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Oracle Oracle Incentive Compensation Cloud

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

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

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

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

Oracle’s long decline in IaaS and PaaS

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

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

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

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

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

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

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

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

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

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

    Amazon’s accelerating migration from Oracle Database

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

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

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

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

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

    inspecting Oracle’s shielding counterattack

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

    “eVerge neighborhood is pleased with its bizarre music checklist of supplying imaginative cloud options that their purchasers maintain near to prognosticate from their team,” famous eVerge neighborhood President and CEO Esteban Neely. “we're pleased that Oracle has identified their commitment to excellence with these awards.”

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

    About eVerge group

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

    About Oracle OpenWorld

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

    About Oracle PartnerNetwork

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

    emblems

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


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

    Image source: The Motley Fool.

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

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

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

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

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

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Before I rotate the summon over to Brian, I want to thank their team of associates around the globe. Their dedication, enthusiasm, and ownership behavior underpin the energy of Helen of Troy, helping us achieve excellent industry results in the first half of the fiscal year. They believe they are well positioned to achieve their new, upwardly revised full-year objectives and set the stage for further progress thereafter. They continue to discern chance across outright of their strategies, including M&A. They maintain solid fiscal flexibility that allows us to deploy capital toward accretive acquisitions and potential further participate repurchases. I believe the best is yet to near for Helen of Troy, and with that, I would like to rotate the summon over to Brian.

    Brian Grass -- Chief fiscal Officer

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    The company is likewise increasing its EPS outlook. They now hope consolidated GAAP diluted EPS from continuing operations of $6.31 to $6.46 and adjusted diluted EPS from continuing operations in the scope of $7.65 to $7.90 based on estimated weighted indifferent diluted shares outstanding of 26.6 million. Their EPS outlook includes an enlarge to the expected scope of growth investments for fiscal 2019. They now hope an enlarge of 18-22% year over year compared to the previous expectation of 14-18% as they expend in the energy of fiscal 2019, support fresh product launches, and accelerate the development of digital assets to drive future growth.

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

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

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

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

    Looking at their expectations for tax, they now hope to report a GAAP effectual tax rate scope of 8.5-10.5% and an adjusted effectual tax rate scope of 8-10% for the full fiscal year 2019. please refer to the schedule entitled "Effective Tax Rate and Adjusted effectual Tax Rate" in the tables to the press release.

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

    Questions and Answers:

    Operator

    Thank you. If you would like to inquire of a question, please press *1 on your telephone keypad. If you're using a speakerphone, please originate certain your mute function is turned off to allow your signal to achieve the equipment. Once again, that is *1 for questions. We'll Go first to Bob Labick at CJS Securities.

    Robert Labick -- CJS Securities -- President

    Good morning and congratulations on another outstanding quarter.

    Julien R. Mininberg -- Chief Executive Officer and Director

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

    Robert Labick -- CJS Securities -- President

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

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

    We maintain been beating that rate, so you could boom there's a puny bit of conservatism in there, and yet, there's challenges as well, and even in fiscal '20, we'll maintain to anniversary outright the stronger growth that we're putting on the scoreboard today. So, that's a high-class problem to have, we're proud to maintain it, and in that sense, we'll maintain to hold investing to originate certain that that happens. Their pipeline looks great, not just good, and their increased distribution, fresh products that are coming out now -- outright these things that are helping us. So, I assume that's benevolent of the main fable on growth.

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

    Brian Grass -- Chief fiscal Officer

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

    Robert Labick -- CJS Securities -- President

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

    Brian Grass -- Chief fiscal Officer

    The first thing I'll bring up that they can Do is they can select a glance at sourcing changes. I assume that would be their preference in a lot of cases versus doing charge increases. We'll Do the charge increases where they absolutely need to, but sourcing changes first -- and, sourcing changes can be easier, more short-term changes, and then there are likewise ones that are harder to Do and more structural and more long-term in nature that select a longer term of time to pick up in place. We've actually already -- on the affected items -- gone through both types of sourcing changes, evaluated those, and attach into plot what they assume makes sense.

