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Oracle Oracle BigMachines CPQ Cloud

Oracle Buys BigMachines To Win The Cloud fight: Will Transaction increase Margins? | Real Questions and Pass4sure dumps

No outcomes found, are attempting new key phrase!BigMachines is a Chicago-primarily based enterprise most useful universal for its talents in cloud-primarily based CPQ options (it really is, configure, rate and quote cloud computing solutions) to complement Oracle's CRM offering. Or...

Oracle Continues to give a boost to Oracle CX Cloud With Oracle Configure, price, and Quote Cloud Enhancements | Real Questions and Pass4sure dumps

LAS VEGAS, NV--(Marketwired - Apr 9, 2014) - COLLABORATE 14 -- Oracle ( NYSE : ORCL )

news abstract businesses from every trade, big and small, excel by means of supplying fantastic consumer experiences throughout all customer touch features. With the acquisition of BigMachines, Oracle added a key part to its cloud-based mostly client event suite of products that manages the client lifecycle -- from lead generation and probability administration, through quoting and client service. Oracle CPQ Cloud (BigMachines) streamlines the earnings manner from inquiry to order via enabling sales personnel and companions to generate sales charges, orders and proposals rapidly and precisely -- from anywhere, on any equipment. Oracle today declares Oracle CPQ Cloud has persevered its quick tempo of innovation in building, proposing consumers with new capabilities that enrich income drive performance.

information facts

  • Oracle these days proclaims Oracle CPQ Cloud's ongoing commitment to featuring price to shoppers via new elements and enhancements.
  • With the latest unlock of Oracle CPQ Cloud, revenue specialists and companions can now entry the entire CPQ suite by means of cell drugs from any place anytime and dwell productive while on the go.
  • latest enhancements support extended integrations with Oracle revenue Cloud and, enabling automation, efficiency, and accuracy right through the earnings manner. companies with Oracle earnings Cloud and revenue drive automation equipment will recognize Oracle CPQ Cloud's potential to leverage the aforementioned options for more advantageous ease-of-use and versatile administration.
  • To additional optimize and simplify administration of the answer, Oracle CPQ Cloud delivered right here new points and enhancements:
  • components management: extra makes it possible for administrators to create advanced pricing and discounting calculations in a drag-and-drop interface, devoid of scripting or advanced guidelines.
  • Migration Rollback: Helps administrators improve from the inadvertent migration of unsuitable content material between verify and creation environments. Rollback returns the construction web site to a accepted recovery point with the touch of a button, effortlessly reducing downtime.
  • characteristic-to-feature Calls: offers implementers and directors the pliability to optimize and re-use modular scripts.
  • Re-launched Product assist: offers administrators enhanced search and collaborative facets to locate the counsel they deserve to correctly construct and retain their websites.
  • Oracle CPQ Cloud has additionally superior benchmarks and tuning for massive fees.
  • Oracle CPQ Cloud development benchmarked a 2,000 line merchandise quote and optimized probably the most regular activities users perform to complete the earnings cycle. consequently, system performance stronger up to eighty%.
  • whereas the benchmark focused colossal rates, sales forces that build smaller quotes can now appreciate a sooner, extra responsive consumer adventure, as neatly.
  • Integrating with income drive Automation offers Key advantages Oracle CPQ Cloud with ease integrates with both Oracle sales Cloud and with The integrations give right here advantages:

  • Oracle earnings Cloud: consumers of Oracle income Cloud can now easily combine their revenue drive automation device with Oracle CPQ Cloud.
  • clients will advantage from Oracle CPQ Cloud's category-leading quoting, configuration, and doc generation capabilities seamlessly integrated inside the account and opportunity administration screens of Oracle sales Cloud CRM. This cohesive answer helps sales groups more advantageous control and close deals -- for sooner and smarter selling.
  • the combination points single signal-on by way of SAML for seamless person experience and security.
  • Oracle CPQ Cloud can import and export tips from quite a lot of Oracle earnings Cloud ordinary and custom objects, disposing of the want for clients to re-key records, and making certain that revenue forecasts are at all times up to date.
  • Oracle CPQ Cloud continues to display its dedication to assist and Oracle CPQ Cloud joint customers by continuing to invest in the Oracle CPQ integration.
  • fresh Oracle CPQ Cloud enhancements encompass updates to the administrative capabilities to supply more suitable facts synchronization and decreased equipment upkeep while using the latest integration APIs.
  • Configuration Goes mobile With new facets optimized for pill gadgets, Oracle CPQ Cloud gives the following merits on-the-go:

  • Collaborative and interesting Experiences: Modeled with box income agents in mind, Oracle CPQ Cloud on the pill allows for revenue brokers to promote collaboratively and to offer an enticing and interactive customer experience via a pill machine.
  • decreased revenue Cycles: with the aid of working aspect-by-aspect with the client, a container earnings agent can quite simply configure and quote the correct products. This engagement model outcomes in stronger client purchase-in, fewer product iterations, and precise-time alternatives to present move-sells and upsells. This, in flip, ends up in a more engaged client, a quicker income technique, and elevated win quotes.
  • helping charges

  • "The addition of Oracle CPQ Cloud to Oracle CX Cloud makes it the top-quality cloud-based suite of advertising and marketing, revenue, and consumer service equipment for corporations of all types and sizes," stated Ken Volpe, Senior vp, Oracle Product building. "Oracle CPQ Cloud helps enhance client delight and revenue efficiency. Its integration into Oracle CX Cloud makes it possible for income teams to sell greater and sell quicker, from result in order, and repair via renewal."
  • "BigMachines has developed a reputation for constructing class-main CPQ solutions that support shoppers sell precisely and intelligently," talked about Christopher Shutts, Oracle vp of development, and BigMachines Co-Founder. "clients can obtain superior revenue performance and better client experiences on account of Oracle's commitment to raise funding within the innovation of the Oracle CPQ Cloud product."
  • supporting elements

    About Oracle Oracle engineers hardware and software to work together within the cloud and to your records core. For more information about Oracle ( NYSE : ORCL ), visit

    trademarks Oracle and Java are registered emblems of Oracle and/or its affiliates. other names may be emblems of their respective homeowners.

    Oracle Buys BigMachines | Real Questions and Pass4sure dumps

    Oracle Buys BigMachines

    source: Oracle company

    Oracle Corporation

    October 23, 2013 07:fifty nine ET

    adds main Configure, expense and Quote (CPQ) Cloud to the Oracle Cloud to enable Smarter promoting

    REDWOOD SHORES, CA--(Marketwired - Oct 23, 2013) - Oracle (NYSE: ORCL)

    news records

  • Oracle today introduced that it has entered into an contract to acquire BigMachines, a number one cloud-primarily based Configure, cost and Quote (CPQ) solution issuer.
  • BigMachines' CPQ Cloud hastens the conversion of earnings opportunities into revenue with the aid of automating the revenue order system with guided selling, dynamic pricing, and a simple-to-use workflow approval technique, obtainable anywhere, on any machine.
  • agencies that use revenue automation expertise often count on guide, cumbersome and disconnected techniques to transform opportunities into orders. This creates errors, provides fees, delays profits, and degrades the client experience.
  • BigMachines' CPQ cloud extends sales automation to consist of the introduction of an finest quote, which enables sales personnel to simply configure and price complicated items, choose the most excellent alternate options, promotions and deal phrases, and include up promote and renewals, all the usage of automatic workflows.
  • In mixture with Oracle's business-grade cloud solutions, including advertising, revenue, Social, Commerce and service Clouds, Oracle and BigMachines will create an conclusion-to-end smarter selling cloud solution so income personnel are extra productive, customers are greater satisfied, and companies grow income faster.
  • extra assistance on this announcement can also be discovered at
  • assisting fees

  • "The basic goals of smarter selling are to provide sales teams with the assistance, access, and insights they need to maximize earnings alternatives and execute on all phases of the earnings cycle," mentioned Thomas Kurian, government vp, Oracle building. "via including BigMachines' CPQ Cloud to the Oracle Cloud, organizations could be in a position to power extra profits and raise client satisfaction with a seamlessly integrated manner across advertising and revenue, pricing and quoting, and success and repair."
  • "BigMachines has developed main CPQ options that serve groups of all sizes across distinct industries," said David Bonnette, BigMachines' CEO. "in conjunction with Oracle, they are expecting to deliver an entire cloud answer to control earnings methods and deliver extremely good consumer experiences."
  • supporting substances

    About Oracle Oracle engineers hardware and application to work collectively within the cloud and in your statistics center. For greater counsel about Oracle (NYSE: ORCL), consult with

    logos Oracle is a registered trademark of Oracle organization and/or its affiliates. different names may be trademarks of their respective house owners.

    This document is for informational applications most effective and may now not be integrated right into a contract or contract.

