1. Copyright © 2015, Oracle and/or its affiliates. All rights reserved.
Ready for the cloud – Developing
SaaS ROI and roadmap
Ayman K. Eid, Director Customer Strategy and Insight
November, 2015

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Where is the Value?
What drives Benefits?
How can the value be maximized?
How to estimate the value?

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Cloud Implementations Have a Wide Impact
33
Source: 2014 KPMG Cloud Survey Report
66%
66%
67%
67%
68%
70%
72%
73%
Replace Legacy Systems
Introduce New Features / Functions
Rapidly Deploy New Solutions
Enhanced Interaction w/ Constituents
Better Integrate Systems
Reduce Costs
Improve Levels of Service Automation
Improve Business Performance
Reported Mobile Cloud BenefitsCloud Implementation Successes
48%54% 44%
Higher Employee
Satisfaction
Increased
Productivity
Gained
Competitive
Advantage

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Besides IT Costs, Agility, Business Innovation and User
Adoption Are Cloud Specific Benefits Types
44
Lower IT Total Cost of
Ownership
Agility
Innovation & New
Business Models
Enablement
User Adoption

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Lower IT Total Cost of
Ownership
Agility
Innovation & New
Business Models
Enablement
User Adoption

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Total Cost Impact Is Driven by More Than Infrastructure
Savings
Source: Oracle Insight analysis
Software
Licenses
Maintenance
& Support
Implementation &
Customization
Infrastructure
Visible
SW
Subscription
ON-PREMISE ORACLE CLOUD
Underlying
Upgrades
Training
Apply patches
Upgrade
Downtime
Rewrite customizations
Rewrite Integrations
Performance Tuning Rewrite customizations
Rewrite Integrations$
$
Training
Implementation &
Customization
$
$

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Which Explains Why Cloud based Deployments Reduce
Substantially the Total Cost of Ownership
Company
Current
System
Proposed
System
Estimated
TCO Benefits 58%first five years
vs. on-premise
Fashion/Homeware
Retailer
29%first three
years vs. on-premise
Consulting
Organization
32%first five years
vs. on-premise
European Telecom
Consolidated ERP
Oracle Fusion Financials
Source: Oracle Insight Engagements

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Lower IT Total Cost of
Ownership
Agility
Innovation & New
Business Models
Enablement
User Adoption

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Longer Decision Cycles, Time to Implement and Time
to Adopt Latest Release Limit Agility
2012
2013
2014
2015
2016
Budget/Select
Implement 1.0
Develop 1.0
On Premise Cycle
Develop 2.0
Number of Guest Staying With
airbnb Hosts During the Summer
New Business Models Cycle

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And With Customer Expectations Rapidly Increasing, Time
to Deliver Has Become a Non Available Luxury
10
• Customer needs have grown more sophisticated
demanding a tailored servicing anchored in expertise
about their problems
• Customers expect providers to help solve their
business problems quickly and on the first shot and
measure value based on outcomes, not necessarily the
lowest price
• Customers have become more experienced with
technology, competition and disciplined processes
• Customers are less loyal because they’re wary of being
locked into anything
Social | Mobile | Y-gen | Self Discovery | Buying
| Learning | Targets | Choice | Value |
Expectation | Information
Who are We Servicing To Today? Expectations of the ‘Empowered Customers’
EMPOWERED CUSTOMERS!
Source: Oracle Insight Analysis

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Cloud Solutions Offer a Means for Increasing Business
Agility Through Reduced Complexity
11
Business Agility
 Agility is enabled by a reduction in business
complexity
 Harvard Business Review (HBR) studied Business
Agility in the Cloud and according to its survey
– Business agility leads the list of drivers for adopting
cloud computing, with it the primary reason for
pursuing cloud for 32% of respondents
– In addition, the ability to scale up and down in
response to variations in business demand (13%)
 Cloud enthusiasts are much more likely than others to
name business agility as their primary driver (41% vs.
32% of moderates and 18% of the cautious)
 Those enthusiasts are more likely to have entered a
new market in the past three years (49% compared
with 35% of moderates and 36% of cautious) or to
have been part of a merger or acquisition (49% vs.
29% and 31%)
Source: Business Agility in the Cloud - HBR
Business Value from Cloud
Where are you seeing the greatest business value from your company’s use
of Cloud? [select up to three]
Faster rollout of new business initiatives to exploit new opportunities
New ways for employees to work, connect and collaborate
Simplification of internal operations (ex: HR, CRM)
Better delivery of internal resources (ex: Web hosting, storage)
Improved ability to acquire, share, analyze and act on data (including "Big" data)
37%
33%
31%
23%
23%

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MakeMyTrip Coped With Growth By Deploying a
Service Cloud Platform To Serve All Business Units
Challenge
•47% of India’s online travel
bookings and offline services,
through call centers, retail
outlets, franchised agencies
• Going through M&A activity
• Losing revenue due to
customer service cycle time
•Multiple systems and ad-hoc
processes for customer service
Benefits
Solution
• Oracle Cloud Service (multiple components)
• Provides agents with a 360-degree view of customer information;
enables personalized service, directs leads to appropriate agents;
• Reduced call-handling time by 50%; Increased conversion rate; Easily
deploy new services in one week instead of months
• Open architecture ensures seamless integration across channels
• 6 Months deployment time
Agility

