A project report on orgniziation study of oracle

Organisational Study

IT INDUSTRY PROFILE
Introduction
Companies in and outside the information technology (IT) industry employ information
technology workers. While one might think of the typical IT worker as employed by a major
software company or systems developer, the reality is that nine out of ten IT workers are found in
banks, insurance companies, manufacturing plants or other non-IT businesses. A new survey by
the Information Technology Association of America (ITAA) shows that not only are IT workers
found mostly outside the IT industry, but that the outlook and prospects for the two groups is
likely to be far different. In previous years, characterized by double digit growth and anxious
investors betting on the next new thing, careers inside the IT industry appeared to be the way to
go—at least for those on the professional fast track. Much has changed since 2001, even as the
economy slowly recovers and the overall size of the IT workforce approaches its historic high
point of 10.4 million. The employment footing outside the IT industry seems surer, less turbulent.
Non-IT companies are more likely to hire according to plan, far less likely to move jobs overseas,
more apt to increase—not cut—compensation.
Whether non-IT companies offer IT workers long-term career advantages or just a temporary
“port in the storm” remains to be seen. IT companies are hard pressed by customers to field cost
effective solutions. The pressure on IT companies to cut costs is clearly reflected in this survey.
This survey is a continuation of the ITAA series of reports on the IT workforce. Since 1997,
ITAA has tracked employer demand for IT workers. In the run up to the year 2000, IT talent was
scarce and demand exceeded supply. Because of the talent crunch, ITAA focused on the skills
most demanded by employers and the education and training alternatives for gaining those skills.
With job market conditions changing, ITAA’s survey has evolved to explore how trends like
offshore development may be changing the employment landscape.

This survey reports findings in nine areas:
• Total IT workforce size
• Future demand for IT workers
• Demand in specific job categories
• Hiring and layoff activity
• Success at hiring to plan

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• Skills attainment
• Recruitment
• Offshore development
• Compensation

MAJOR PLAYERS

IBM strive to lead in the invention, development and manufacture of the industry's most
advanced information technologies, including computer systems, software, storage systems and
microelectronics.
http://www.ibm.com/ibm/us/

Computer Associates International, Inc. (NYSE: CA), one of the world's largest management
software companies, delivers software and services across operations, security, storage, life cycle
and service management to optimize the performance, reliability and efficiency of enterprise IT
environments. Indeed, our solutions touch many areas of everyday life, from ATM transactions to
airport security to online sales, customer service and medical information. http://www.ca.com/

As the world's third-largest independent software provider, SAP delivers business solutions to
more than 28,200 customers in more than 120 countries around the world. We owe our success to
the experience and expertise of our employees and the quality and effectiveness of our solutions.
It's no wonder the best-run businesses run SAP.

http://www.sap.com/company/index.epx



http://www.microsoft.com/traincert/.
Founded in 1975, Microsoft is the worldwide leading software, services and Internet
technologies for personal and business computing. The company offers a wide range of
products and services designed to empower people through great software – any time, any
place and on any device.

The Oracle Corporation is the world's largest enterprise software company. For more than 25
years, Oracle has worked on ways to help its customers manage critical information. The
company has built the only unbreakable database, with 15 international security
evaluations. Oracle was the first software company to move its business application
products to the Internet (www.oracle.com).

Siebel offers 23 industry-specific applications and more than 100 industry-specific solution sets.
These pre-built solutions contain best practices and business processes to address the unique
business needs and challenges of your industry.

Siebel industry solutions minimize customization, enable rapid deployment, and significantly
reduce total cost of ownership. http://www.siebel.com/



Cisco Systems is the worldwide leader in networking for the Internet. Cisco is committed
to working with educational institutions around the globe to ensure that today's students master
the necessary skills for success in the Internet economy. http://www.cisco.com/edu.

Dice Inc. (Nasdaq: DICE, http://about.dice.com) is the leading provider of online recruiting
services for technology professionals. Dice Inc. provides services to hire, train and
retain technology professionals through dice.com, the leading online technology-focused job
board.

The ITT Technical Institutes are leading providers of technology-oriented postsecondary
degree programs, serving approximately 31,000 students. The 70 campuses located across
the U.S. offer the information technology disciplines of Computer Network Systems,
Multimedia, Software Applications and Programming and Web Development, Technical
Project Management for Electronic Commerce is offered online (http://www.itt-tech.edu).