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

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    We're working on the pricing side. We're the market leader in most of their categories -- the first-mover benevolent of thing -- and, that said, consumer charge points Do matter. That wage inflation remark I mentioned before does affect what people will stretch for regardless of what the marketplace does, so, in the end, supply and require Do maintain to meet each other, and so, it's one thing to pass it on or to find efficiencies to offset, change sourcing, and the things that Brian is describing, but the consumers themselves maintain to coincide that those fresh shelf charge points -- regardless of whether they're online or in-store -- are the charge they want to pay. Otherwise, they will suspend purchase or glance for cheaper alternatives. It's the classic supply and require equation.

    Brian Grass -- Chief fiscal Officer

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

    Robert Labick -- CJS Securities -- President

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    Thanks, Bob.

    Operator

    We'll Go next to outspoken Camma at Sidoti.

    Frank Camma -- Sidoti and Company -- Analyst

    Hey, imposing morning, guys.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Good morning. How you doing?

    Frank Camma -- Sidoti and Company -- Analyst

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

    Brian Grass -- Chief fiscal Officer

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

    Frank Camma -- Sidoti and Company -- Analyst

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

    Brian Grass -- Chief fiscal Officer

    No.

    Frank Camma -- Sidoti and Company -- Analyst

    No? They can't Do that?

    Brian Grass -- Chief fiscal Officer

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

    Frank Camma -- Sidoti and Company -- Analyst

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

    Brian Grass -- Chief fiscal Officer

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

    Frank Camma -- Sidoti and Company -- Analyst

    That would benefit you, then, to some extent.

    Julien R. Mininberg -- Chief Executive Officer and Director

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

    Frank Camma -- Sidoti and Company -- Analyst

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    Yes, it's genuine that the sales will deliberate down on a year-over-year growth basis in the back half as far as they can see. There are a brace of pretty tremendous variables, unruffled and flu season being the biggest one, and terminal year was substantial. I know that's not in Housewares...

    Frank Camma -- Sidoti and Company -- Analyst

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

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

    Frank Camma -- Sidoti and Company -- Analyst

    Okay.

    Julien R. Mininberg -- Chief Executive Officer and Director

    And, again, it's a tough compare.

    Frank Camma -- Sidoti and Company -- Analyst

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

    Brian Grass -- Chief fiscal Officer

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

    Frank Camma -- Sidoti and Company -- Analyst

    Okay, that makes sense. Thanks, guys.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Thanks, Frank.

    Operator

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hi, Chris.

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

    Hi. How are you?

    Julien R. Mininberg -- Chief Executive Officer and Director

    Good. How are you doing?

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

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    Let me select the first section and I'll pass to Brian for the second part. So, on the sourcing, it's not smooth to change sourcing and noiseless maintain the same quality and capacity. There's a even of knowhow, relationships, to your point, capital investment in automation, quality assurance systems, subcomponent supplier input -- there are outright kinds of things that Go into the sourcing supply chain that you don't just pick up and pace from one day to the next. Infrastructure around extremely well-established products like humidifiers are hard to build, so it's essential to respect those supply chains. So, they don't pace them lightly and we're very careful.

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

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

    Brian Grass -- Chief fiscal Officer

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

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

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

    Brian Grass -- Chief fiscal Officer

    That includes the incremental impact.

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

    Okay, got it. By the way, thank you for the response on the change in sourcing. But, to pick up to that point, you maintain this incredibly underleveraged equipoise sheet, and I know you boom it's not burning a hollow in your pocket and you'll be very mindful about doing M&A, which is the privilege thing to do, of course, but this is certainly a huge amount of capacity to blunt some of these headwinds if you did want to glance to M&A or buy back your stock, which is noiseless undervalued on some metrics. So, how Do you assume about that? And then, I maintain one follow-up question, if I could.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Sure. So, they coincide on the matter of using the equipoise sheet. It's strategic for us; they account ourselves imposing allocators of capital. We've attach the shareholders' capital to travail productively and gotten a meaningful premium to their weighted indifferent cost of capitals, and they can assess the risk adjusted, but we're proud of their ROIC, so the equipoise sheet is a tough lever for us, and it is underleveraged, so, putting it to those two uses in that exact order -- sense M&A and buyback -- is their priority.

