Insert Picture Here Leveraging a Blended Delivery Model

<Insert Picture Here> Leveraging a Blended Delivery Model for Competitive Advantage Presenter’s Name Presenter’s Title

Agenda • Oracle’s Differentiation • The Blended Delivery Model • Underlying Principles • How it will work • Benefits to Customers and Delivery Teams • Identifying the Different Models • Key Roles & Responsibilities • Working together to make the BDM a reality

Customer Success Through Blended Delivery • Oracle is committed to providing: • The highest quality service to its customers, and; • Teaming with its partners to deliver those services. • Oracle Consulting is a key component of the total solution • • Leverage global knowledge and experience Direct Link into Product Engineering through Portal Advantage Direct Access to Oracle roadmap to ensure design is compatible with future releases Trained to leverage the product architecture to avoid unneeded customizations • The Blended Delivery Model • The Guidelines and “Rules of Engagement” on how Oracle and System Integrator Partners (SIs) should team together • Designed to address most situations through specific guidelines and detailed staffing models. • Success for Oracle customers worldwide • • Proving successful for Oracle customers worldwide Oracle assumes greater responsibility & accountability Risk mitigation for customers Focus on customer success

Differentiation • Oracle BRM is a best of breed solution • A single platform for billing & Revenue Management solutions for the global communications and media markets • Strategic focus on engaging with the Key SIs worldwide to ensure customer success • Synergy through a Blended Delivery Model • Oracle CGBU focus is provide deep Revenue Management and Infranet technical expertise to compliment the know-how, experience and complimentary resources of the key systems integrators globally • Competitive Differentiation • Amdocs & Convergys are increasing competing with the SIs • By providing a full suite of billing, employee care, and customer care services resulting in less entry points for an SI into an account • by offering managed, outsourced services and more recently full systems integration

Combining the best of class capabilities Consulting Firms Joint Solution • Business Strategy • Client Focused • Business Process • Customer Service 10% Custom Product Firms • Application Portfolio • Customer Focused • Workflow and Processing • Product and Feature Expertise 90% Reuse, Repeatable SERVICE PRODUCT Product

Agenda • Oracle’s Differentiation • The Blended Delivery Model • Underlying Principles • How it will work • Benefits to Customers and Delivery Teams • Identifying the Different Models • Key Roles & Responsibilities • Working together to make the BDM a reality

The BDM Framework Blended Delivery Model (BDM) Overall Guidelines Rules of Engagement Defines both General and Solution/Product specific guidelines for creating a blended delivery team for specific clients; the Guidelines address the BDM intent, yet allow for flexibility and professional judgment. Defines certain process and communication “rules” considered essential to success of the BDM. It is expected that all Strategic Partners comply with these Measuring Success Defines how our mutual success will be measured, including tracking performance metrics and customer satisfaction. rules. Underlying Principles Project Staffing Models Includes pre-defined staffing models by specific Solution/ Product Sets based on BDM Guidelines for Strategic Partner use. These can help achieve consistency and repeatability.

Underlying Principles • Clients’ Best Interest • The best interests of clients are served with a blended delivery team that brings to bear the best skills available. • Value of Strategic Partners • Strategic Partners, in both license sales and service delivery, are essential to the overall success of Oracle. • Oracle’s Best Interest • At clients employing its products, Oracle involvement not only enhances a client’s success, but also serves Oracle’s best interests. • Flexible Framework • BDM needs to be general enough to allow flexibility, but specific enough for clarity, to facilitate repeatability & measurability. • A Win-Win • The intent is to create win-wins, increase the size of the pie and ensure all Partners have a fair, consistent & predictable slice.

How Will it Work • Skills-Based Bottom-Up Approach • The staff mix across Strategic Partners should be determined through a skills-based bottom-up approach, rather than a top-down percentage. • Other Factors Impacting the Staffing Mix • Since overlapping skills exist among Strategic Partners, additional factors need to be considered, such as who drove the sale, client preferences, etc. • Partner Buy-in • The success of the BDM requires that all Strategic Partners agree to it, since interdependence is the keystone to its success. • Partner Compliance • While flexibility is essential on specific projects, compliance with the spirit and intent of the BDM is required. An escalation process will be implemented to address compliance. • What Gets Measured, Gets Done • To ensure the objectives of the BDM are achieved, key metrics and client satisfaction will be measured.

