The latest version of Oracle’s Fusion Sales customer relationship management (CRM) application wants to automate the most repetitive sales tasks by providing users with automated recommendations to increase productivity and close more deals.
The new look Fusion Sales tool looks to build on the data Oracle has collected for over 40 years and remove several manual steps in the B2B sales process.
“Traditional CRM systems were designed to be a system of record for planning and forecasting, versus a tool to help sellers sell more. As a result, sellers spend countless hours on data entry and administration that stunts sales productivity,” said Rob Tarkoff, executive vice president for Oracle Fusion Cloud Customer Experience.
The updated sales application already comes bundled with Oracle’s Cloud Customer Experience CRM suite, which also includes marketing, customer service, finance, and HR modules.
The updated sales application offers a step-by-step guide that helps sellers onboard faster. These steps can be based on the custom recommended practices of an individual enterprise, and can help automate the process of qualifying and converting marketing leads into opportunities.
“When connected to Oracle Fusion Marketing, Fusion Sales automatically creates highly qualified leads and then passes them to sellers for follow-up,” the company said in a statement.
Sellers will be able to see quotes, proposals, and implementation schedules once new opportunities are created inside the CX cloud.
These quotes are automatically updated throughout the sales process as a deal progresses and are enriched with historical data that includes prior successful deals, the customer’s industry sector, and other key account attributes.
The application can also surface content recommendations for sellers that can be fed in from the marketing team. These approved pieces of information, such as commonly asked questions, can be used to quickly answer buyer or customer queries, easing the time taken to complete the sales process.
The updated version of Fusion Sales also includes a new Digital Sales Room, where an enterprise can create personalized microsites for its customers.
These sites can include resources such as quotes, past contracts, reference stories, and details of past or upcoming Zoom meetings to help move buyers closer to a purchasing decision.
These sites can also track certain customer signals or behavioral patterns based on their interaction with the website, and these signals can be used as further sales insights for training and future deal-making strategies.
With these product moves, Oracle is looking to keep pace in what is becoming an even more competitive cloud CRM space, alongside the likes of Microsoft, Salesforce, and SugarCRM.
Salesforce has been looking to leverage AI to make recommendations to users since it launched its Einstein product back in 2016, and Microsoft has added its own Sales Insights for Dynamics CRM.
“In 2021, many companies continued to pivot toward the more digital world that we now live in, including the procurement of technologies that would help them Improve their level of engagement with their customers and the experience that customers receive,” said Alan Webber, program vice president for customer experience management strategies at the analyst firm IDC.
Lambeth Council has been modernising its business applications environment over the past few years, against the background of cost pressure, Covid, and now the rising cost of living crisis.
With a long history as a progressive borough, even a militant one, Lambeth has a culturally diverse population that has been economically under the cosh for many years. It has almost 330,000 inhabitants, is just over 10 square miles in size, and was known as a landing place for lambs in the Middle Ages, hence the name.
Hamant Bharadia, assistant director of finance at Lambeth Council, says it has learned to do more with less, and, in relation to IT, has pursued a cloud strategy that involves Oracle and Microsoft technology.
Lambeth Council became the first UK public sector body to adopt Oracle’s suite of business applications in the cloud, in 2018.
Bharadia says, in a video on an Oracle web page: “We are a £1bn business, with 3,000 staff providing 700-800 services to our businesses, residents and wider community. Over the last 10 years, our funding has reduced by 50%, about £250m. But the demand for our services has not changed and has become more complex.
“The reasons for the move to the cloud were to have a simpler and easier solution, to have nimble, anywhere, anytime access. That is critical for us.”
Lambeth has a long-standing relationship with Oracle, and was one of six London councils in a multi-year Oracle shared services partnership that started in 2012, and ran until March 2018.
Bharadia tells Computer Weekly that when it was looking, in 2017, at moving its applications to the cloud, Oracle came out ahead of SAP in terms of breadth and depth of functionality, especially in relation to financials, while Workday was still in its infancy at that time. There was also continuity in respect of the previous joint customer relationship with the other London councils, namely Barking and Dagenham, Brent, Lewisham, Havering and Croydon.
