside employment review the =roprietary Information "greement
you signed when you joined the company.
• Prsonal Infor!ation
;our personnel file contains personal and job!related information about you. We use this
information for internal purposes only. We will not release it e$cept as re?uired by law
to any e$ternal person or agency without your written permission.
• Intrnational Transfrs and $ssign!nts
International assignments are Company initiated and may be short or long term
e$tending from three months to three years with a possible e$tension to four years. "ll
international assignments re?uire the appropriate senior management approvals.
• Rlocation
9racle pays for certain relocation e$penses if they are included as part of your written
employment offer. 8elocation benefits are generally specified in the offer letter or
transfer approval. "ll relocation reimbursement are subject to current I8. eligibility
guidelines. ;ou should consult your ta$ advisor about the potential ta$ implications of
your move.
Babasabpatilfrppt!ba"co! C>
Organisational Study
#$R/ETIN; D FIN$N,I$L
STR$TE;IES
Oracl ,orporation #ar+ting Stratgy for S#Bs
Babasabpatilfrppt!ba"co! C/
Organisational Study
The biggest challenge for 9racle Corporation is to tap the .&1 segment where there
seems to be an enormous growth potential and the segment not being tapped well by the
major players. 9racle has formed strategies for entering this segment and the same can be
discussed as below3
Oracl into S#B Sg!nt
<!1usiness .uite .pecial <dition of the 9racle Corporation will be a channelonly
product. The vendor being applications!focused company and key element of its .&1
applications market on its ability to mobili#e the channel. The company2s commitment to
.&1 partners rests on the foundation built over the past few years.
,&allngs'
• The development of a more comprehensive partner road map that defines
rewards and commitments at each level of the partner program specific to this
initiative.
• Hreater emphasis on mentoring new partners in the sales consulting and
implementation processes via training and the creation of close working links
between new partners and its consulting group.
N) S#B $pplication Stratgy
9racle has made significant structural and procedural shifts in its partnering strategy and
channel field practices that include broader partner access to 9racle2s product line and
higher levels of accountability for field e$ecution. 9racle is making commitments to
partners in the success of specific partner initiatives meaningful to the company2s
strategic direction. That2s what makes the co!pany0s E7Businss Suit Spcial Edition
c&annl stratgy so important.
<o) Dos It *or+G
When defining channel versus direct sales territory most application vendors use a
Babasabpatilfrppt!ba"co! *(
Organisational Study
Rhard deckR defining channel territory as the ability to sell to any company below a
preset annual revenue threshold (e.g. ."= defines the territory for small business
partners as any company having less than I0A million in annual revenue).
The bases of this initiative are3
• =artners have e$clusive access to the <!1usiness .uite .pecial <dition
implementation tools and supporting collateral. 6irect sales reps cannot sell the
product and must work with partners to sell and implement the product.
• =artners have e$clusive access to customers with less than I0A million in annual
revenue (considered one of the target audiences for the offer). If partners find an
opportunity with a customer above that revenue threshold they can either attempt
to position@sell the .pecial <dition version with an 9racle field sales rep or
provide the lead to an 9racle rep to position the full product (the more likely
scenario). In providing the lead to 9racle the partner ?ualifies for a referral fee
and can position it to fulfill the related services.
• =artners are provided access to 9racle "ccelerators (9"s) a set of
implementation best practices built around specific business processes that
partners can use to speed deployment.
Bnfits for Partnrs'
). 1enefit from having access to an open market with no competing partners or
interference from the 9racle direct sales force in accounts under I0A million.
'. <ach partner is assigned a dedicated account manager that is tasked with and
compensated for helping partners close deals.
C. The brand and tools to help partners enter new markets and win more clients
specifically smaller ones that would not have previously been prospects for <!
1usiness .uite .pecial <dition.
*. "llows a partner to reduce traditional implementation processes to a level that
supports .&1 customer e$pectations around time and cost.
Babasabpatilfrppt!ba"co! *)
Organisational Study
A. "llow partners to refocus resources on winning new accounts and e$panding
customer footprints through upselling and cross!selling additional .pecial <dition
modules.
G. .maller customers make decisions fastE still smaller accounts are unaccustomed to
the more formali#ed sales and implementation approach of multifunctional
businesswide applications. =artners will point out that these customers don2t have
the same rigor as larger ones in evaluating and implementing software to their
specific needs.
0. The partner must educate the customer at each stage with strong project
management skills.
9racle is also making its "pplication 6emonstration .ervices ("6.) available to partners
for support in running demos out of its 8edwood .hores facility. This is something
partners have been after for years and will allow them to perform a wider array of demos
more ?uickly in order to improve close cycles.
S#B #ar+t Sg!ntation' 9racle has segmented the .&1 market into three tiers3 the
lower tier (companies with less than I)((& in annual revenue) mid!tier (companies
from I)()& to IA((& in annual revenue) and upper tier (companies with more than
IA((& in revenue). The .&1 products sold to each of these .egments are as follows3
• 9racle E-Business Suite Special Edition will be available to the low end through
the growing .pecial <dition =artner Channel.