SRA is a leading provider of information technology services and solutions - including
strategic consulting; systems design, development, and integration; and outsourcing and
operations management - to clients in national security, health care and public health, and civil
government markets. (www.sra.com).



TRENDS
Study Findings
The total IT workforce peaked in size in 2000. The economy shed 500,000 IT jobs in 2001,
caused largely by the stock market reverses and consequent investor flight, the elimination of
many dot.com and telecom firms (and the high tech businesses supporting those firms), large-
scale capital expense reductions, the Year 2000 “overhang” of new systems and software
implemented to replace older, date vulnerable assets and the recession.
The IT workforce appears to have bottomed out at the start of 2002, with small but steady
quarter to quarter gains since then (See Figure 1).
Figure 1
Workforce

10.4
10.3
10.2
10.1
10
9.9
9.8
9.7
Baseline 2002 Q2 2002 Q3 2002 Q4 2002 Q1 2003

The U.S. economy begins 2003 with 10.3 million IT workers, up 4.2 percent from the start of
2002 (but less than one percent from last quarter). ITAA calculates workforce size by netting
out the total number of IT workers hired and dismissed in the survey period from its baseline
year measurement. Comparing quarter to quarter, the economy added 86,406 IT workers in the
first three months of the year. While that is good news, the net gain in jobs is actually smaller
than year-end 2002, where employers hired 97,118 more people than they released.
The picture presented by these numbers is a marketplace slowly reapportioning its human
resources (Figure 2). Gains have been made not so much in response to companies adding new
workers but to a slow down in the rate at which workers have been let go.



INDIAN IT INDUSTRY PROFILE
The Indian software Industry has grown from a mere US $ 150 million in 1991-92 to a
staggering US $ %.7 billion (including over $ 4 billion worth of software export) in
1999-2000. No other Indian industry has performed so well against the global
competition.

The annual growth rate of India’s software export has been consistently over 50% since
1991. As per the projections made by the National Association of Software and service
Companies (NASSCOM) for 2000-01 (April 1, 2000 – March 31, 2001), India’s software
export would be around $ 6.3 billion, in addition to $ 2.5 billion in domestic sales.

Today, India exports software and services to nearly 95 countries around the world. The
share of North America (US & Canada) in India’s software export is about 61%. In 1999-
2000, more than a third of Fortune 500 companies outsource their software requirements
to India.

NASSCOM’s survey during 1999-2000 indicates a reversal in the mode of services
offered by India. In 1991-92, offshore services accounted 5% and on-site service 95% of
the total exports. However, during 1999-2000 offshore services contributed over 40% of
the total exports.

INDUSTRY INFRACTURE
ANNUAL TURNOVER NO. OF COMPANIES
Above Rs. 1000 Cr. 5
Rs 500 – Rs 1000 Cr. 5
Rs 250 – Rs 500 Cr. 15
Rs 100 – Rs 250 Cr. 27
Rs 50 – Rs 100 Cr. 55
Rs 10 – Rs 50 Cr. 220
Below Rs 10 Cr. 2483

The NASSCOM – McKinsey report on India’s IT Industries



According to NASSCOM-Mckinsey report, annual revenue projections for India’s IT
Industries in 2008 are US $ 87 billion and market openings are emerging across four
broad sectors, IT Services, Software Products, IT Enables Services and e-Businesses thus
creating a number of opportunities for Indian Companies. In addition to the export
market, all of these segments have domestic market components as well

Other key findings of this report are:
• Software & Services will contribute over 7.5% of overall GDP growth of India.
• IT export will account for 35% of the total exports from India.
• Potentials for 2.2 million jobs in IT by 2008
• IT Industry will attract FDI of US $ 4.5 billion.
• Market capitalization of IT shares will be around US $ 225 billion.

PROJECTED REVENUES – 2008
($ US Billion)
India India Sub-Total Domestic Total 1998
Based Centric (International
)
IT
Services 23 7* 30 8.5 38.5 2.1
Software
Products 8 2 10 9.5** 19.5 0.6
IT-enabled
Services 15 2 17 2 19 0.4
e-Business
4 1 5 5 10 0.2
Total
50 12 62 25 87 3.3
Exports of $50 billion in 2008

* Legacy/Client server, ERP and Package work and Internet all have different
proportions of work outside India where revenue are not export revenues.