“The reasons for the move to the cloud were to have a simpler and easier solution, to have nimble, anywhere, anytime access. That is critical for us”
Hamant Bharadia, Lambeth Council
Bharadia has worked for the council for 32 years, and recalls having the ICL system, Lafis (Local Authority Financial Information System), as well as the shared Oracle partnership. “That [the latter] had its challenges – getting everybody to agree to the right kind of format, specifications, processes. We managed it, but it came to end of life.
“At that point, we’d already committed, as an organisation, that our future lay in the cloud primarily. We couldn’t justify occupying central London property to store databases. And then the other half about the cloud was about flexibility of working.”
The intention was to reduce the council’s property estate and get staff working flexibly, with a view that “data can be accessible from anywhere”.
It started its cloud migration, in 2015-2016, with a move to Microsoft Office 365. All post comes into a processing centre outside London, where it is scanned and delivered to council workers’ mailboxes digitally. “We’re trying to reduce paper as much as possible, on the basis that making as much information as possible online, available for analytics and decision making, is the way forward,” says Bharadia.
“We started looking at our options in 2017. We knew we wanted cloud. In 2017, there wasn’t much ERP [enterprise resource planning] in the cloud space. Oracle, with some of their products, but not with everything. Oracle Financials, yes, and they’d made good progress on bits of HR.”
Oracle came out ahead of SAP in terms of breadth and depth of functionality, he says, while Workday was still perceived to be less mature. However, even with Oracle, payroll was not yet there in the cloud, so it was the last module to be implemented, in May 2018, while everything else went live in March of that year.
Financial forecasting has improved for the council by virtue of the Oracle cloud applications for that. Previously, Bharadia says it was a scenario of “budget forecasting done on Excel spreadsheets, with lots of files being shuffled around the organisation, lots of meetings between accountants and budget holders”. The aim was for “budget holders to have sight of their budgets more routinely, and to be able to do their own forecasts so that they have control”.
The self-service model the council has moved to has developed from around 20-30% of budget holders routinely updating their forecasts to more like 70%. The finance team, of around 120 accountants, is now liberated, he says, to engage sooner with budget holders, playing a more advisory role with respect to activities like procurement.
In the HR function, with more self-service capabilities, the council has seen a 55% improvement in appraisal and performance reporting, allowing the HR team to allocate fewer resources to share a greater workload.
In the area of supply chain, the council has used the Oracle cloud Enterprise Performance Management (EPM) product to streamline its suppliers, reducing the number of these by 19%.
One area that is still evolving is recruitment. It had struggled with Oracle’s legacy Taleo product and is now moving to Oracle Recruiting, which is part of the supplier’s Oracle Cloud HCM service. “We were experiencing a lot of incomplete applications, with people giving up halfway through. So, we were missing candidates,” says Bharadia. “From what we have seen, Oracle Recruiting cloud is a lot more user friendly.”
Putting together the Oracle implementation with its Microsoft estate, the council is aiming at a new vista of using data more effectively to serve its residents. Part of that has involved building a small data science team, which has been working on activities such as identifying people especially vulnerable to Covid-19, socially and economically, as well as medically. Now, in a similar vein, it is identifying people especially vulnerable to the rising cost of living crisis.
Hamant Bharadia, Lambeth Council
“The next piece we’re working on is data,” says Bharadia. “We’ve got all this data in Oracle systems, we’ve got a housing system that has data, and we have a social care system that has data. So, one of the things we’re now exploring is better use of data.
“We now have a data analytics team internally, that’s looking at those connections. They are using [Microsoft] PowerBI and other cloud-based products to bring together different datasets to target our services better.”
This team has existed for around two years. They could have done this kind of work before, but it would, he says, have taken a lot longer.