• 9racle2s newly ac?uired EnterpriseOne product will be available to companies in
the low and mid!tiers through the former P.6. <dwards =artner Channel.
• 9racle E-Business Suite will be available to companies in the mid! and upper tiers
through the 9racle direct sales force.
Babasabpatilfrppt!ba"co! *'
Organisational Study
,onclusion' .&1s should certainly consider 9racle when they are looking for new
applications. The products and associated tools and services are very competitive on
functionality and price but the marketing and channels are still a work in progress.
In the field 9racle is likely to struggle with selling supporting and positioning
overlapping products. This is never easy and 9racle2s salesforce and field management
have grown accustomed to direct selling a single product line. Choosing which product
and which channel are best for a particular opportunity and then e$plaining it to the
prospect can be difficult.9racle marketing has a major hurdle. In order to help grow the
.&1 and midmarket business it has to address the following issues3
• The perception that 9racle2s applications and technology are designed for very
large enterprises
• The lack of market visibility of its .&1 products and channels
• The confusion associated with positioning multiple product lines and channels in
overlapping si#e and vertical segments
E7#ar+ting
<nterprises are recogni#ing e!marketing:s role in their businesses and they are looking
for solutions that will integrate online marketing with other marketing activities instead
of approaching the Internet as a RsiloedR business segment. There:s a greater emphasis on
addressing e!marketing as part of an integrated marketing solution and less focus on e!
marketing!related functionality % for e$ample affiliate marketing and online
advertisement management % which is more!fre?uently addressed by function!specific
point solutions. Therefore several vendors that are not traditionally considered e!
marketing players but have their e!channel functionality transparently woven into their
multichannel marketing solutions.
With .iebel .ystems and 9racle well!positioned to enter this ?uadrant in the ne$t )'
months. &arket leadership re?uires not only the ability to e$ecute but also a compelling
vision that drives the market supports customer demand for competitive differentiation
and forces other vendors to seek to match what leaders are doing.
FIN$N,I$L SU##$RY
Babasabpatilfrppt!ba"co! *C
Organisational Study
9racle has consolidated its financial systems into a single instance supported by four
shared service centers initially as part of a much!publici#ed cost!reduction drive. "s a
result of this project 9racle also improved corporate governance by standardi#ing its
financial processes.
9racle:s transition from A' separate financial systems to a single global instance
supported by shared service centers has been a challenging and at times painful project
due to the magnitude of the change to established systems and processes. Cost savings
have been reali#ed and the intangible benefits have also been significant. ). "dditionally
9racle:s C<9 was focused on the single!instance strategy and the optimal use of the
9racle <!1usiness .uite. 9ther organi#ations without these advantages may face
additional challenges to achieve the same benefits as 9racle when consolidating their
financial systems.
ObHcti:
9racle initiated a project in )//> to rationali#e its application infrastructure. " key part of
this program was to consolidate the financial systems into a single instance of 9racle
"pplications ))i with a global chart of accounts implement standardi#ed financial
management processes and centrali#e financial functions into shared service centers. In
this project 9racle hoped to reali#e significant economies of scale by reducing
infrastructure and staff costs while at the same time improving control of financial
processes reducing close times and improving data integrity. This would also give senior
e$ecutives better visibility into business performance.
$pproac&
9racle:s approach to consolidating its financial management systems and processes had
three main elements.
8" Dsign and i!pl!nt a global c&art of accounts in a singl instanc of t&
Oracl E7Businss Suit"
1" StandardiEation of all financial !anag!nt procsss"
Babasabpatilfrppt!ba"co! **
Organisational Study
@" D:lop!nt of s&ard sr:ic cntrs to cntraliE transaction procssing"
Rsults
9racle identified a possible staff reduction of 'A percent and a potential C( percent
reduction in costs in the financial function. The increased emphasis on value!added
services governance and compliance means that 9racle has achieved a substantial part of
its target but not the full goal of C( percent cost reduction in finance.
In addition to the tangible cost savings 9racle reali#ed many intangible benefits
including3
• Hlobal visibility into financial information giving managers a clearer
understanding of their performance and reducing their demands for information
from the finance function.
• 6ata ?uality and consistency has significantly improved through the combination
of a single instance and self!service applications (for e$ample employees enter all
their e$penses online and consultants enter their time sheets via the Internet).
• The definition and implementation of standardi#ed financial processes meant that
audit costs were reduced and operating reviews were conducted more effectively
making operating reviews and audits easier
• 9racle increased the value provided by the finance function. 9nce the shared
service centers were live 9racle reali#ed there was an opportunity to create
value!added services in certain process areas. 5or e$ample staffing in the general
ledger area has actually increased because 9racle added more ?ualified staff to
focus on higher!value activities such as balance sheet management (this includes
proactively managing cash flow and treasury positions.