** Resale of imported products included.

Promotion of IT – Government Incentives:

With the formation of new ministry of IT, Govt. of India (GOI) has taken a major step
towards promoting the domestic industry and achieving the full potential of the Indian IT
entrepreneurs. Constraints have been comprehensively identified and steps taken to
overcome them and also to provide incentives.
Thus for example, venture capital has been the main source of finance for the software
industries around the globe. However, the majority of the software units in India are in
the small and medium enterprise sector and there is a critical shortage of venture capital
kind of support. In order to alleviate this situation and to promote the Indian IT industry,
the GOI has set up a National Task Force on IT and Software Development to examine
the feasibility of strengthening the industry. The Task Force has already submitted it
recommendations, which are under active consideration. Norms for the operations of
venture capital funds have also been liberalized to boost the industry. The GOI is also
actively providing fiscal incentives and liberalizing norms for FDI and raising capital
abroad.
Recently, an It committee was set up by the Ministry of Information Technology, GOI,
comprising of non-residential Indians (NRI) professionals from the United States to seek
expertise and advice and also to step up U.S. investments in India’s IT sector. The
committee is chaired by Minister of Information Technology,GOI, and the members
include Secretary, Ministry of Information Technology and a large number of important
Indian American IT entrepreneurs.

The group will:



• Monitor global IT development and refine Indian IT policy to meet global
requirements. Specifically, this will help angel investors, venture creators and
incubation
• Promote the growth of human resource development in the IT sector with the aim
of creating quality-based education.
• Promote R&D in the sector by identifying thrust areas and drawing up a blueprint
for action.

India’s most prized resource in today’s knowledge economy is its readily available
technical workforce. India has the second largest English-speaking scientific
professionals in the world, second only to U.S. It is estimated that India has over 4
million technical workers, over 1832 educational institutions and polytechnics, which
train more than 67,785 computer software professionals every year. Government of India
is stepping up the number and quality of training facilities in the country to capitalize on
this extraordinary human resource. It is the knowledge industry that will help take the
Indian economy to a sustained higher rate of growth and the policy makers are full aware
of this.



HISTORY OF ORACLE CORPORATION



Almost thirty years ago, Larry Ellison saw an opportunity other companies missed when
he came across a description of a working prototype for a relational database and
discovered that no company had committed to commercializing the technology. Ellison
and his co-founders, Bob Miner and Ed Oates, realized there was tremendous business
potential in the relational database model--but they may not have realized that they would
change the face of business computing forever.

Today Oracle (NASDAQ: ORCL) is still at the head of the pack. Oracle technology can
be found in nearly every industry around the world and in the offices of 98 of the Fortune
100 companies. Oracle is the first software company to develop and deploy 100 percent
internet-enabled enterprise software across its entire product line: database, business
applications, and application development and decision support tools. Oracle is the
world's leading supplier of software for information management, and the world's second
largest independent software company.

Oracle has always been an innovative company. It was one of the first companies to make
its business applications available through the internet--today, that idea is pervasive. Now
Oracle is committed to making sure that all of its software is designed to work together--
the suite approach--and other companies, analysts, and the press are beginning to
acknowledge that Oracle is right. What's in store for tomorrow? We will continue to
innovate and to lead the industry--while always making sure that we're focused on
solving the problems of the customers who rely on our software.

Time Chain



VISION STATEMENT:

Principles of the Information-Driven Enterprise



Adhering to three principles has saved Oracle more than US$1 billion in operating costs
—so far. With these principles, which are incorporated into the design of our software,
we have coordinated and streamlined all our business processes worldwide

Simplify: Speed information delivery with integrated systems and a single database

Standardize: Reduce cost and maintenance cycles with open, easily available
components.

Automate: Improve operational efficiency with technology and best practices

At Oracle, we believe that our customers get more from their information by using
Oracle's software and services and applying these principles. Many have already
improved their ability to use information and IT as strategic assets and are now able to
share data and processes, measure results for continuous improvement, align
stakeholders, and communicate a single truth to all their constituents.