Another legacy of the Covid period is the council will not return to previous levels of office occupancy. “What we’re saying to staff and managers is come into our office buildings if you’re going to be collaborating, not as a matter of routine just for the sake of doing your day job.”
It is working to a ratio of six office desks for 10 people, and Bharadia says it might end up with more collaborative spaces rather than individual desks.
It is also freeing up office space for use by local businesses. “One of our buildings is entirely based on that model, for new and emerging businesses in the community,” he adds. “We also delivered lockdown support without taking on lots of extra staff. So, we were doing the vaccination centres, the food hubs, the additional support to our residents during the period, through a combination of remote working and some mobile working, where people were just out there in vans delivering things, getting stuff done.
“So, it is possible to have that hybrid model of working. That’s not to say it’s perfect. In either model, you are going to get some people who are not 100% contributing. But you get that currently anyway,” says Bharadia.
Next has apologised to staff for underpaying them because of the retailer’s implementation of a payroll system provided by Oracle, according to The Sunday Times, which broke the story.
Payment problems reportedly emerged in February 2022, affecting employees paid on weekly and monthly cycles. They have been underpaid by as much as £200 a month, according to The Sunday Times.
The Guardian, which has also published the story, reported that Next “usually designs its own software, but has struggled to make Oracle’s software work with its own. Instead, it has been forced to assign a dedicated team to try to spot errors and pay the missing money to workers every week”.
Payroll is widely seen, among HR software market watchers, as the cinderella of the sector. It has not had the investment attention from suppliers as have comparatively “sexier” areas, such as talent management, recruitment and continuous learning.
As Computer Weekly has previously noted, about one-third of medium to large-sized organisations are using on-premise systems to automate their payroll processes, while 34% have moved to the cloud. And a 2019 survey of 251 UK HR and payroll managers in private sector companies with more than 1,000 staff, conducted by Censuswide, revealed that 52% were still using spreadsheets as part of their payroll process, while just over one-third relied on paper-based timesheets.
For user organisations, payroll software is an area of high anxiety. Employees do not appreciate not being paid, and care less if their employer’s continuous learning software module misfires.
One longstanding Oracle customer, which became the first public sector body to adopt the supplier’s suite of business applications in the cloud, is Lambeth Borough Council. Hamant Bharadia, assistant director of finance at Lambeth Council, recently told Computer Weekly that when the council was looking, in 2017, at moving its applications to the cloud, Oracle came out ahead of SAP in terms of breadth and depth of functionality, especially in relation to financials, while Workday was still in its infancy.
However, even with Oracle, payroll was not yet there in the cloud, and in the end, it was the last module to be implemented, in May 2018, while everything else went live in March of that year. The council also experienced an initial glitch with payroll, which affected some senior managers as well as rank-and-file staff. Out of about 3,500 employees, 350 were not paid on the day they should have been.
Oracle dealt with the glitch promptly, and everyone was paid within two days, said Bharadia in a wide-ranging, forthcoming interview about the modernisation of the council’s applications stack.
Oracle declined to comment on the Next story when contacted by Computer Weekly. Next has yet to respond.
Oracle Corp. is laying off some employees in the San Francisco Bay Area and at its customer experience software division, according to two reports published today.
The Information today cited a source with knowledge of the matter as saying that Oracle has already begun laying off employees in the Bay Area. Separately, Bloomberg reported that the company is cutting jobs at its customer experience division. The division makes software that helps enterprises with tasks such as delivering personalized promotions to online shoppers.
Limited information is available about the scope of the layoffs. However, a source told Bloomberg that multiple juniper sales employees and a division sales director were among those let go at the company’s customer experience software business.
The timing of the layoffs aligns with a report published by The Information in July. At the time, the publication cited a source as saying that Oracle may move to cut jobs in August. It’s believed that the company could lay off thousands of employees in the coming months as part of an effort to reduce its costs by up to $1 billion.
The move is expected to affect Oracle workers in the U.S., Canada, India and Europe. It was also reported in July that business units focused on marketing Oracle’s customer service and e-commerce software products could be especially affected.