Balanc S&t for Oracl ,orporation for t& last @ yars
FIN$N,I$L SU##$RY 1221 122@ 122A
Babasabpatilfrppt!ba"co! *A
Organisational Study
USD in
t&ousands
USD in
t&ousands
USD in
t&ousands
+et .ales /G0C((( /*0A((( )()AG(((
<1IT6" C>>A((( C0G0((( *)(C(((
<1IT CA(G((( C*'C((( C>G/(((
+et =rofit '''*((( 'C(0((( 'G>)(((
Intangibles **G((( C*A(((
Mong Term Invest. *(G((( 'CC((( G((((
5i$ed "ssets />0((( )(G'((( )(G>(((
Current Miabilities C/G(((( *)A>((( *'0'(((
Mong Term 6ebt '/>((( )0A((( )GC(((
Total .hareholder <? G))0((( GC'(((( 0//A(((
Cash C(/A((( *0C0((( *)C>(((
/EY R$TIOS 1221 122@ 122A
+et =rofit &argin ''.// '*.CA 'G.*(
89< CA.>/
Cur. 8atio '.'((( '.''(( '.GA((
6ebt@Capital (.(C(( (.(C(( (.()((
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Organisational Study
PRODU,TS
$ND
SER-I,ES
Oracl ,orporation Products and Sr:ics
8" OR$,LE D$T$B$SE
1" OR$,LE $PPLI,$TIONS
@" ENTERPRISE #$N$;E#ENT
A" #IDDLE*$RE
Oracl Databas
Babasabpatilfrppt!ba"co! *0
Organisational Study
With 9racle 6atabase )(g the first relational database designed for Hrid Computing
your information is always available and secure. 9racle 6atabase )(g lowers the cost of
ownership through automated management while providing the highest possible ?uality
of service. "nd with 8elease ' 9racle builds on 8elease ):s foundation to further
improve efficiencies and reduce the cost of information management. 9racle is the best
choice for large enterprises small and midsi#e businesses and departments alike.
<nterprise <dition
9racle 6atabase <nterprise <dition offers industry!leading scalability and reliability in
clustered as well as single!system configurations. It provides comprehensive features for
online transaction processing (9MT=) and business intelligence and delivers the lowest
total cost of ownership.
.tandard <dition
9racle 6atabase )(g .tandard <dition is a full!featured database for small to midsi#e
businesses and departments that re?uire performance availability and security in a low!
cost package. "vailable on single or clustered servers (up to four processors in total)
9racle 6atabase )(g .tandard <dition offers fast installation simple configuration and
automated management.
.tandard <dition 9ne
9racle 6atabase .tandard <dition 9ne is a full!featured database packaged for small to
midsi#e businesses and departments. "s part of the complete 9racle 6atabase family
9racle 6atabase .tandard <dition 9ne offers full compatibility and scalability to tackle
your biggest challenges and is available for only D.I)*/ per user (minimum five users).
Mite <dition
Babasabpatilfrppt!ba"co! *>
Organisational Study
9racle 6atabase Mite is a complete integrated secure database for building deploying
and managing mobile applications for a broad range of mobile devices.
8eal "pplication Clusters
9racle 8eal "pplication Clusters (9racle 8"C) an 9racle 6atabase option product can
run packaged or custom applications unchanged in a cluster of low!cost servers.
Oracl $pplications
9racle2s business is information % how to manage it use it share it protect it. 9racle
applications deliver the information foundation and complete functionality you need to
grow your information!driven business. 9racle applications enable information!driven
business processes that connect and automate your organi#ation
,orporat Prfor!anc #anag!nt Solutions
9racle2s Corporate =erformance &anagement and applications enable organi#ations to
achieve world!class performance by aligning the right information and resources to
strategic objectives. 9racle2s integrated solutions provide a complete understanding of
the business and communicate business metrics throughout the organi#ation to drive
accountability for performance at all levels. 1uilt!in business intelligence delivers
personali#ed relevant information that allows business leaders to evaluate risk and make
adjustments to minimi#e risk.
,usto!r Rlations&ip #anag!nt Solutions
9racle offers three best!in!class C8& solutions that are specific to your businesses:
individual re?uirements. 8egardless of your industry focus your si#e of business or your
individual selling model 9racle has just the solution you need for leveraging and using
enterprise information for maintaining focused and profitable customer relationships.
Oracl Financial #anag!nt Solutions
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Organisational Study
9racle 5inancial &anagement applications empower finance organi#ations to drive
enterprise value with better information for targeting growth and a platform for
sustainable compliance. 9racle 5inancial &anagement provides3
-isibility
Improve transparency of business financial and compliance performance. 6rive business
performance and enable better management decisions through more accurate forecasts
visibility into relevant and timely management information and a closed!loop plan!to!
measure process.
,ontrol
.trengthen financial discipline and governance best practices. Confidently and efficiently
comply with company and regulatory policies using control!based business and
compliance applications.
Efficincy
Improve business processes sustain compliance and reduce costs. 8educe comple$ity
risk and costs by consolidating information and streamlining and standardi#ing global
processes.
Oracl <u!an ,apital #anag!nt Solutions
"chieving workforce e$cellence re?uires 78 to transform from a predominantly
administrative department to a function that develops and delivers programs to improve
worker efficiency effectiveness and productivity. 78 transformation re?uires adoption
of a comprehensive 7uman Capital &anagement (7C&) strategy to drive programs
development process redesign and technology implementations. 9racle 7C& .olutions
enable effective 7C& strategy e$ecution to align the workforce with strategic objectives
and achieve workforce e$cellence.
