|| Every four years, the World Cup generates millions of new soccer
fans around the world. As people watched these matches, more casual observers
became fans of the sport and its incredible athletes like Messi, Neymar, and Ronaldo.
More soccer fans mean more ticket sales, more jersey sales,
and more participation by kids at all levels, ensuring a bright future for the
sport. Soccer is a brand, and nothing promotes that brand like its players
performing at a high level in the World Cup – arguably the most famous sporting
event on the globe.
The same applies to other brands and other industries. Like
World Cup soccer players promoting their sport, no one can promote your company
and brand like you can. We take this to heart at Oracle and believe that the
best way to achieve this goal is by using our products to support and drive our
business at all levels.
It demonstrates our faith in our technology.
It makes our products even better.
It shows the world that we have pride in our brand.
And it makes us the best customer reference we have.
I’m proud that we can point to countless examples throughout
Oracle where we are using our products −including engineered systems and big
data, cloud, and customer experience applications and technologies − to drive
transformation across our enterprise and model best practices for our customers.
In short, Oracle runs on Oracle.
Working in the Cloud
many of our customers, we are on a journey to migrate from on-premise core
business systems to cloud-based solutions to benefit from greater agility and
cost efficiencies. We currently use a blend of Oracle E-Business Suite
on-premise applications and Oracle Human Capital Management Cloud (Oracle HCM
Cloud) solutions, with the goal of completing our migration to the cloud in 2015. Oracle
HCM Cloud solutions enable us to proactively manage HR operations while
optimizing talent recruitment and development across our global enterprise.
Our use of Oracle HCM Cloud also sends a powerful message to large enterprises
considering moving to the cloud about scalability and the flexibility that the platform
provides organizations that need to pursue an iterative migration.
Customers and Serving them Better
Focusing on the customer experience is one of the wisest
investments a company can make. Even modest improvements in the customer experience
can yield hundreds of millions in additional revenue each year and strengthen
Our customer programs are built on the tripod of listening
to customers, responding to customers, and collaborating with customers, and
are fueled by Oracle’s CX solutions and engineered systems. By adding this dimension of technology, we, have a much
greater understanding of our customers, their behaviors, and their needs. A specific example is Oracle's Customer Experience Database (CxD). We use Engineered Systems (Oracle Exadata Database Machine and Oracle Exalytics In-Memory Machine), as well as Oracle Endeca and Oracle RightNow solutions, to combine customer profiles and behaviors from Oracle.com with social media interactions to provide a more complete view of customer interactions and experiences.
CxD combines traditional structured data profiles with online behavioral data, including live social media interactions, web behavior, sales chat, forum exchanges, and digital body language. A master database of CX data, CxD enables us to better target marketing resources and customer services and more predictive support customers at each stage in the CX lifecycle. When combined with the Oracle Business Intelligence instance that stores customer survey results across relationship, transactional, targeted and panel surveys, a full view of attitudinal and behavioral data emerges.Transforming our
When Oracle purchased Sun Microsystems, we entered a new
business area – manufacturing – with different supply chain, inventory, and service
paradigms. Since that time, we have transformed our forward and reverse supply
chain operations using Oracle Value Chain Planning applications on Oracle
Exadata and Oracle Exalytics.
The results have been extremely favorable and visible. For
our hardware operations, we reduced work-in-process inventory for hardware by $100
million, cut finished goods inventory by 10%, and achieved nearly 100% on-time
shipment of servers and storage systems. In addition, we enabled closed-loop
monitoring of plan health, allowing our hardware group to monitor plans daily and
take decisive action to ensure stability.
As important, we have improved efficiency of reverse supply
chain operations, including part returns and replacements, and boosted our
ability to have the right parts at the right place at the right time across a
network of more than 300 warehouses globally containing 30,000 distinct parts.
Further, we cut parts inventory from $800 million to $400 million upon going
live, reduced safety stock by $20 million, and cut logistics costs by $1
million annually as a result of consolidation and simplification.
Using Big Data to
Make Measurable Improvements
Oracle is also using big data technology and concepts to
significantly improve the effectiveness of our support operations, starting
with our hardware support group. Although it’s new, the initiative has already delivered
several valuable benefits. Our hardware support group recently began to look at
automation to improve support quality and accelerate service request (SR)
resolution. Its goal is to use predictive analytics to automate SR resolution
within 80%-95% accuracy.
The support group gathers a tremendous amount of data. Each
month, it logs 35,000 new SRs and receives nearly 6 TB of telemetry data via
automated service requests (ASRs), but it had a siloed view of this data, which
team knew it had to walk before it could run. It started by taking information
from approximately 10 silos – feeds from SRs and ASRs, parts databases, and
customer experience systems – and migrating it to an Oracle Endeca Information
Discovery environment. On the very first day of going live with the solution, the
team identified between 200 and 400 additional automation opportunities for a
specific domain, a number that accounts for approximately 4% of new SRs coming
in on a monthly basis.
then focused on gaining insight in near real time, leveraging the parallel
processing of Hadoop to automatically feed Oracle Endeca Information Discovery
and improve data velocity. Our first initiative with this new environment
looked at Oracle Solaris SRs. By aggregating all of the data in near real-time,
we rapidly identified ways to increase automated SR resolution from less
than 1% to approximately 5% of Solaris-related SR—which will enable us to
provide faster support to customers while reducing costs. s.
Oracle plans to leverage its big data environment to
optimize time to resolution for SRs, track average time to resolution for a
specific issue, identify which help desk engineers are especially adept at
solving that issue, and route SRs to the engineers who are most effective and
efficient in specific areas.
These are powerful success stories we can share with
customers. They need to know we put our products and solutions to work at
Oracle every day, where they are delivering proven results in a large-scale global
Just like the athletes who were promoting soccer during the World Cup, no one can promote our brand like we can. And the beauty of self-promotion in this way is that it's quite possibly the most customer-centric thing you can do. There is really no better way for us to walk in our customers' shoes than to run our business with the exact same products we deliver to those customers.