SUMMARY OF ORACLE BUSINESS VALUES
Certain core values are essential to Oracle’s business:
INTEGRITY: Oracle employees demonstrate honesty and sound ethical behavior in all
business transactions and personal integrity in all dealings with others.

MUTUAL RESPECT: Oracle employees consistently treat individuals with respect and
dignity.

TEAMWORK: Oracle employees work together as a team for the collective interests
Of Oracle.

COMMUNICATION: Oracle employees share information widely and effectively with
each other, except when confidentiality is required.



INNOVATION: Oracle employees seek innovative and creative approaches to problem
solving.

CUSTOMER SATISFACTION: Oracle employees consistently treat customer
satisfaction as a top priority.

QUALITY: Oracle employees make excellence and quality a part of day-to-day work
processes and seek continuous improvement in all that they do.

FAIRNESS: Oracle employees are committed to dealing fairly with customers,
suppliers,
and one another.

COMPLIANCE: Oracle employees comply with all laws and regulations that govern
Oracle’s business.

BUSINESS CONDUCT: Oracle employees observe the standards that have been
established by Oracle and act ethically in their approach to business decisions.

Oracle in the Community Mission Statement
Oracle as a corporation, and Oracle employees as individuals, works actively to improve
the quality of life for people and address community needs. By preferring to solve
problems, rather than managing their consequences, we take action to effect positive
change in our communities.



About Oracle Diversity

Oracle's diversity vision starts with cultivating an environment that is inclusive of all
employees. Individual differences present us with opportunities to examine business
issues from varying perspectives. Incorporating these different viewpoints gives us
greater agility and creativity.

To effectively compete on a global scale, we believe it will take the strength of a unified
workforce fully engaged in meaningful work. Valuing diversity -- by using effective
communication skills and demonstrating mutual respect -- is simply good business. At
Oracle, we can make our diversity vision the way we do business every day, world-wide.

Oracle believes in a workforce comprised of qualified individuals with ample support
opportunities. To this end, we promote our Equal Employment Opportunity and diversity
recruitment programs, and provide continuous training and mentoring to our employees.

Corporate Governance at Oracle Corporation

The Board of Oracle Corporation has throughout its history developed corporate
governance practices to fulfill its responsibility to Oracle Corporation stockholders.
Although recent events involving corporate accounting fraud has brought much attention
to corporate governance principles, having good practices in place is not novel at Oracle.
The composition and activities of the Company's Board of Directors, the approach to



public disclosure and the availability of ethics and business conduct resources for
employees exemplifies the Company's commitment to good corporate governance
practices, including compliance with new standards.

As part of these practices, the Board has adopted the following Corporate Governance
Guidelines to help ensure that it has the necessary authority and procedures in place to
oversee the work of management and to exercise independence in evaluating Oracle
Corporation's business operations. These guidelines allow the Board to align the interests
of directors and management with those of Oracle Corporation's stockholders. These
guidelines are subject to future refinement or changes as the Board may find necessary or
advisable for Oracle Corporation in order to achieve the above objectives.

Oracle continually applies good corporate governance principles to multiple areas of the
Company. In addition to these guidelines Oracle has had a Code of Ethics and Business
Conduct since 1996, which was recently modified in 2001. The Board has also adopted
charters for each of the following standing Board Committees: Finance and Audit
Committee, Independent Committee, Committee on Compensation and Management
Development, and Nomination and Governance Committee.

Oracle Executives

Lawrence J. Ellison has been Oracle's Chief Executive Officer and a director since he co-founded
the Company in June 1977. Mr. Ellison served as Chairman of the Board from May 1990 until
October 1992.



Safra A.Catz has been a member of Oracle's Board of Directors since October 2001, serves on
Oracle's Executive Management Committee, and is responsible for global operations.

Gregory B. Mafei has been a member of Oracle's Board of Directors since June 1995 serves on
Oracle's Executive Management Committee and is also an Executive.

Charles E. Phillips, Jr. has been a member of Oracle's Board of Directors since January 2004,
serves on Oracle's Executive Management Committee, and is responsible for field.

Oracle Board of Directors

• Dr. Michael J. Boskin: Professor of Economics at Stanford University
• Jeffrey Berg: Chairman and Chief Executive Officer of International Creative
Management.
• Joseph Grundfest: Professor of Law and Business at Stanford Law School
• Donald L. Lucas: Venture capitalist since 1960
• Jack F. Kemp: Co-director of Empower America and former member of the US
Congress.
• Hector Garcia-Molina: Professor of computer science engineering, Stanford
University
• H. Raymond Bingham: Executive Chairman of Cadence Design Systems, Inc.