Oracl Procur!nt Solutions
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Organisational Study
9racle offers integrated suites of procurement applications that can dramatically cut all
supply management costs. 9racle applications enable organi#ations to reduce spend on
all categories of goods and services streamline procurement processes and enforce
policy compliance.
Oracl ProHct #anag!nt Solutions
9racle applications for enterprise =roject &anagement enable project!centric
organi#ations and departments to establish core operational processes that support full
project lifecycle management%across operations and finance%from project selection
planning and staffing through e$ecution charging and analysis. 9racle provides a
single accurate view of all project!related activities so you can choose and prioriti#e the
right projects assign the right resources proactively streamline e$ecution and track
profitability via accurate budgeting forecasting and billings@chargebacks.
Oracl Supply ,&ain #anag!nt Solutions
8egardless of your industry focus!high technology automotive aerospace and defense
life sciences etc.!your type of business or your individual supply chain model 9racle
has just the right supply chain management solution for you
Oracl Entrpris #anagr
9racle <nterprise &anager with 9racle Hrid Control provides a single integrated
interface for administering and monitoring applications and systems based on the 9racle
technology stack. <nterprise &anager includes complete monitoring performance
management distributed database and application server administration enhanced
diagnostics automated tuning and an architecture that allows administrators to manage
from anywhere.
#IDDLE*$RE
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Organisational Study
9racle 5usion &iddleware is a family of standards!based customer!proven products
including 9racle "pplication .erver and related tools and options 9racle Collaboration
.uite and 9racle 6ata 7ubs. 9racle 5usion &iddleware enables organi#ations to get
more out of their e$isting investments and more out of middleware%delivering the
broadest and most tightly integrated infrastructure software offering available.
Oracl Fusion #iddl)ar Fa!ily
"pplication .erver ("ll <ditions) 6eveloper .uite P6eveloper
1=<M =rocess &anager 5iles =ortal
1usiness Intelligence 5orms and 8eports TopMink
Collaboration .uite Identity &anagement
6ata 7ubs Integration
Oracle Application Server
9racle "pplication .erver )(g offers a comprehensive solution for developing
integrating and deploying your enterprise:s applications portals and Web sites all based
on a powerful and scalable P'<< server complete business integration and business
intelligence suites and best!of!breed portal software. "s the only platform designed for
grid computing and providing full .ervice!9riented "rchitecture (.9") lifecycle support
9racle "pplication .erver gives you unmatched scalability availability manageability
and security.
Oracl Intgration
9racle Integration provides everything you need to integrate data enterprise applications
and business processes within your organi#ation and with trading partners. 1uilt on
9racle:s grid infrastructure it delivers enterprise!strength performance scalability and
manageability. "nd with tight integration with the 9racle <!1usiness .uite it is the best
product for integrating 9racle applications with third party applications 1'1 protocols
and Web services.
Oracl Sr:ics
Babasabpatilfrppt!ba"co! A'
Organisational Study
;lobaliEation" Si!plification" StandardiEation" $uto!ation" Inno:ation. These five
principles underlie everything we do at 9racle.
9racle .ervices help you get the most from your technology investment. Working with
you every step of the way 9racle provides a variety of services that span the complete
solution life cycle. Whether you need consulting financing outsourcing support or
education you can get it from the e$perts who know 9racle best.
Oracl ,onsulting
9racle Consulting builds creative solutions for modern businesses. 6rawing on industry
best practices and speciali#ed software e$pertise 9racle consultants help you assess your
current infrastructure create your enterprise computing strategy and deploy new
technology.
Oracl Uni:rsity
Mearn 9racle from 9racle. 9racle Dniversity delivers the e$pert!led training to benefit all
our 9racle communities through their 9racle relationship.
Oracl on D!and
9racle on 6emand delivers 9racle software as a service to 9racle customers around the
world. ;our 9racle software is managed by 9racle e$perts%at 9racle at your location
or at a third party%to improve the performance reliability scalability and security of
your information. Increase the efficiency of your business processes and systems with
9racle:s industry!leading technology and let 9racle 9n 6emand handle your upgrades
patches and maintenance. +ow you can focus staff on strategic projects deploying
resources and technology for better user productivity and satisfaction.
Oracl Support
9racle .upport is the largest and most advanced support organi#ation in the world. The
global team of over >((( developers and G((( support professionals drives better results
Babasabpatilfrppt!ba"co! AC
Organisational Study
for our customers by ensuring that 9racle technology and applications deliver optimal
performance.
+o other support organi#ation can match 9racle:s breadth and depth of technical
e$pertise advanced support technologies or global reach. 9ngoing updates and
enhancements keep your products and systems up!to!date and running smoothly.
Technical information and e$pert advice help you resolve problems ?uickly and
effectively so that your 9racle technology and applications are always available and
always running at peak performance. Dltimately 9racle:s .upport .ervices offer you a
superior ownership e$perience.