Oracle had 143,000 employees as of March 31, according to Reuters.
Oracle is the latest in a series of tech companies to have laid off employees since the start of the year. Dozens of startups, including some in the enterprise software segment, have announced plans to reduce their workforces in latest months. Microsoft Corp., Google LLC and Apple Inc., in turn, are scaling back their recruiting efforts.
Microsoft also made a “small number of role eliminations” last month. The layoffs reportedly affected less than 1% of the company’s 180,000-person workforce
Although Oracle is reducing spending in some areas, the company continues to experience growth across multiple key business units. Oracle’s cloud infrastructure division, a core element of its long-term growth plans, logged a 36% year-over-year sales increase last quarter. Furthermore, the revenue that the company generated from its managed enterprise resource planning platforms jumped as well.
Thanks to the momentum of its cloud business, Oracle managed to surpass revenue and profit expectations last quarter. The company is building additional data centers to support the cloud business’ growth. Oracle’s growth strategy also prioritizes the healthcare sector, where the company significantly expanded its presence last year by acquiring healthcare technology provider Cerner Corp. in a deal valued at about $28.3 billion.
Vodafone is on a quest to pivot from being “just a Telco” to a “TechCo." The strategy includes revamping operations to reduce costs; digitally transforming the customer experience and service development processes; and developing a differentiated value proposition that leverages 5G, IoT, and edge investments and capabilities.
The company recently split the network infrastructure from digital functions with two closely aligned leaders. The reorganization sees Scott Petty step up to the group level to lead digital and IT operations, making him the critical leader in executing the plan to transform Vodafone into a cloud-first, data-driven 'TechCo”.
Before you stop reading and move on to the following article because you are not in the telecommunications business – let me say that the Vodafone challenge is not unique. I would say that this story applies to any company with discerning customers who have a choice. Please read on if you must continuously evolve customer-facing applications and content to retain customer loyalty.
The front-end and back-end – mind the gap!
We know the front-end is what the users can see while the back-end is the infrastructure that supports it - both need to be in perfect harmony. In the Telco world, the back-end is the “crown jewels," namely the operations support system (OSS), which maintains network operations, and the business support system (BSS), which covers order capture, and customer relationship management (CRM) and billing.
Both front-end and back-end functions are strongly intertwined. When consumer applications change every week, and the back-end is updated every quarter, the "gap" will eventually impact the ability to execute.
As Vodafone built more complex e-commerce applications on the front-end, the need increased for the same cloud capability from the core transactional systems (high-transaction BSS/OSS apps). Vodafone considered several options, including upgrading technology in-situ, building a private cloud platform, or using other third-party clouds.
But, moving transactional systems wholesale to the public cloud is costly and complex, with the risk of performance and latency issues associated with maintaining those systems, which need to remain on-premises for legal or compliance reasons.
Oracle was unique because it offered to build a complete public cloud capability in the Vodafone data centers. Vodafone was able to take a more flexible approach to modernize and migrate the mission-critical systems— the most data-intensive/demanding or too costly/risky to move wholesale to the public cloud.
Way too many databases!
How many databases are too many? Vodafone has fifteen thousand (not a typo) and eight thousand associated applications. Vodafone will be deploying Oracle Dedicated Region Cloud@Customer to modernize those thousands of Oracle databases that support its mission-critical transactional OSS and BSS systems—including core functions like order management and CRM. This task could take several years to complete.
Oracle Dedicated Region Cloud@Customer is a complete OCI cloud deployed in the data center, providing a secure cloud platform to modernize existing infrastructure while retaining full control of data governance, meeting demanding data residency and security regulations.
Vodafone envisages a world in which half of the applications run in Amazon Web Services or Google Cloud and the other half run on the Oracle Cloud. The mix is likely to change over time. The work to modernize the “crown jewel” applications onto the Oracle Cloud might cause application ecosystems to move from AWS onto Oracle Cloud because it would be a more natural fit.