The Oracle in India story
The Beginning

More than fifteen years ago, before India became recognized as the dynamic force in
information technology that is known to be today, Oracle was one of the first
multinational software companies to set up operations in India. Beginning with a
distributorship through Tata Consultancy Services in 1987, the company established
direct operations with a liaison office in 1991, and in 1993 formed Oracle India Private
Ltd., a wholly-owned subsidiary of Oracle Corp., focused on the sales and marketing of
Oracle software in India. In recognition of the significant pool of highly educated
software development engineers based in India, Oracle opened its India Development
Center (IDC) in Bangalore in 1994. This early commitment to the country marked



Oracle's vision for India as both a domestic market and a center for research and
development. The company became the first multinational company to establish core
software development operations in India to support its global product development
strategy and to address the needs of the local market. Initially, the India Development
Center took on development work on a project basis for different development divisions
as determined by the company's headquarters in Redwood Shores, California. As word
spread throughout the company of the India team's record delivery time of development
projects that met the highest standards of quality, the IDC was tasked with more strategic
projects and increasingly demanding requirements. Today Oracle has its India
Development Centre located at Bangalore and Hyderabad and sales and marketing offices
across six Indian cities.

A Turning Point

In 1996, the India development team was challenged with taking on a strategic research
and development project. Ultimately the team's success on the project would propel the
IDC into the development spotlight at Oracle. The India team was given three months to
develop the first version of what would become the basis of Oracle's Internet computing
technology, driving the shift to simplified, low-cost computing machines which could
access information stored on larger, professionally managed servers.

With no additional resources, the IDC, having been asked only to show version one of the
technologies, delivered instead a second-generation version three months to the day from
the start of the project. Concurrently, the team also met all deadlines and quality
standards for the other 16 projects with which the IDC was tasked with at that time. The
world-class development abilities of the India development team were impressed upon
the highest levels of the company, garnering praise and recognition from Oracle founder
and CEO, Larry Ellison. This became a turning point for the India organization,
transforming the India Development Center into a growth engine, integral to the future
and vision of the world's largest enterprise software company. From that point forward
the India Development Center was integrated into Oracle's global software development



organization, working on the latest technology for Oracle customers around the world. At
the same time, Oracle's increasing success in the country established the company as the
dominant provider of database and enterprise software to the government and corporate
sectors in India.

Oracle India Factsheet
1. Oracle has been operating in India for more than 15 years.
2. Oracle is one of the largest multinational employers in India with over 6,700
employees.
3. India is Oracle's fifth-largest market in Asia in terms of revenue.
4. India accounts for Oracle's largest research and development investment outside
the United States.
5. India also hosts several of Oracle's global divisions and services including global
consulting, global support, Oracle On-demand, Internet sales and financial
accounting and analysis.
6. The entire Oracle product family - Oracle Database 10g, Oracle Application
Server 10g, Oracle Collaboration Suite and Oracle E-Business Suite are available
in India. Oracle Database 10g supports transactions and interfaces in 13 major
Indian languages including Assamese, Bengali, Gujarati, Hindi, Kannada,
Malayalam, Marathi, Oriya, Punjabi, Telugu and Tamil.
7. Oracle is committed to the Indian market through its extensive network of more
than 200 channel and alliance partners in India under the Oracle PartnerNetwork,
including iflex Ltd., Infosys, Satyam, Sonata, Tata Consultancy Services and
Wipro.
8. Oracle currently has more than 6000 technology customers and 400 applications
customers
9. India is home to more than 220,000 members of Oracle's online developer
community, Oracle Technology Network.

Oracle India Milestones

1987 Oracle Corp. begins operations in India through a distributorship with a local
partner.

1991 Oracle establishes a liaison office to better serve customers.

1993 Oracle forms a wholly owned subsidiary focused on the sales and marketing of
Oracle software in India.

1994 Oracle opens the India Development Center (IDC) in Bangalore, becoming one of
the first multinational software companies to set up a development center in India.