Oracl Financing
9racle financing and leasing offerings are competitive comprehensive%and one of the
easiest ways to affordably ac?uire the right solution for your business.
We offer ?uick approvals and simple documentation and you can buy your entire
solution of hardware software and services from multiple vendors using a single
payment structure from 9racle 5inancing.
Oracl ,orporation ,usto!rs
Top OrganiEations in India run Oracl soft)ar
Ban+ing
ICICI 765C 1ank .tate 1ank of India =unjab +ational 1ank DTI 1ank I61I 1ank
Insuranc
Heneral Insurance Corporation Mife Insurance Corporation +ational Insurance
Corporation +ew India "ssurance
Tlco!!unications
1.+M 1harti 7utch &T+M .atyam Infoways .pice
#anufacturing
Coates India Cummins 7indalco 7industan Mevers Mimited Indal Qirloskar 9il
Babasabpatilfrppt!ba"co! A*
Organisational Study
<ngines Mimited Makshmi &achine Works &aruti Ddyog Mimited &85 Tyres
;o:rn!nt
"irport "uthority Indian "irforce "ndhra =radesh Hovernment Central 1ureau of
Investigation Hujarat Hovernment Indian 8ailways =olice departments West 1engal
Hovernment Coimbatore &unicipal Corporation
#aHor ,usto!rs 7 *orld*id
Oracl Databas
"ma#on.com 9hio .avings 1ank
Colgate!=almolive 8oman Inc.
6ell <urostar .outhwest "irlines
<astman Chemical
Company
Talk "merica
&ainstream
Technologies
D.H. Water 8esource
6iscipline
Oracl $pplications
"tari MH.=hilips MC6
C!C98 Corp 9T<
<&C) =ella
H< <nergy =9.C9
Pohn I. 7aas D.69T
Babasabpatilfrppt!ba"co! AA
Organisational Study
Oracl Entrpris #anagr
1T Hroup plc. .tudent Moans Company
6ell H<6I. .wiss 5ederal 8ailways
6eutsche 1ank Telstra
<lectronic "rts TD.C
5annie &ae D.H. Water 8esource 6iscipline
S*OT $N$LYSIS
STREN;T<S
). " well known global brand in software technology.
'. It2s the world2s second largest software company after &icro.oft and world2s
leading supplier of software for information management.
C. It is one of the first companies to make its business application available through
internet.
*. It has strong finincial position with I / 1illion as its revenue in the last finincial
year.
A. It is the number one brand in the database market.It is the market leader with
C/.)J of the market share.
G. It is the biggest S<nterpri#e 1randSin the world market.
0. It has managed to cut its IT cost by almost >(J in the ne$t fiscal year.
>. 9racle Corporation technology can be found in nearly every industry around the
world and in offices of /> of the fortune )(( companies.
/. It has been the market leader in 8elational 6atabase
)(. 9racle brand is strong enough to drive sales beyond the core database system
even through database sales represent 0(J of 9racle:s revenue. 1usiness
applications represent '(J middleware >J and other software products such as
tools 'J
)). In the area of database scalability and reliability 9racle is leading the market with
its 8eal "pplication Clusters Hartner analyst 6onald 5einberg said. 8"C lets
Babasabpatilfrppt!ba"co! AG
Organisational Study
customers use 9racle on large clusters or grids of low!cost servers gaining
reliability and scalability at a reasonable cost.
)'. RThey have their hands on the tiller they understand what market segment they
are selling into and they are e$ecuting with strong financial managementR of the
company.
*E$/NESS
8" 1rand Image of being an S<nterpri#e 9rganisation2 is making it hard for 9racle
Corporation to penetrate into the small and medium businesses.
1" It depends heavily on +orth "merica market.
@" 9racle .trong in 6atabases 1ut It &ust <$ecute 9n "pplications.
! 9racle arguably the dominant database vendor is bent on e$panding its
sales in middleware and applications. 1ut any stumbles in its plan to
merge three sets of business applications will benefit its chief competitor
."=.
A" The sometimes!disjointed air of 9racle:s initiatives is reflected in the fact that the
))i series of its <!1usiness application suite hasn:t yet been certified internally to
run on the 9racle )(g database system which has been out for a year Comport
pointed out.
I" While 9racle is consistently strong in database sales its application revenue has
been Rup and down erraticR
B" 9racle products apply the patches to supported versions. If older editions are in
use such as 0.$ or >.($ they advised companies to either upgrade immediately or
switch to a rival database"
?" 9racle +eeds To Come Clean 9n Oulnerability
Babasabpatilfrppt!ba"co! A0
Organisational Study
! "lthough keeping mum is 9racle:s standard policy the analysts took the
company to task for not spelling out the conse?uences of not applying the patch
and more important whether the vulnerabilities affect older non!supported
versions of 9racle:s 6atabase .erver "pplication .erver and <nterprise &anager.
