Insert Picture Here Siebel On Premise To CRM

<Insert Picture Here> Siebel On Premise To CRM On Demand Migration January 19, 2010 Laurie Coleman, Senior Solution Architect – Oracle Consulting

Today’s Agenda • • Background Overview of Migration Approach Leading Practices for Success Wrap Up/Q & A

Background

Oracle Consulting Snapshot Proven CRM Practitioners • Dedicated CRM Practice • 11, 000+ Consultants Worldwide • 24 X 7 Follow-the-Sun Operations • Offshore Delivery Arm • Strong Industry Expertise • 60 of the Fortune 100 as customers • 20 Million+ End Users Enabled Daily • Operating in 145 countries

Oracle Consulting in the Marketplace Unrivaled CRM Expertise Average Years of CRM Expertise 5+ Number of CRM Consulting Engagements 5, 500+ Number of Customers Served 4, 000+ Number of Live Users Supported Number of Engagements in Past 12 Months 4. 2 Million 100+

On Premise to On Demand Migration • The intent of this presentation is to provide an overview of the ‘On Premise To On Demand Migration’ Approach • This presentation will also provide a high level summary of the tasks required to perform a one time migration from Oracle CRM On Premise to On Demand CRM. • This presentation will also provide some leading practices for ensuring success with your migration project. • Specific tasks and level of effort will be influenced by the specific configuration of both systems in the customer environment, external business drivers, and other technical integrations present at time of migration and are therefore not included in this presentation.

On Premise to On Demand Migration Ease of Migration • Comparable schemas facilitates migration • CRM On Demand schema is subset of Siebel 8. 0 Schema • Out-of-the-box On Premise objects are easily mapped into On Demand database • Pre-built migration tools expedite process • EIM data migration utility in On Premise can generate a flat file in CSV format that is compatible with CRM On Demand data import utility • Mappings in EIM data migration utility and On Demand Data import utility can be modified to accommodate configuration changes • Migration utilities are bi-directional • CRM On Premise deployments can be migrated to CRM On Demand visa versa

Common Platform Simplifies Migration On Demand Siebel 8 User Interface Browser Siebel Active. X Client Browser • On Demand schema is a subset of Siebel 8 • Common object manager • Common Oracle BI engine Web Server Web SWE Server Extensions J 2 EE Apps on App Server Database Logic Siebel Web Engine Object Manager Siebel DB Schema S 8 and SOD S 8 only Common Core Architecture OD Extensions Oracle BI DW DW SOD only Object Manager Siebel DB Schema Even Greater Affinity Over Time • On Demand adopting vertical functional extensions • Siebel 8 adopting much of On Demand UI paradigm • Standardized UI minimizes training between applications • Common schema simplifies exchange/migration of data • Common OM/BI facilitates business process orchestration

On Premise to On Demand Migration Considerations • Before beginning a migration several items should be considered including: • Application functionality, • Technology compatibility • Operational and support availability • Most organizations begin with a critical assessment of the features, capabilities and enhancements to assess the value to be gained through investment of time and resources in this effort. • Change management including development of training and communication plans is a critical component of the process to ensure that the project obtains optimal user adoption as it is deployed.

Migration Approach

On Premise to On Demand Migration 4 Critical Steps 1. Assessment – Assess the current hardware & software environment, customizations, extensions, modifications, localizations, and any interfaces and provide recommendations to eliminate customizations using standard functionality. 2. Strategy Development – Develop the overall migration strategy. This process will include developing project vision, project management approach, methodology, instance strategy, testing strategy, and backup and recovery strategy. 3. Functional Planning – Develop the overall migration project functional impact, user communication, training, change management, and risk mitigation plan. 4. Functional Migration – Understand the current customizations required and functionalities to be incorporated as part of the On Demand Application.

On Premise to On Demand Migration Detailed Approach 1. Prepare – Review the On Premise Environment • IDENTIFY: • entities and process element types to be migrated into new environment • data that needs to be exported into csv files • reports which will be generated in new environment. • Features and/or functionality that does not exist in CRM OD • Integration points that will need to migrated and integration approach • DOCUMENT: • multi currency, multi country, multi org details along while capturing information about user access, roles, position and responsibilities • workflow, assignment and other business process automation that need to be migrated to On Demand • field validations, and configuration customization that should move to new environment. • Integration design including: volume, frequency and method for each point • custom fields, screens and views • Report layouts and designs