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

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

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

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

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

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

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

    Thanks so much for outright that.

    Julien R. Mininberg -- Chief Executive Officer and Director

    Yeah, you bet.

    Brian Grass -- Chief fiscal Officer

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

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

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

    Brian Grass -- Chief fiscal Officer

    Correct.

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

    Okay. Thanks so much.

    Operator

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hi, Linda.

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

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

    Brian Grass -- Chief fiscal Officer

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

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

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

    Brian Grass -- Chief fiscal Officer

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

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

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

    Brian Grass -- Chief fiscal Officer

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

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

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

    Brian Grass -- Chief fiscal Officer

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    It's going to depend a lot on the energy of the unruffled and flu season. So, with a timehonored seasonal assumption, I assume flat is the privilege move. With a below-average season, it could tick down a little, and with an above-average, it could tick up a little. recall likewise that to some extent, the shipments for a timehonored season maintain occurred, at least from a load-in basis, because of the timehonored purchases ahead to set those shelves as kids Go back to school and outright that. That happened during the second quarter, and a lot of that was direct import.

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

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

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

    One of the factors that affected us the most was the debilitated unruffled and flu season that preceded the one from terminal year, so a lot of the retailers were in a situation where they did not maintain the same self-possession for normalcy that they had assumed, and their thought terminal year was, "We will select less in direct import than a typical year, Helen of Troy will attach it in your warehouse, and if the require comes, we'll buy it from you and pay the higher charge for the privilege of shifting the risk from us to you." And so, what happened was exactly that.

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

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

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

    Okay, thank you very much.

    Julien R. Mininberg -- Chief Executive Officer and Director

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

    Operator

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

    Julien R. Mininberg -- Chief Executive Officer and Director

    Hey, Steve.

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

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

    Brian Grass -- Chief fiscal Officer

    It's somewhere in the low 70% range.

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

    That's exposed to the tariffs?

    Brian Grass -- Chief fiscal Officer

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

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

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

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

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

    So, I'd boom these were middle-innings benevolent of work. And, if you glance at the leadership brands, we've been at that for two or three years now, and the results talk for themselves. They're strong, and that said, I assume the best is yet to near on the pass they innovate, the pass they travail across the industry units on the matter of innovation, and even on the digital side, while we're getting very imposing at it, I would bicker that they probably could be twice as imposing at it compared to what they Do now and improve.

    So, lots noiseless coming -- this conception of building -- I'm thinking higher-hanging fruit. People might assume we've already picked the lower-hanging fruit. I guess if I had to summarize it, I'd boom we're building taller ladders inside Helen of Troy every day, training people so that they can maintain longer arms, and hiring people with longer arms. So, taller ladders and longer arms -- those fruits don't glance so elevated up at all. They're well within their reach. So, these are outright middle-innings comments. Hopefully, the best is yet to come. It's their tough belief. Hopefully, we'll terminate up a puny bit like the Red Sox against the Yankees terminal night. That was like a football score.

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

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

    Operator

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

    Julien R. Mininberg -- Chief Executive Officer and Director

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

    Operator

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

    Duration: 66 minutes

    Call participants:

    Jack Jancin -- Senior Vice President of Corporate industry Development

    Julien R. Mininberg -- Chief Executive Officer and Director

    Brian Grass -- Chief fiscal Officer

    Robert Labick -- CJS Securities -- President

    Frank Camma -- Sidoti and Company -- Analyst

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

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

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

    More HELE analysis

    This article is a transcript of this conference summon produced for The Motley Fool. While they strive for their ludicrous Best, there may be errors, omissions, or inaccuracies in this transcript. As with outright their articles, The Motley Fool does not assume any responsibility for your expend of this content, and they strongly encourage you to Do your own research, including listening to the summon yourself and reading the company's SEC filings. please discern their Terms and Conditions for additional details, including their Obligatory Capitalized Disclaimers of Liability.

    More From The Motley Fool

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


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

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

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

    Published Sunday, 5 February 2017By David Ndichu

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

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

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

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

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

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



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