"t !orst" #this means$ records in e%er& Oracle data'ase &ou o!n could 'e
%ulnera'le""
. R.ystem administrators don:t have enough information to decide which servers
to prioriti#e or which data is most vulnerable.R
OPPORTUNITIES
). .mall and &edium 1usinesses(.&1s) market is the biggest opportunity for
9racle because this market is untapped and recent studies shows that .&12s will
be increasing their IT spending more than any other business sector.
'. There would be '(J increase in the demad for <8= and .C& products in the
World &arke. 9racle Corporation has plans to capatalise on these opportunities.
C. RThe challenge for 9racle is to move from individual products into an overall
messageR that sums up what it does for the customer Comport said. That message
hasn:t emerged yet as 9racle engages in ac?uisition battles such as the hostile
takeover of =eople.oft Inc. and the bidding war for retail software supplier 8etek
Inc.
*. RThe challenge for 9racle is to move from individual products into an overall
messageR one that sums up what 9racle does for the customer.
T<RE$TS
). I1& is the biggest competitor of 9racle Corporation in Marge 1usiness .ector.
especially in 6atabase and "pplication .erver market.
'. In .&12s 9racle Corporation is facing still competition from &icrosoft the
leader in the market space.
C. &isconceptions like 9racle are e$pensive and not user friendly is the biggest
threat for 9racle Corporation in .&1 market.
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Organisational Study
*. 9racle remains the dominant database vendor but will face challenges as it tries
to e$pand its middleware and applications sales. The slightest misstep when
trying to merge its recent ac?uisitions will only serve to benefit its key competitor
."=.
RE,O##END$TIONS ( SU;;ESTIONS
") .&1 market is a highly upcoming market thus 9racle Corporation can leverage
on this opportunity.
1) 9racle Corporation should partner with more I.O2s (Independent .oftware
Oendors) for better distribution of its product.
C) 9racle Corporation must e$tensively promote awareness programs to clear the
misconcepetion about its =roduct which it is only for big enterprises.
6) 9racle Corporation2s image in the large business segment can be used to influence
small and medium businesses that have large business as their clients. This will
help 9racle Corporation penetrate in small and medium business segments.
<) 9racle Corporation should device schemes and strategies to tackle competitors in
both large and small business segments.
5) Industries in the various territories that have not yet been penetrated must be
looked with appropriate marketing strategies and captured.
H) The price perception of 9racle Corporation2s products must be removed from the
minds of .&1 market through various activities such as mass media journals
technology fest i!seminar etc.
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,O#PETITORS $N$LYSIS
9racle Corporation being the leaders of database vendors of the world the biggest
competition comes in when there is a competition with its primary product the database
market.
8ecent reports from both I6C and 6ata?uest paint a picture of the database market with
growth projected to average around GJ per year. This limited growth as a bad sign for
9racle Corporation since a great deal of our revenue comes from our database product.
"lthough the overall market may be growing conservatively there is a pronounced shift
in the allocation of the spending within that market B a shift that favors 9racle2s database.
The basics
There are three basic facts that lay at the root of this analysis
). the e$istence of a shift in the overall database market
'. the technical platforms involved in this shift
C. the cost of the shift to individual organi#ations
T& s&ift
The Dni$ database market which is based on propietary hardware has been losing
market share while that segment of the market that is based on low cost commodity
hardware (the $>G architecture) has been gaining. The driving force behind the shift is
easy to see B $>G servers are typically dramatically less e$pensive than other server
architectures.
T& dstinations
9nce an organi#ation decides they will try and capture the benefits provided by
commodity hardware their ne$t decision is which operating system to use on this low
cost hardware. There are two chief destinations B &icrosoft Windows and Minu$. 9f
course the Minu$ option is relatively new but the e$istence of choice in this area has
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Organisational Study
changed the position of Windows as the only platform that can leverage the cost
advantages of commodity servers to one of two choices.
T& procss
The price@performance advantages of using an $>G!based server have been clear for many
years. If this is so )&y is t& Uni> !ar+t sg!nt still so largG "fter all the Dni$
database market even today after several years of decline is still almost C(J of the
overall market.
$ns)r '
• &igrating to another database platform is an e$pensive and somewhat risky
proposition.
• <ven if the database migration process itself is straightforward there are still the
additional factors of ac?uiring e$pertise and honing administrative capabilities on
another platform.
• &ost organi#ations do not make a migration decision lightly even in the face of
significant price benefits.
The question
The database market is shifting. &igration is a resource intensive and somewhat risky
task. Couple these two facts with one other and you get an important determinant of the
future direction of the market.
This final piece of the pu##le comes from a reali#ation that Windows and Minu$ as a
platform for database servers are relatively e?ual. 1ecause of this e?uality there is little
reason why an organi#ation would migrate from Windows to Minu$ or Minu$ to
Windows. The cost of the migration is still present but the benefits are not.
This reali#ation leads to the salient ?uestion concerning database market share in the
future B !hich operating s&stem is the target of more of these migrationsN
.ince there is little reason to move from Windows to Minu$ the destination of the moves
is a decision that will affect the database market on an ongoing basis.
Evidence
This chart also shows that Minu$ has been
growing faster than Windows in terms of
dollar amount. 1ut neither of these
comparisons can help to determine if people
are moving from Dni$ to Windows or Minu$.