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Land Registry Cloud Based Capabilities Eliminated Multiple
Legacies While Moving Closer to a Digital Platform
Challenge
•British government agency that
registers land and property
• 3,984 employees with revenue
of US$567 million
•Become customer-centric
•Gain understanding of customer
•Drive a shift to electronic
channels in line with UK agenda
to move to a digital platform
Benefits
Solution
• Oracle RightNow Dynamic Agent Desktop Cloud Service and Analytics
Cloud Service
• Replaced multiple legacy systems with single multichannel system
• 98% customer satisfaction
• Quickly reduced Inquiries received by telephone from 85% to 79%
• Replaced legacy systems for more than 3,000 employees to deliver
improved services to distinct customer groups and to organizations
Agility

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Lack of Agility Has a Clear Cost for Companies
Longer Time to
Value
Under
Achievement of
Benefits
Missed
Opportunities
Quantifiable Estimate Qualitative

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Lower IT Total Cost of
Ownership
Agility
Innovation & New
Business Models
Enablement
User Adoption

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Ongoing Global Factors & Technology Are Driving the Need
to Bring Innovation Into Legacy Systems
16
Source: Oracle Insight Research
16
GLOBALIZATION
9 Billion
Internet Devices
in 2012
50 Billion
by 2020
DATA
EXPLOSION
90%
Created within
Last Two Years
50X Growth
by 2020
RISE OF
MOBILITY
6 Billion
Mobile Subscribers
87% of
World‘s Population
Mobile Data
Growing 78% CAGR
SOCIAL
IS BUSINESS
Consumers Driving
Experience
MODERNIZE TO
SURVIVE
Lots of 20 year-old
Legacy Applications
26% Post negative
comments
86% Now stop doing
business
94% pay more for
great experience

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Human Capital Management is a Back Office Function That
Is Heavily Impacted by These Factors Driving SaaS Adoption
17
Source: The 9 Hottest Trends In HR Technology ... And Many Are Disruptive – Josh Bersin; Towers Watson Survey
Need for ‘Systems of Engagement’ rather than
‘Systems of Record’
Mobile as the Platform – ‘Taps’ replacing ‘Clicks’
Use of powerful Talent Analytics for intelligent HR
decisions
Social disruption

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Social, Collaboration and Mobile Capabilities Are Pervasive
Across Many Different Areas
18
Human Capital
Management Customer Experience Finance
• 8 out of 10 employers have
successfully hired a candidate
through social media
• 93% of recruiters will review the
candidate social profile before
making a hiring decision
• 55% have reconsidered the
candidate
• Companies using enterprise
social collaboration have 2½
times higher Year on Year sales
quota attainment than non-
collaborators
• 74%+ of buyers conduct
research on the internet before
they even contact a company for
the 1st time
• And 57% of these buyers are
going through the buying
process entirely on their own
“It’s about moving information
out of the office and on to the
street. Without the cloud,
mobile would be a difficult-to-
manage platform and very
inflexible.”
Otto Kroboth Palmer, Chief
Financial Officer, Grupo Fármacos

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Delaware Life Brought Innovation to the Finance Function
While Focusing More Resources in Core Business Areas
Challenge
•Life Insurance company with
over $1 billion revenue
•After M&A activity needed to
unify systems to support finance
and procurement
•Centralized core data needed
for regulatory and management
reporting to support the
expansion of insurance product
offerings
Benefits
Solution
• Oracle Financials, Procurement and Budgeting Cloud Service
• Consolidated data and expanded visibility across US operations to
enable a more timely and accurate view of the company’s financial
position, even while running millions of lines of data on a daily basis
• Ensured real-time regulatory and management reporting
• Focused IT resources on core life and annuities insurance business
• Mobile functionality for invoicing, imaging, scanning, approving,…
• Implemented on budget in 6 months
InnovationAgility

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How do I Estimate the Value of Innovation? Assess the
Impact Modern Technologies Can Bring
Mobility Analytics Social … More

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Lower IT Total Cost of
Ownership
Agility
Innovation & New
Business Models
Enablement
User Adoption

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Modern User Interfaces, In Any Device, With Collaboration
and Embedded Analytics Drive User Adoption
• 10 percent of tasks that 90 percent of
people are doing 90 percent of the time
• Role-base, In Content Business
Intelligence at point of decision
• Built-in social and collaboration
capabilities
• Push for no training or self training only
• Enabled adaptive and contextual
personalization

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Full and Fast Adoption of a Cloud Based Recruitment
Solution at Acciona
Challenge
• Acciona is a $6 Billion
Construction and Infrastructure
provider
• Offices across 30 countries and
34,000 employees
• Using an outdated, locally
focused recruitment software to
manage over 5,000 applications
per month
Benefits
Solution
• Global implementation of Oracle Taleo Recruiting Cloud Service
• automated communications with candidates; Providing social
integration and assessing candidates social profiles
• 15,000 personalized notifications each month to active candidates
• Application completion rate from 70% to more than 95%
• Achieved full adoption by HR staff in one month
• Deployed in 3 Months
• Reduced recruitment time and costs by 25% and 30%
User AdoptionAgility

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Lower IT Total Cost of
Ownership
Agility
Innovation & New
Business Models
Enablement
User Adoption
1. Identify processes with the highest number of users and beneficiaries
2. Assess the value of innovative capabilities
3. Rate the importance of usability for the process
4. Determine what will be required to achieve similar improvements with your
existing solution
5. Evaluate whether the process has a disproportionate impact on infrastructure
costs
6. Consider the real impact of “white spaces” in your digitalization journey
2424
Based on Key Cloud Differentiators You can Follow a 6 Steps
Process to Identify High Value Areas

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APPLICATION. PLATFORM.
INFRASTRUCTURE.
ORACLE SERVICES:
OUR MISSION IS CUSTOMER SUCCESS