Benefits of a Blended Delivery Model Customer Benefits Delivery Team Benefits • Consistent message to client • Clear expectations • Access to the best skills: • Reduced channel conflict • Product and process • Technical • Industry and strategy • Broader base of best practices • Higher customer satisfaction • Lower Business Development • • cost Improved communications Risk sharing on engagements Minimize the “blame game” Higher customer satisfaction

Customer: Orange Switzerland Partner: Accenture Technical Overview

Key Roles & Responsibilities Product Support Oracle provides direct links to engineering and provides formal 24/7 technical support for all Oracle Products Product Engineering In addition to tradition Product Engineering, Portal's Engineering group design and develop Advantage solutions, which are engineered solutions that optimize use of the core product and provide an upgrade path which will “future proof" investment in client specific solutions Technical Design Oracle’s consultants leverage over 10 years of Oracle Portal experience in designing billing and Revenue Management solutions. This ensures that the Oracle Solutions are fully utilized and ensures customers realize ROI benefits quickly. Technical Architecture Project Management An Oracle Project Manager is key to effectively manage the Oracle resources working on a project, to ensure that activities are properly planned, prioritized and that any Portal issues and change requests are efficiently handled and resolved Program Management Representation from Portal in Program Management is critical to ensure that Infranet related issues are fully represented and handled in a timely matter. Steering Group Representation from Portal on the Steering Groups is critical to ensure the customer fully leverages the benefits of the Portal solution

Identifying the Key Models Model When Oracle Prime Customer Oracle Direct Customer Oracle Solution Customer Oracle SI – non-Infranet Oracle SI Oracle Solution SI SI – non-Infranet Customer dictate Key Focus for Blended Delivery Model Oracle Solution Oracle Product Plus Customer SI Oracle Basic Customer SI Focus for Blended Delivery Model SI - other Oracle-Advantage Customer dictate Oracle - Advice Historical

Partner Engagement Model Oracle Direct SI Customer Oracle Solution n. Oracle Examples: Cable. Vision, Vodafone Italy and SI have separate contracts with customer –Description –Oracle takes its own contract directly with the customer, defining the areas of work. The Systems Integrator has a separate contract with the customer. –Advantages –Direct relationship with the customer –We control our own destiny, working strictly within our own niche competency – Disadvantages –Potential for “finger pointing” between ourselves, the customer and any third parties (SIs). –Strategy –We should currently bid this arrangement whenever possible using global, regional and local partners who have agreed to terms of the BDM

Partner Engagement Model Portal Solution Customer SI SI – non-Infranet Oracle Solution Examples: Orange UK, Softbank • System Integrator Acts As Prime Contractor • Description • Portal sub contracts to SI BUT works with the SI to define & scope Portal’s role in line with the BDM • Advantages • Responsibility taken for core competency therefore limited risks • Disadvantages • Limited customer visibility • Strategy • Preferred model if large percentage of project is outside billing

Roles & Responsibilities Matrix Model: CGBU Solution Activity SI CGBU Project Management Lead Participate Steering Committee Lead Participate Start up, manage and conclude delivery Lead Participate Change Request Lead Participate Define Objectives – business needs analysis and metrics Lead Participate Requirements Workshop Lead Participate Produce Requirements Specifications Lead Participate Define Solution - high level business modeling and architecture Lead Participate Define Plan – Implementation planning Lead Participate Detail requirements Lead Participate Functional Design Lead Participate Technical Design Participate Lead Detail Design Participate Lead and review Build & Unit Test (Infranet configuration & customization) Participate Lead and review Interface Design for calls to Infranet Lead Participate Interface design Portal end Review Lead User Acceptance Test (Customer Leads) Participate GOVERNANCE MANAGE PLAN DELIVER: DEVELOP SOLUTION

Working Together to make the BDM a Reality • Role of Alliances to support Sales • • SI endorsement and support for BDM Agreement on Governance – rules of engagement & overall process Establish executive relationships and regional escalation process Share regional and global best practices • Benefits to the SIs that support the BDM • Portal will differentiate these partners to prospects and customers • Portal will support centers of excellence in joint targeted regions • Portal will explore joint solution and market development opportunities • Customer Specific • • Escalation process established for sales & implementation cycle Teaming agreement to include outline of roles and responsibilities Joint presentation to include agreed process and lines of responsibility SOW to reflect the agreed roles & responsibilities Leverage success through interdependency…

Available on myoracle. com & OPN • Presentations n SI Facing Presentation n Customer Facing Presentation • Standard Templates • Teaming Agreements • SOWs to reflect the different models • Standard Program & Processes • Roles & Responsibilities Matrix by Key Model • Case Studies Any questions please contact the Alliances team