    Oracle is presently reviewing the current BigMachines product roadmap and may be proposing guidance to shoppers in keeping with Oracle's ordinary product verbal exchange guidelines. Any resulting elements and timing of free up of such features as determined with the aid of Oracle's review of BigMachines' product roadmap are on the sole discretion of Oracle. All product roadmap counsel, whether communicated through BigMachines or through Oracle, does not symbolize a commitment to deliver any cloth, code, or functionality, and should no longer be relied upon in making procuring decisions. it's supposed for assistance functions best, and might now not be incorporated into any contract.

    For a much better journey the usage of this web site, please upgrade to a latest web browser.

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    No result found, try new keyword!Investment Thesis I believe that PROS Holdings (PRO), a software-as-a-service (SAAS ... it lacks vertical cloud offering that for example SteelBricks now have as they were acquired by Salesforce (or B...

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    Why has Quote-to-Cash (Q2C) Become Exceptionally Hard and Why Salesforce and SAP are after it? | real questions and Pass4sure dumps

    Enterprises across all industry verticals have following urgent requirements:
  • Transition to subscriptions,
  • Ability to offer new sales bundles in hours & not weeks turnaround, and
  • Enable B2B self-service eCommerce (think Amazon-like buying experience for enterprise products).
  • Unfortunately, existing products in Q2C workflow have failed to meet any of the above requirements for enterprises (for mid-market, there are some point solutions though).

    Here’s a quick summary on what’s broken based on my conversations:

    Summary of Problems

  • Outdated and incompatible product catalog across CRM/CPQ/Billing/ERP leading to data duplication and lot of complicated integration work across the stack
  • Broken APIs
  • Sandbox to Production deployment is a nightmare
  • Complex approval workflows
  • Unfriendly UX across the board whether customer, channel or employee facing
  • No mobile-centric experience
  • Inherent lack of scalability in both CPQ and Billing solutions
  • Inflexible and inextensible systems leading to longer implementation times (usually in several months, often couple of years).
  • Usage-based billing doesn’t work
  • Hardware + subscription on same quote usually doesn’t work
  • Subscription amendments and later renewals are challenging
  • Analytics/reporting is weak/complex and non-actionable
  • Issues with multi-year contracts
  • Dynamic bundling is not supported
  • Dynamic pricing is not supported
  • No one is providing intelligence around the transaction data (that goes through Q2C process) to help in future sales
  • No multiple language support … Salesforce requires APEX, Oracle CPQ has BML. Side affect: Lack of availability of inexpensive talent to maintain such products
  • Why has Q2C become a complex problem & why has no one been able to fix it meaningfully? Assumption around “SKUs” (one-time sale)

    Biggest change in last few years is around the customer expectation to “subscribe” to products/services instead of right-out purchase. This migration from one-time selling of SKUs to subscriptions is the primary reason behind why traditional Q2C products are failing.

  • For SKUs, information flow has largely been one-way i.e., from CRM to ERP with some reconciliation happening from ERP to CRM. Subscriptions have caused this flow to turn on its head as now orders are not final; amendments are the new norm i.e., adding/deleting/modifying subscription post-purchase. This requires ERP and CRM to communicate closely and often. However, these systems were not designed for such communication. Even simple data in/out is painful with each much less a well-oiled bi-directional data flow.
  • Underlying data model for product / pricing catalog was not designed for SKUs and not subscriptions. SKUs fundamentally represent a “fixed” product/service, there is no variability. On the other hand, subscriptions by definition have a term associated (6 month, 12 month etc.) and pricing / discounting will depend on the term. Furthermore, subscriptions are also priced based on # users which the end customer may vary over the liftetime of the subscription. Traditional product catalogs are not designed to handle this flexibility. To address this issue with current systems, enterprises are forced to create additional SKUs to handle every permutation leading to bizarre SKU proliferation (1000s of SKUs) which unnecessarily complicates everyone’s life (sales person, channel sales, marketing, accounting, and even the customer)
  • Changing ERP/CRM systems and product catalogs is a fundamental design change and is certainly not an add-on feature.