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Organisational Study
;ou can determine the impact of migrations by comparing the overall growth of the
Windows market and the Lni$ market
)
.
• If the growth in the Windows platform were higher than the Lni$ platform more
people were moving to Windows from Dni$ than to Minu$ from Dni$.
• If the Lni$ market grew faster than Windows the number would indicate that
more organi#ations were moving to Minu$ than Windows. The ne$t chart presents
these numbers for the market for the past two years.
Qeep in mind what this chart shows.
This is not simply the growth in
Minu$ but that growth offset by the
decline in the traditional Dni$
market.
Implication
The data is striking. In the course of
two years the growth in the
combined Lni$ market went from
being barely a third of the growth in
the Windows market to being almost 'AJ more. "lthough this data is only from the past
three years Minu$ has only had an appreciable effect on the database market since '(('
'
.
The relative newness of the Minu$ platform makes the results stand out in even sharper
contrast B as Minu$ gains maturity and enterprise acceptance the swing may very well
become more pronounced.
T& i!plication prsntd by t&is nu!br is clar 7 t& dstination of Uni>
!igrations is s&ifting fro! *indo)s to Linu>"
Vendor implications
IB#
The shift in the database market does not
appear to help I1&2s position in the
market. I1& is essentially tied with
1
The overall growth in database sales comes from both organic growth of existing
databases on a platform as well as migrations. Since the overall market for
Windows and *nix are approximately equal and since the growth of a database is
not platform!dependent this type of growth should be approximately equal for the
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0
100
200
300
400
2003 2004
Source: Dataquest
Gross market growth
Windows
Linux
0
100
200
300
400
M
i
l
l
i
o
n
s
2003 2004
Source: Dataquest
Market share growth
Windows
*nix
Organisational Study
9racle for the top market share as of '((*. 1ut the numbers from that year paint a
disappointing story for I1&2s future prospects.
In '((* most of I1&2s growth came from the mainframe a platform they own and
which is not the target of growth from migrations and Dni$. I1&2s sales increased over
*J on traditional Dni$ platforms while the overall revenue for the platform decreased
over )J.
I1& did not do well on the target platforms for Dni$ migrations. 5or the second year in
a row I1& actually decreased their revenue on Windows. In '((* I1& database
products produced less than >AJ of the revenue they produced on Windows in '(('
while the overall revenue for this platform grew )AJ over the same period.
9n Minu$ I1& is faring even worse. "lthough their revenue on Minu$ increased by
more than G)J on this platform over two years this increase was dwarfed by the overall
growth on the platform of almost *GAJ. The following chart compares relative market
share on Minu$ for 9racle and I1& vividly illustrates I1&2s relative lack of success on
Minu$ in comparison to 9racle.
With the database market
undergoing a shift from
traditional platforms to Minu$ and
Dni$ market share numbers
demostrate that I1& is unable to
take advantage of this shift.
I1&2s market share has
decreased from CA.0J to C*.)J
in the past two years and
indications are that this erosion
will continue.
#icrosoft
&icrosoft however is much better positioned to benefit from the shift in database
platforms. They own one of the targets of these migrations B Windows B and maintain a
leading market share on that platform of A(./J.
7owever even dominance on Windows will not be enough for &icrosoft to capture the
top spot in the database market. Their strength on the Windows platform is offset by their
lack of support for Minu$. "s the charts earlier in this report indicate the database market
is shifting to Minu$ more rapidly than they are to Windows a trend that may very well
accelerate as Minu$ becomes a more robust and safe choice.
two platforms. "f anything this natural growth should be greater for Windows
since the #nix market place is mature and declining while the Windows market is
much younger where more rapid natural growth takes place.
$
"n $%%$ &inux only accounted for 1.'( of the overall market. )y $%%' this
percentage had grown to *.'(.
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0
100
200
300
400
500
600
M
i
l
l
i
o
n
s
2002 2003 2004
in!" data#ase re$en!e
IBM
Orace
Organisational Study
If I1&2s slide in these key migration markets continue &icrosoft may become the
number two database vendor but they have little chance of claiming the top spot in the
database market.
Oracl
"lthough our traditional strength has been in the Dni$ market our market share in the
Minu$ arena is even better. Mast year 9racle captured over >(J of new Minu$ licenses.
In addition 9racle2s market share grew on the Windows platform.
&ost importantly 9racle2s ability to run on both target migration platforms makes them a
safer choice than &icrosoft. With I1& declining and &icrosoft limited to Windows
9racle becomes the logical selection as a migration target.
<ven if as &icrosoft contends the growth in Minu$ is due to migrations from Dni$
9racle will remain the leading database vendor by capturing the majority of these
migrations while &icrosoft has to depend on the internal growth of databases on only the
Windows platform which is a much slower process.