1996 IDC successfully delivers the first version of Oracle's Internet computing
technology.

1998 Oracle India establishes a second development center in Hyderabad dedicated to
developing enterprise business applications

2002 Business Today- Hewitt survey recognized Oracle as one of the best employers in
India.

2003 Oracle and HP launch an "E-Governance Centre of Excellence" in Gurgaon to
support E-Governance initiatives by central, state and local government bodies in India.

2003 Oracle India launches Oracle Collaboration Suite, Oracle E-Business Suite Special
Edition and Oracle Database Standard Edition One.

2004 Oracle India grows to more than 6,700 employees. Recognized among the top 25
best employers in the Hewitt - CNBC Best Employers Award

ORNAGIZATION STRUCTURE



MANAGING DIRECTOR

HUMAN
PUBLIC E BUSINESS CONSULTING RESOURCE
SERVICE Sr Director - Director - Consulting Director – HR
Director – Public eBusiness
Srvice
EDUCATION FINANCE
FSI CC & R Director - Education Admin.
General Manager- Director – CC & R
Sales
SUPPORT SERVICE MARKETING
Sr Director - OSS Director - Marketing
TELCO ORACLE DIRECT
General Manager-
Sales SALES INTERACTION LEGAL
CENTRE Legal Councel & Co.
Genaral Mannager Secretary
MANUFACTURING
General Manager-Sales PRE SALES

SALES CONSULTING
Developer Sales Consulting
GENERAL BUSINESS Manager, Oracle Direct
General Manager-Sales

ALLIANCE &
CHANNELS
Director- Allc. & Channels



Oracle India Organization Culture:

Oracle promotes a culture that can be best described by the following behaviour
• Achievement focused
• Humanistic and valueing diversity
• Collaborative
• Innovative and flexible
• Taking responsibility
• Accountability (doing what customer say customer’ll do)
• Working with on going change and ambiguity
• Committed to ongoing self learning
• Underpinning and embedded within these cultural trait are our core value of
Trust, Respect, Integrity, Innovation, Customer Centricity and Value Creating
Organization.



Oracle people management processes are designed to support and reinforce our values
and culture. Oracle’s Selection, Induction, Performance & Recognition processes
incorporates and reinforces its value and culture. Its professional and management
development programmes and tools support the ability to individualy lead and champion
our values and culture. At an organizational level Oracle Corporation has a number of
programs in place to develop its culture and measure the extent to which Oracle
Corporation are “living our values”.

Oracle India Values and Human Resource

Values at Oracle Corporation
The reputation of an organization can be its greatest asset or its greater liability. Oracle
Corporation’s reputation is largely determined by how it does business. How Oracle
Corporation does its buseiness, is a reflection of values inportant to them. Having shared
corporates values that act as a filter, or provide a framework to guide employee in making
decisions. Understanding Oracle Corporation’s corporates values will assist both
personally and professionally align employees with the corporate direction. Every
individual has his or her own personal values, without having shared values (the
corporate filter) Oracle Corporation would be missing that overall framework to guide
our responses, behaviour and decisions.

Let’s look at our individual values and explore each further:
• Respect



• Trust
• Customer Centricity
• Integrity
• Innovation
• Value Creating Organization
• Training programs at Oracle Corporation.

Human Resource development is a part of the company’s overall business strategy and
links employee’s development with the company’s continous improvement efforts.
Training gives employees the skills to continue their learning and transfer of knowledge
or skills from one work situation to another.

Objectives of training activities:
• To delelop knowledge and skills of employees
• To help employees perform productively and effectively in their current job
assignment
• To prepare employees for challenging work involving higher responsibility

All trainings will be based on need identified either during the annual performance
assessment or recommendation by the Functional Head / Manager. Training could be for
technical, professional or personal development of employees. Employees may also be
nominated for employees and management development programs run by Corporate HR
at various locations in the world based on identified needs.