On Premise to On Demand Migration Detailed Approach 2. Map – On Premise functionality to the On Demand Solution • • • Map On Demand record types to On Premise entities and create custom objects, and custom fields if needed Map workflow, assignment rules and other business process automation requirement through On Demand capabilities to achieve same objectives. Map On Premise Reports to CRM OD out-of-the-box reports 3. Configure- On Demand Solution • Configure the currency, geography, group, team, user access and roles. • Configure Book Of Business, if required. • Configure Out-of-Box fields to map data points from On Premise. If needed use advanced field management and custom fields • Modify inbound integration to match new environment and develop new outbound WS integrations • Modify Pre-built reports or develop new custom ones 4. Import data into On Demand environment • Map On. Premise data fields to CRM On. Demand data fields • Evaluate volume of data by record type and number of fields per object for initial data load. • Evaluate Quality of Data • Determine best approach to loading each record type (Import Wizard, Data Loader, Web Services)

Deployment Data Migration Customer Environment Siebel Enterprise Oracle Hosting Environment EIM Data Migration Utility Object Extract Object Import Utility Cleanse & Transform Oracle CRM On. Demand

Leading Practices

We have found from our experience that issues faced by Front Office projects range across 5 key areas¹ Sources of CRM Implementation Issues * Strategy Technology 21% Process 19% 17% 21% 22% Governance “The most critical success factors for implementing CRM are managing expectations, knowing the scope, choosing the right approach, focusing on end users, understanding your sponsors and balancing customizations to the software. ” -B. Eisenfeld, Gartner Research Note: “Critical Success Factors for Implementing CRM, ” June 2004 User Adoption/ People ¹ Determined from Siebel Systems analysis of customer projects where expected business results were not fully achieved 2001 -2004

Leading Practices are Based on the Most Successful Implementations and Lessons Learned STRATEGY GOVERNANCE PEOPLE PROCESS TECHNOLOGY § Vision § Objectives § Value & Metrics § Customer Experience § Organizational Alignment § Governance Structure § Principles § Executive Sponsorship § Business Assurance § Project Management § Organization Design § Training § Communication § User Value § Measurement & Reward § Support & User Feedback § Business Alignment § Measurement § Process Improvement § Data Quality § Documentation § § IT Strategy Development Infrastructure & Security Functionality & Usability § Data & System Integration § Testing & Performance § Operations

Importance of Oracle Best Practice Strategy Must be defined and understood in order to enable effective… Governance Ensures that business goals are enabled by effective and standardized… Process For processes to be effective and achieve business goals the organization must train and communicate with its… People System use and acceptance is contingent on user understanding of business goals that are executed in process and enabled by… Technology/Usability

Strategy Must Define the Goals of the Transformation STRATEGY Critical Success Factors ü Identify key business goals, drivers and metrics for success “A CRM strategy states how to turn a customer base into an intangible asset for market valuations. Via operational feedback, it should evolve to integrate enterprise activity around customer targets” Gartner Group ü Establish a clear, realistic vision and share throughout the organization ü Define the expected business value to be created and metrics to track achievements ü Document the desired customer experience for each customer segment ü Define and implement the enterprise management structure needed to reach the target operational state

The Strategy Must be Aligned to the Vision STRATEGY Good Practice Examples Bad Practice Examples Ø Up selling and cross selling incorporated as part of customer service strategy Ø Sometimes the vision can get lost particularly with change of sponsor Ø Key business goals, drivers, and metrics communicated throughout the organization Ø Poor expectation management Ø Hierarchy of metrics. Metrics at corporate level supported by related metrics for each group Ø Organization changed to focus on the customer Ø Customer experienced defined Ø Incentives for customers to use specific channels Ø Some projects have no metrics in place to measure ROI. Others have identified metrics but have not tracked them Ø Organizations structured around product lines find it difficult to cross sell and up sell effectively Ø Different projects for each channel – web, call centre Ø IT Driven projects that do not align with business strategy

Governance Requires Personal Investment from Senior Management Governance Critical Success Factors ü Establish and follow principles of governance "CRM initiatives must be lead by business executives who own and manage the customer facing processes that impact organisational success metrics” Forrester CRM Best Practice Dec ‘ 05 ü Formalise appropriate governance bodies with accountability for achieving the goals ü Quantify, assign and track objectives with consequences for success or failure ü Ensure executive leadership is active, visible and engaged. It is not spectatorship. ü Base program management on effective and disciplined methodologies

Leading Practice Example: Governance Principles as Defined by one Customer for their Project Governance Principles ü Out of the box first, then improve v Limit configuration until we have experience ü Speed is King - Broad before Deep v Implementing quickly across multiple channels is more important to the company than deep function in each channel v Not all functions of legacy systems must be replaced before they are retired ü Agreement on changes must be reached at web speed v Specific targets for decision speed ü All changes must be good for the company but no change is going to be good for everyone v No requirement to benefit businesses equally ü Everyone, even though not specifically consulted, must support the agreed-to changes v Consultation required only to come to the right decision, not for democratic voting ü Applications must give the end user value (all audiences) ü Discipline in execution is expected from the program and the business