    Assumed traditional / channel selling only
  • CRMs were designed for 1000s of accounts not millions of accounts/data points; consequently even basic scaling/performance requirements are unmet. I was told that Salesforce CPQ cannot handle quotes of more than 200 lines so the quote needs to be divided into multiple quotes (Salesforce experts can recall dreaded “governor” limits. Now, any PaaS system will have checks and balances around resource consumption (e.g., here is Google App Engine’s) but it seems that the way it is done in Salesforce imposes basic restrictions e.g., one can only query 100 SQL records per transaction,.. not 1M, 100K or even 10K… it is 100!). A larger point is that for new-age enterprises like Airbnb, Lyft, Uber, DoorDash etc. which count their customers/merchants in millions, none of the existing CRMs (and even CPQ/Billing/ERP systems) will work and from what I have been told each is working on their own version of these systems. In fact, this opens a very interesting startup opportunity to build massively scalable, user-friendly, cloud-based CRM etc. systems that can be used by next-gen enterprises. Even better, why not build a generic infrastructure enterprise IT layer that can run on top of any public cloud on top of which apps like CRM, CPQ, Billing, ERP etc. can be run. Now, enterprises don’t need to maintain a separate CRM/ERP or even HR IT stack… all enterprise resources (whether people or assets) are represented in this one single stack which will make the job of IT hugely simplified as no data transformations would be needed). More on this in a later post.
  • Downstream CPQ systems work off of a CRM “opportunity” only. This means if you are offering your products/services to be sold online directly, CPQ won’t work as the website user is not a CRM lead. This forces enterprises to build and manage two parallel Q2C workflows (one for direct-sales and another for self-serve).
  • Guided selling is limited to manual mp;A rather than auto-context-drive (customer, country, vertical) or prior purchase history.
  • Consumer concepts of UX, mobile-centricity were largely ignored.
  • Guts of the IT systems were designed for low-volume/high-dollar (direct/channel sales) and not for high-volume/low-dollar transactions (self-serve) which is majority business for increasingly large number of SaaS companies and long tail for others.
  • Fixing these issues is not a bolt-on feature fix-it, instead it requires a thought through software design from day 1.

    Mid-market focus
  • It appears that all CPQ/Subscription Billing vendors took a mid-market approach early on (startups often do that for score early wins). Here’s the disastrous side-effect though — enterprise use-cases are not accounted for in these designs resulting in extremely inflexible systems with poor scalability, dysfunctional APIs, broken reporting etc. This is one consistent feedback I heard across all vendors — they are not “enterprise-ready”.
  • Existing products were created more than 10 years back (even Zuora is 11 yrs old) and most, if not all, seem to be running on an outdated software architecture. Artifacts of old architecture are — lack of scaling/performance, weak APIs, data in/out hard, restriction on programming language support, underlying systems that don’t scale (Salesforce and since practically all CPQ systems run on platform they inherit the same limitations). Several companies mentioned that the cost of Salesforce sandbox environment is also very pricey.
  • Re-architecting the core-engine is essentially creating a new product.

    In my interviews, consistent feedback was that Q2C products need to provide 60–70% expected functionality out-of-the-box while the rest (customization) will be done by customer themselves as long as it can be done easily which seems to be not possible by current tools.

    Ok, but still existing vendors must be doing something. What’s that?

    Either adding bolt-on products or doing acquisitions — Apttus did CPQ first, Billing later. Zuora did Billing first, CPQ later (in process). SAP acquired Billing first then CPQ (CallidusCloud, $2.4B, Jan 2018). Salesforce acquired CPQ (Steelbrick, $360M, Dec 2015) which in turn had acquired a billing vendor earlier.

    All of these approaches seem to failing as the fundamental issue is not putting all products under one price list but in providing a true “integrated” product with enterprise-class design around handling subscriptions. None of the vendors seem to have that.

    The multiple-product approach (whether in-house or through acquisition) introduces immense bottlenecks in data flow requiring painful data translations resulting in brittle connections & never-ending maintenance.

    How are enterprises dealing with this now?

    They are forced to do either of following:

  • Buy existing products and hire an army of System Integrators to somehow make the products work together by undertaking complex integrations — roughly 10–20% of such implementations simply fail, others that succeed end up creating brittle connections so that change management is a huge pain (both time & $$$) and agility is completely lost. One company spent $300M (!) on CPQ transformation project with less than satisfactory outcome. General average tends to be in 10s of millions of dollars (this includes license cost, implementation cost and ongoing maintenance).
  • Build own tools — Everyone from the bigwigs to medium enterprises know that it is not a long-term strategy (creating and maintaining systems like CPQ/Billing is a complex undertaking and early benefits quickly overtaken by long-term maintenance costs, lack of product direction, budget cuts etc.). In my conversations I came across 4 companies who have undertaken those efforts and with all of them (except one where it was CTO’s idea) were forced to do it — their point was if they will have to spend huge money on SIs anyway, why not pour that money in internal development and control their own fate. There could be some kingdom building situation but as a matter of fact all of these tools were struggling and IT leaders were looking for a good external alternative (though none is available).
  • What’s the fix?