Oracle Corporation offers the following training programs:
Internal Training
The company organises internal programs to address the needs of the employees.
Includes formal training and development programs, vendor training or any other training
for the purpose of acquiring skills and knowledge. Various In-House training will be



available to suit the training needs of various lines of business. Information regarding in-
house course is usually dessiminated through the Head of Deapartment and/or Human
Resource. Employes who would like to attend the in-houseproduct training need to obtain
approval from their managers and the Head of the Department.
Overseas Training
Employees may be nominated to attend training overseas with dues approval.
Public Scheduled Courses
Employees could attend the local short courses for some specific specialized skills.
Mandatory Training Programs
• Data Privacy Awareness Training.
• Code of Ethics & business Conduct Course
• Oracle Corporation Acceptable Usage Policy

EEO/AA

Oracle's Equal Employment Opportunity: We believe in treating each employee and
applicant for employment fairly and with dignity. We base our employment decisions on
merit, experience, and potential, without regard to race, color, national origin, sex,
marital status, age, religion, disability, veteran status, or sexual orientation. Our Equal
Opportunity policy is founded on the philosophy that our employees and applicants for
employment must be treated equitably. We do not discriminate based on personal
preference or physical characteristics, and our experience confirms that supporting
policies and practices with a strong commitment to equal employment opportunity is a
good business practice.

Recommended Training

Oracle offers a suite of training products to enhance the personal development of all
employees within a diverse work place. Tailored to meet the needs of our distributed,
global organization, this program is presented through various media, including



facilitated workshops as well as multimedia self-study courses. Because we view
diversity as a business reality, diversity concepts and values are integrated into all
employee and management development training.

Mentoring

Oracle actively supports the practice of mentorship. We see mentoring as a business tool
to grow and transfer skills and knowledge among employees. Mentoring relationships
and programs range from formal and structured to informal information sharing and
networking.

Recruiting

Oracle has embarked on an aggressive recruitment strategy and conducts an average of
more than 50 recruitment fairs per year. With the excellent pool of talented IT skills in
India, Oracle prospective employees undergo a competitive evaluation process. The
company extends employment offers only to those candidates that meet rigorous quality
standards and have excellent qualifications, skills, aptitude and passion. Oracle received
applications from more than 200,000 candidates over an average 18-month period.
Seeking the best the industry has to offer, Oracle hires less than one percent of the
applicants. Ensuring a challenging and rewarding environment, Oracle India offers an
unparalleled opportunity to define the next wave of technology and business innovation.
New recruits are inducted into Oracle India with comprehensive technical and soft skills
training, including team building and managerial effectiveness. Committed to employee
development, Oracle India makes every effort to make employees successful through a
range of innovative programs including professional development, internal focus groups,
work-life balance initiatives, and employee focused health programs. Through these
initiatives and a continuing focus on the latest technology and learning, attrition rates are
less than half the industry average.



Oracle Diversity identifies job fairs, recruiting events, community and professional
organizations, which target women, minorities, people with disabilities and other under-
represented groups to recruit qualified applicants nation-wide.

Employment Relationship
Oracle makes no express or implied commitment that your employment will have a
minimum or fixed term, that Oracle may take adverse employment action only for cause,
or that your employment is terminable only for cause. Either you or Oracle may terminate
the employment relationship at any time for any reason. Additionally, Oracle may take
any other employment action at any time for any reason. No one at Oracle may make,
unless specifically authorized in writing by the Board of Directors, any promise, express
or implied, that employment is for any fixed term or that cause is required for the
termination of or change in the employment relationship.

Steps to hiring a candidate:
Regular Employee

• Post your open position internally on Oracle iRecruitment. The position must be
posted internally for 14 days before an offer can be generated.

• To hire a candidate from an external recruiting firm you must submit a requisition
to pay for the placement fees.
• Interview consistently and fairly by asking similar questions of each applicant
• Candidates should fill out the Offer Letter Request, via the Web Offer Letter
Generator under Candidate Offers in Self Service Applications.
• A Background check will be initiated at this time. Background checks are
required for all new and rehired employees, unless they have a completed
favorable background check with Oracle within the previous 12 months or have a
valid Government Issued Security Clearance issued within the previous two years.



• HR will generate an offer letter once HR Offers receives all of the following:
completely approved offer request, valid jobpost number (in offer request), and
complete applicant tracking paperwork
• Once the offer letter is sent to the candidate, you will receive an ‘Offer Sent’
notification via email.
• If your candidate accepts, go to your Notifications in Self Service Applications
and select the "Accept" decision button to complete the workflow. The new hires
can start employment with Oracle. Hiring managers should respond to the "New
Hire Start Date" email sent by the HRSSC, Please respond with his/her official
Oracle start date, so that we may complete the hiring process.
• If your candidate declines, go to your Notifications in Self Service Applications
and select the ‘decline’ decision button to complete the workflow.