Pivot from running technology to building new services
Vodafone has embraced Oracle Cloud Infrastructure (OCI) in a big way, consolidating forty data centers that run core services for its entire European operations (13 countries) into three locations (Ireland, Italy, and Germany) running on OCI.
The Oracle implementation is a critical pillar in the pivot from ‘Telco to TechCo,’ providing the foundation for a common platform across the Vodafone Group. It will allow rationalization and consolidation of the IT estate while leveraging the cloud as a more efficient way of delivering and scaling new communications services.
Vodafone expects to significantly cut costs across operations and accelerate the development and time to market for new services. The Oracle platform will also bring automation to IT operations, enabling more IT staff to focus on the digital experience and the use of data to drive better customer experiences.
Ultimately, the end game is to redirect the IT organization away from building, integrating, and running technology to provide customers with new services and a better digital experience.
As an example, Oracle Autonomous Database is now a feature of OCI. Oracle Autonomous Database is a cloud database that uses artificial intelligence (AI) and machine learning (ML) to automate database tuning, security, backups, updates, and other routine management tasks without human intervention. Database administrators (DBAs) can now focus on more critical tasks, such as data aggregation, modeling, processing, governance strategies, and supporting developers.
One unique, differentiated example is that the Autonomous Database is serverless and elastic. When an application is not running on the Oracle Cloud, there are no CPUs dedicated hence no charges. Additionally, it is instantaneously elastic, increasing or decreasing servers and cores as needed while the database is still running.
Quickly monetizing IoT services
The long-awaited convergence of the network with the cloud, IoT, and MEC will become the foundation for new service offerings. With expertise in IoT, MEC, and 5g, Vodafone is well-positioned to offer new scalable next-generation digital services.
OCI offers integrated applications for Sales, Service, Marketing, Human Resources, Finance, Supply Chain, and Manufacturing, plus Automated and Secure Generation 2 Infrastructure featuring the Oracle Autonomous Database.
Vodafone is already monetizing IoT services using Oracle Communications Billing and Revenue Management (BRM) which runs on OCI. For example, sensors in connected vehicles can enable services such as GPS map updates or infotainment, charged on a subscription or consumption basis. The solution runs on the high-performance OCI Container Engine for Kubernetes and is automated with OCI Resource Manager and Terraform across multiple Oracle Cloud Regions. Today it is no longer about connecting IoT devices but providing complete solutions for customers.
The 5G wireless broadband expansion promises an exciting future.
For example, virtual reality applications will power high-tech glasses that supply instructions to workers in complex fields such as airplane maintenance.
As Vodafone takes advantage of 5G, architectural agility will be essential to monetize next-generation services quickly and efficiently. Oracle's Billing and Revenue Management solution is well-positioned to support emerging 5G-enabled use cases with its cloud-native compliant, microservices-based architecture framework.
Regular readers will know I have become impressed with Oracle's Cloud Infrastructure (OCI) and have written several articles. That was not always the case. I was critical of Oracle Cloud V1.0, but Oracle’s Generation 2 Cloud is an entirely new infrastructure developed from the ground up with no resemblance to its predecessor. The design goals were better performance, pricing, and—above all else—security. Oracle Cloud V2 is a significant improvement and more competitive.
As a long-time Oracle observer, I think it is incredible how the story around OCI is starting to resonate with customers. OCI as a single platform offering IaaS, PaaS, SaaS, and data as a service (DaaS) capabilities is not that sexy. But, combined with technologies such as Oracle Autonomous Database, Oracle Autonomous Data Warehouse, and Oracle Autonomous Transaction Processing, the result is a platform capable of handling large, data-intensive workloads with better security. For organizations like Vodafone transitioning from on-premises data centers to the cloud, OCI is an ideal solution.
Note: Moor Insights & Strategy writers and editors may have contributed to this article.
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Take a deep breath. It's Friday. I'm Jordan Parker Erb, and today I'm taking you inside the "complete chaos" at Oracle as layoffs and restructuring roil the database giant.