    After having several of these conversations, some patterns started emerging and here are my thoughts on a product/system that I think can potentially solve the problems:

  • First and foremost, Pricing engine, Product catalog & Subscriptions need to be in ONE SYSTEM. Traditional way of putting Pricing and Catalog in CPQ and Billing in ERP separately worked well for SKU-based ordering or one-time orders. With subscriptions, “order” is not a terminal entity, instead it lives on with amendments. Best way to handle that is by combining subscription handling (quoting, billing, amendments, renewals), product catalog and pricing in one system.
  • Second, think Enterprise-architecture Day 1. That means building a platform vs an application. Make data in/out extremely easy, provide home-grown rock-solid connectors to popular CRM/ERP solutions, focus on UX, easy extensibility, mobile-centric, run on independent cloud instead of (limits scalability, performance, even AI options).
  • Third, cater to self-serve — future of enterprise selling: Provide an Amazon/Atlassian like buying experience to other enterprises whose customers are increasingly smart buyers. This will unlock new and previously untapped revenue opportunities for enterprises and could be a real game changer. According to Forrester, 74% of B2B buyers prefer to buy online vs through channel.
  • Fourth, put data science / ML to good use. Q2C workflow sees financial / customer / machine data — perfect place to apply ML driving up-sells, cross-sells, renewals. e.g., “60% customers like you bought this”. Also, how about tying product usage directly to customer portal to drive auto-upsell notification — “You are ready for an upgrade.”
  • Fifth, rethink customer success: How about tying revenue to a successful implementation instead of just initial sale. It may seem like a risky approach, but given that Q2C drives customers’ revenue/profitability, if a lot of value is created for the customer, it will be a huge a win-win proposition and a ton of money can be made to the extent that’s never been seen before in enterprise software.
  • Enter… Enterprise Monetization Platform Benefit
  • No need to buy & manage separate Billing and CPQ products (Do Subscription quoting, billing, renewals, amendments in ONE Platform).
  • Usage-based Billing Support
  • CPQ interface (web + mobile) that sales will LOVE to use. CPQ product primary purpose is to help sales folks close deal as fast as possible but most, if not all, CPQ solutions just automate selling process without making it easier/smarter. (I am reminded of a book “Don’t make me think” by Steve Krug).
  • Provision new sales bundles in matter of hours not weeks
  • Ability to create dynamic bundles (finally no SKU proliferation!)
  • Combine hardware and software on one quote
  • Subscription amendments are so easy that they can be self-served as well!
  • Go-live in < 1 month (post requirements gathering)
  • Summary

    Classic ERP and CRM systems that were designed decades ago around concepts of one-time order, rigid catalogs, inflexible pricing, direct/channel sales only (not self-serve) and closed systems are increasingly becoming irrelevant for enterprises that are obsessed about being agile and customer-centric.

    In short, existing CRM and ERP systems are failing systems of records, unimpressive systems of engagement & non-existing systems of intelligence.

    There is a super massive opportunity around re-imagining & re-building these systems & deliver an experience and not just a tool.

    Addendum Best independent writing I found on this subject:

    The Future of Quote-to-Cash (Q2C) and the Commerce Cloud: Top Ten Strategies for SaaS Companies by Anandan (AJ), 2016. (I even met AJ in person subsequently).

    Analyst Reports
  • Gartner MQ 2018 for CPQ (provide info to download free copy from CloudSense)
  • Forrester Wave CPQ Q1 2017 (provide info to download free copy from Apttus)
  • Market

    CPQ/ Billing is part of overall $42.14B CERM (Customer Experience & Relationship Management) market. Source: Gartner.

    CPQ Market: $1.2B (est. 2018). CAGR 20% through 2020.

    Subscription Billing: $2.7B (est. 2018). CAGR 35% through 2022.

    I think the market is much bigger since penetration of professional CPQ/Billing solutions is low (vs home grown or point solutions). One proxy for this data is # of customers for CPQ vendors (these are all in Gartner MQ)

    Apttus — 300, Oracle BigMachines — 500, FPX — 62, Accenture — 25, Vendavo — 60

    If they were to extrapolate the numbers to lets 5x of above, they get 5000 customers. By comparison, Salesforce CRM is deployed in more than 150K organizations. Moreover, enterprise subscription market is very nascent at this stage and both markets will have a healthy double digit growth through next 5 years so that overall market opportunity is close to $10B.

    M&A (by date)
  • $1B-$2B estimated, Apttus majority stake by PE firm Thoma Bravo, Sep 2018
  • $2.4B SAP acquired CallidusCloud (CPQ), Jan 2018
  • $303M Salesforce acquired Steelbrick (CPQ), Dec 2015
  • $400M Oracle acquired BigMachines (CPQ), 2013

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