There is Little Value without Superior Adoption People Critical Success Factors ü Create real user value for each user audience “Significant ROI metrics can only be supported by fundamental changes in the way people view their tasks and the way they function in their work. This can’t occur unless users, agents, mid-level managers and executives see to it that the system is used as it was intended. ” Daryl Conner Realization vs Installation © Connor Partners ü Ensure that user involvement is an active, closed loop process ü Deliver tailored training that reflects business processes and communicate regularly ü Align measurement and reward to the overall business goals and processes ü Communicate realistic expectations from the management team on the value for adopting new processes and tools ü Build a User Adoption Plan

If there is Nothing in it for the Users, Achieving High Returns for the Business is Unlikely Good Practice Examples People Ø Proactive Communication targeted to all impacted groups Ø Role based training delivered just prior to rollout Ø Rewards for the behaviour you want to achieve. For example, rewards for achieving cross sell targets Ø Managers use the application Ø Floor walkers provide support during early stages of go live Bad Practice Examples Ø Without a change management program, staff are likely to work in the same way as before Ø Conflicting objectives: expectation of reduced call handling times but agents expected to collect more data Ø Over reliance on cascade communication – it’s not always effective or successful Ø Empowered Super users Ø Lack of training and guidance on how to work with the new application and processes Ø Business support provided in addition to technical support Ø Lack of support skills and resources

Leading Practice Example: Here is how one customer defined changes they wanted to make to their culture Cultural Barriers People Winning Behaviors Ø Turf Issues Ø Customer/Market Oriented, Externally Focused Ø Hierarchical Leadership Ø Defined Repeatable Processes Ø Task Oriented Internally Focused Ø Empowering Leadership Ø Short Term Bottom Line Driven Ø Teamwork and Mutual Support Ø Resistance to Change Ø Open, Honest Communications Ø Rigid Policies and Rules Ø Long Term, Quality Service and Excellence Ø Entitlement Driven Ø Artisan Based Processes Ø Hidden Agenda, Lack of Openness Ø Interdependence Ø Continuous Learning and Knowledge development Ø Flexible, Fluid and Rapid response Ø Opportunity Oriented

Efficient Processes Aligned to a Businesses Strategy Take a Business Where it Wants to Go – Fast Process Critical Success Factors ü Adopt out-of-the-box standard processes ü Articulate data quality standards and accountability in process design and documentation ü Pursue process leadership - Best practice continually resets targets and refines processes ü Establish baseline metrics to track impact of process improvements ü Write documentation in easy to understand language that reflects the business process

The Alignment of Processes to a Businesses Strategy Enables Effective Execution Good Practice Examples Process Bad Practice Examples Ø Start with the basics and take small steps Ø Old inefficient processes recreated in new application Ø Migration of specific back office processes to front office Ø Opportunity to streamline processes not taken because of reluctance to change Ø Exploitation of workflow Ø Business process documentation available to all on-line Ø Some customers have wonderful strategies but then carry on working the way they always have Ø Data ownership agreed and documented. Data quality guidelines established and followed Ø No strategy or process to track the customer’s experience Ø Individual targets aligned with corporate goals Ø Customer satisfaction is measured Ø Process documentation not detailed enough or is based on technical documentation

Employ Disciplined Technology Management to Gain Advantage from Packaged Application Functionality Technology Critical Success Factors ü Avoid unnecessary complexity - Keep configuration to the minimum needed to achieve business goals ü Include data concurrency, performance and data ownership/quality requirements in the designs “Follow a realistic pace for rollout” Forrester CRM Best Practice Dec ‘ 05 ü Allocate sufficient budget and time for testing – user, system, performance and integration ü Set performance measures (KPI’s) for key transactions ü Staff project team with certified resources and ensure appropriate skills are in place

The Real Judges of Functionality and Usability are the People who use the Application Good Practice Examples Technology Bad Practice Examples Ø End users involved throughout the project Ø Unnecessary configuration and failure to leverage out-of-the-box functionality increases cost (TCO) Ø Project team staffed with a mix of certified personnel and individuals with large scale enterprise deployment skills Ø No proper capacity planning for infrastructure or scaling for expected growth Ø Investment in infrastructure Ø Focus on key functions that add user value. For example, lead routing and service level alerts Ø Integration where it provides value to the user Ø Transaction performance targets are set and monitored. Proactive system management using automated tools Ø Performance issues that could have been avoided with proper stress or volume testing Ø Excessive script. Increases application development maintenance and upgrade costs Ø Screens and views not relevant for job role Ø Lack of experienced resources and skills

Summary • Migration from On. Premise to Oracle CRM OD is relatively straightforward technical effort due to the fact that: • Applications built on a common infrastructure • Applications share schema, logic UI elements • As with any project in order to ensure success it is important to follow lead practices with regard to strategy, governance, process and people • For additional information on migration from Siebel On. Premise to Oracle CRM On Demand please contact: • Laurie Coleman - Email: Laurie. coleman@oracle. com

<Insert Picture Here> Q&A