By the way, apologies for the slight delay this morning — we had a technical issue. (Fitting for a tech newsletter!)
Let's get to it.
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1. Oracle insiders describe "complete chaos" from layoffs and restructuring. Earlier this week, Oracle began a sizable layoff, potentially impacting thousands of employees — and those who haven't yet been laid off are scrambling to figure out whether they'll be next.
The hardest-hit units, current and former employees said, were in the marketing and customer experience divisions. Some marketing teams have seen their headcount slashed by anywhere from 30% to 50%.
In some cases, they said, managers were given the choice of who would get cut, while others had no say in how the layoffs would affect their teams.
The Advertising and Customer Experience team was said to have been cut, too. "The common verb to describe ACX is that they were obliterated," one employee said.
This leaked org chart shows Oracle's cloud leaders after the company's major organizational changes.
A look inside Oracle over the past week.
In other news:
2. The Federal Trade Commission is deepening its investigation into Amazon's Prime sign-up and cancellation process. The FTC sent out subpoenas and other demands for information after Insider reporting. Here's our scoop on what's going on.
3. Axed "Robinhoodies" say they were tipped off to layoffs weeks ago. Former Robinhood employees said they saw signs of belt-tightening — including plans to shrink office space — long before the company laid off 23% of its staff. Five former employees took us behind the scenes.
4. Elon Musk's countersuit against Twitter says the company is operating a "scheme" to mislead investors. Musk argued that he is entitled to drop the deal entirely — and Twitter pushed back, saying the billionaire's story is "implausible." Get the big takeaways.
5. Nike is offering $5,000 employee bonuses for some tech job referrals. Grappling with internal turmoil and a wave of exits, the company announced the new referral program, which has been met with mixed reviews from employees. Here's what we know.
6. Fifteen current and former Apple female employees say the company dismissed claims of misconduct. After the Financial Times reported the HR unit retaliated against some of them after speaking up about the incidents, Apple vowed to "make changes." What we know so far.
7. Startup founders' mental health is crumbling. Dried-up funding and the stress of a turbulent economic year has piled stress on founders who are already trying to do the impossible: build iconic tech companies. Why some founders "are especially not OK."
8. Elon Musk denied that he's planning to build his own private airport in Texas. Local news site Austonia reported last week that an airport could help grow his companies in the region, but Musk said that's "not true" and it "would be silly." Get the full rundown here.
Odds and ends:
9. Mark Zuckerberg is minting an NFT of his Little League baseball card. In a post announcing Instagram's expanded support for NFTs, Zuckerberg shared his own "soon-to-be NFT." See the potential digital collectible of a young Zuck.
10. We broke down how to unsend text messages using iOS 16. iPhone users with iOS 16 will have 15 minutes to unsend a text — and delete it from the recipient's phone. How it works and how to do it.
The latest people moves in tech:
Keep updated with the latest tech news throughout your day by checking out The Refresh from Insider, a dynamic audio news brief from the Insider newsroom. Listen here.
Curated by Jordan Parker Erb in New York. (Feedback or tips? Email email@example.com or tweet @jordanparkererb.)
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Oracle Fusion Sales provides sellers with AI-powered recommendations and guided steps to close deals faster
AUSTIN, Texas, July 26, 2022 /PRNewswire/ -- Oracle today announced the next generation of Oracle Fusion Sales, a sales automation application that identifies high-quality sales opportunities and guides sellers to close deals faster. Part of Oracle Fusion Cloud Customer Experience (CX) and powered by artificial intelligence (AI), Fusion Sales automatically provides sellers with quotes, proposals, and recommended steps to help them increase productivity, close more deals, and instill confidence among buyers.
Nearly one third of sellers struggle to close deals and meet quotas, according to a latest study conducted by CRM analyst firm Beagle Research Group in partnership with Oracle. The study, "Does Your CRM Leave Money on the Table," highlights the struggles that sellers face with customer churn and archaic sales processes. In turn, sellers have noted that they are open to greater automation and trust AI to take on greater responsibilities, including qualifying leads (70 percent), identifying priority deals (60 percent), and tracking deal progress (80 percent).