These simple facts point the way to Oracl0s continud rol as t& lading databas
:ndor in t& )orld. 61' is slipping in the growth markets for database servers and
&icrosoft has no solution for the Minu$ platform. 9racle2s continuing dominance over
&icrosoft is due to the combination of three factors
• 9racle continues to have significant market share on the Windows platform
• 9racle completely dominates the Minu$ platform
• <ven if 9racle cannot maintain it2s >)J market share in the Minu$ market the
accelerating growth of this market as the target destination of Dni$ migrations
will make Minu$ dominance more valuable than Windows dominance giving
9racle an edge over &icrosoft.
9racle is the only major database vendor to see its revenue increase on both commodity
hardware operating systems. 1y offering this popular choice 9racle stands to benefit the
most from the ongoing shift in the database market and maintain its dominant position.
The following is the statement of the market standing and the revenue earned over the
years by these top players in Dnited .tates and also is shown the growth of these
organi#ations over the years and the proposed growth in the comin years with a graph
IN,O#E 122I 122A 122@ 1221
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Organisational Study
Oracl I'>>G((( I'G>)((( I'C(0((( I'''*(((
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IN,O#E ;R IN 2@ ;R IN 2A ;R IN 2I ;R IN 2B
#S '>J !)>J A(J '(J
Oracl *J )GJ >J /J
S$P )A*J C'J +@" +@"
,$ !0GJ !)(/J !AGJ !>(J
IB# ))'J ))J +@" +@"
SYB$SE !)/'J !''J +@" +@"
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Organisational Study
$nalysis t&roug& Portrs Forcs #odl'
The competitive forces in the industry can be better veiwed with the help of =orter2s five!
force model for competitive strategy. These forces determine the intensity of competition
and hence the profitability and attractiveness of an industry. The objective of corporate
strategy should be to modify these competitive forces in a way that improves the position
of the organi#ation.
Intnsity of ,o!ptition' 5or many of the firms in <!1usiness the level of industry
competition is very high but in other areas of the economy there are often low intensity
areas in which competitors are content to share along geographic or product niche lines.
The data base industry is a good e$ample of a very high intensity competitive
environment. 9racle and I1& 61' are fierce competitors with each holding about C(J
of the overall market. &icrosoft .FM is the fastest growing database in this market but
has about half the market share of the two largest competitors. &icrosoft appears to be
growing at the e$pense of the smaller suppliers creating a classic three horse race. 9n
the other hand the threat of new entrants into the database appears to be ?uite small. The
competitors are well established with an intense competitive position and huge installed
bases. The switching costs for someone who is already using en enterprise database are
huge. 8eprogramming conversion and training costs are nearly prohibitive. "n
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Organisational Study
organi#ation has to develop a compelling reason to switch. "bsent a game changing
strategy there appears to be little likelihood of new entrants gaining a foothold in this
market.
Bargaining Po)r of t& ,usto!rs3 7owever if the enterprise is ac?uiring a data base
for a new function that does not already have an entrenched system the bargaining power
of the customer is ?uite large. With two firms (I1& and 9racle) battling for market
leadership and another (&icrosoft) trying to eat into their leadership corporations are in
the driver2s seat in negotiations for new database procurements. 5irms often employ a
diversification strategy to keep from being trapped by high switching costs. " firm may
decide to put some of their database systems on one supplier and the rest on another.
This usually leads to a little higher cost and comple$ity of operations but it helps to keep
the switching costs down for additional procurements.
Bargaining Po)rs of t& Supplirs The power of suppliers to the database industry
also appears to be ?uite small. 6atabase producers do not depend upon suppliers for any
significant parts of their products.1ut againE suppliers can be vewied from two
perspectives firstly intellectual supply and secondly outsourcing. It is estimated an
overall AJ increse in the IT spending compared to '((*. " CJ rise will be seen in the
enterprise segment marked by stong rise in the .&1 segment.Cheif Information 9fficers
anticipate steady growth of hiring IT professionals."ccording to the 8obert 7alf
Technology 7iring Inde$ a net )'J increase in hiring is anticipated this will be the
largest hiring since '(('.Therefore due to a steep rise in demand the demand!supply
e?uillibrium will shift its locus.
T&rat of N) Entrants' With regard to database applications and middleware there is
no immediate threat as there is a large entry to barrier in terms of the si#e of the e$isting
players.The threat of new entrant is minimum at this point of time until and unless there
is a technological revolution.
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T&rat of Substitut' These are not obvious at this time but that situation is indeed
subject to change. To a certain e$tent the rise of the World Wide Web represented a
potential substitute for traditional databases. 6uring the middle part of the )//(s huge
?uantities of corporate data were put on line in web formats. &uch of the early material
was stored in static 7T&M files but the trend is clearly back to databases. 1y putting the
information in databases companies can personali#e the customer2s e$perience with the
web site. There are now e$cellent tools for gathering the information from corporate
databases assembling it into personali#ed web pages and then delivering the targeted
material to the users. This has opened up controlled access to huge legacy databases and
put the database back at the center of the e1usiness universe.
Therefore it can be ideally seen that only one of the forces is applicable at this point of
time. The other forces are not deterministic varibles while developing competitive
strategies.9racle Corporation is critically placed by adopting market consolidation
strategy thereby raising the entry barriers to new entrants and stifling the e$isting players.
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