"Traditional CRM systems were designed to be a system of record for planning and forecasting versus a tool to help sellers sell more. As a result, sellers spend countless hours on data entry and administration that stunts sales productivity," said Rob Tarkoff, executive vice president and general manager, Oracle Fusion Cloud Customer Experience (CX). "Applying 40 plus years of data and business process expertise, we have done the heavy lifting to engineer the next era of CRM. Oracle Fusion Sales removes the manual steps in the B2B sales process to help sellers close more deals faster and more efficiently."
Oracle Fusion Sales provides sellers with:
Step-by-Step Guided Processes: Sellers can onboard faster and Improve productivity with a guided step-by-step process to help engage with accounts, progress opportunities, and close deals faster. Customers can choose to base the processes on best practices set by leadership or customizable, industry-specific templates.
Conversation Ready Opportunities: Sellers can automate the process of re-qualifying and converting marketing leads into opportunities. Connected to Oracle Fusion Marketing, Fusion Sales automatically creates highly qualified leads and then passes them to sellers for follow-up.
Automated Quotes and Proposals: Sellers automatically receive initial quotes, proposals, and implementation schedules when opportunities are created. The quotes are automatically updated throughout the sales process as a deal progresses and are based on historical data that includes prior successful deals, a customer's industry, and other account attributes.
Intelligent Content Recommendations: Sellers can automatically receive marketing-approved content that is most likely to progress the sale. This saves sellers' and buyers' time at each step in the sales process and puts the right offers and answers to commonly asked questions directly in the seller's hands.
Digital Sales Rooms: Sellers can Improve the buying experience and better engage buyers by building personalized microsites. Helpful resources like quotes, past contracts, reference stories, and details for past or upcoming Zoom meetings are aggregated to help move buyers closer to a purchasing decision. As buyers use Digital Sales Rooms, sales operations can capture buying signals and other customer engagement data that can inform sales insights, internal training and enablement, and drive future deal success.
Advanced Revenue Intelligence: Sales leaders can easily access and report on business trends, spot outliers, and monitor customer sentiment and sales performance with Oracle Fusion CX Analytics. Fusion Sales provides a complete view across the business being able to pull in data from sales, marketing, service, finance, and HR all without support from IT.
What Customers and Partners are Saying About Fusion Sales
"CRM is an integral tool especially as we sell complex and expensive equipment and software solutions in 180 countries across the globe. We used to stitch together sales insights from an array of applications, Excel spreadsheets, and post-it notes. It wasn't an efficient process," said Samantha Mohr, vice president, inside sales, Ricoh. "Oracle Fusion Sales provides our sellers with a guided experience that focuses their time and improves deal success by delivering better insights to help us adapt to market shifts faster."
"Our customers are always searching for new approaches that drive real value and instill confidence in buyers. Oracle Fusion Sales helps solve significant challenges of the B2B selling environment with a boundaryless, adaptable, and radically human engineered architecture" said Andrea Cesarini, Europe Oracle business group lead, Accenture. "Having partnered for over 30 years now, Accenture and Oracle bring unparalleled innovation, industry, and technology acumen to our joint clients."
To learn more, please tune into Oracle Live on July 26, 2022, here.
Part of Oracle Fusion Cloud Applications Suite, Oracle Fusion Cloud Customer Experience (CX) connects data across advertising, marketing, sales, and service to make every customer interaction matter. Going beyond traditional CRM, learn about how Oracle Advertising and CX helps businesses improve customer experience and build brand loyalty.
Oracle offers integrated suites of applications plus secure, autonomous infrastructure in the Oracle Cloud. For more information about Oracle (NYSE: ORCL), please visit us at oracle.com.
Oracle, Java, and MySQL are registered trademarks of Oracle Corporation.
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