Oracle Temporary

• Submit Applicant Tracking paperwork: an Applicant Tracking Form and
resume(s) to your HR Representative.

• Obtain appropriate approvals through the Workflow.
• Once the final approvals reach HROFFERS, a Temporary Hire Packet will be sent
to the hiring manager for their temporary employee. The hiring manager is
responsible for making sure the packet is filled out and returned to Oracle HR
• If your candidate accepts, HR Operations will enter your Oracle Temporary into
the database, assign an employee id number, and generate an Oracle Alert.

Internal Transfer

• Minimum Time In Position Guidelines
Role Minimum Time in Position
Individual Contributor &
12 months
Management
India 24 months*
• *India has a 24-month requirement until further notice.



• It is the hiring manager's responsibility to discuss the following areas with the
releasing manager before completing the "Transfer/Internal Job Offer" form in
Oracle Self Service HR:

o Employee's performance
o Effective Date of Transfer
o Transfer Process Details

Transferring employees may not begin work in their new positions until the
transfers have been fully approved. The manager is to release the employee within
thirty days from the initiation of the "Transfer/Internal Job Offer" form.

International Transfers
• An international transfer is a "permanent" transfer to an Oracle entity outside of
the employees’ home country. Please log into Self Service Applications, click on
Candidate Offers, and complete the template. Before an International Transfer is
complete all required approvals must be obtained.

BUSINESS CONDUCTS

• General Guidelines

Oracle sets moral standards and upholds ethical business practices.

• Ethical Standards

At Oracle Corporation one must understand and conform to law, to custom, if within the
law, and to human values. Oracle's values of integrity, mutual respect, teamwork,
communication, and innovation are the overriding principles that guide us in our business



conduct. Because one’s behavior on the job and in conduct of Oracle business is a direct
reflection on the company, one should avoid or correct any situation in which your
actions might adversely affect, publicly embarrass, or discredit Oracle.

• Insider Trading

Executive Officers of the Company continue to be prohibited from engaging in any
speculative transactions, such as short sales, puts, calls, straddles or similar transactions.

• Extending/ Receiving Business Coutesies
Oracle recognizes that accepted business practice and common courtesy sometimes
require you to extend entertainment, favors, and small gifts to prospects and customers.

• Export Copliance
Federal controls regulate exports of products and technical data from the U.S. and the re-
export of these items from one foreign destination to another. Oracle products are subject
to these controls.
• Protecting Confedential Information

Besides its people, Oracle's most important assets are its intellectual property: copyrights,
patents, trademarks, and trade secrets. When you joined Oracle, you signed a Proprietary
Information Agreement obligating you to safeguard company and customer confidential
information and trade secrets. The agreement precludes you from directly or indirectly
using or disclosing, except as necessary in the ordinary course of business, confidential
information obtained during the course of your employment. These obligations continue
throughout your employment and after you leave.
• Conflict of Interest

A conflict of interest describes any circumstances that could cast doubt on your ability to
act with total objectivity regarding Oracle's interests. You should avoid financial,



business, or other relationships, which might oppose Oracle's interests or might conflict
with the performance of your duties.

• Expenses Reporting and Accounting
Oracle adheres to the highest standards of financial reporting and disclosure, and we
expect the same of you. All information and reports you submit-such as timesheets,
vacation reports, product order or shipment reports, expense reports, purchase
requisitions-should be accurate to the best of your knowledge. False, misleading, or
dishonest reporting inside or outside the company is strictly prohibited.
• Records Retention Policy
The Oracle Records Retention Policy and Schedule sets forth the guidelines governing
your retention and disposal of Oracle records. This policy and schedule is intended to
ensure that Oracle maintains company records in accordance with applicable legal,
regulatory and business requirements. You are responsible for understanding and
complying with the Records Retention Policy and Schedule, which is located on Legal's
webpage.
• Travel and Entertainment

Oracle Travel (managed by Carlson Wagonlit Travel) provides Oracle employees with
complete business travel services, including agent-assisted reservations and e-Travel
support and fulfillment.

WORK ENVIRONMENT

• Workplace Security
Oracle cares about your safety. We maintain security services at most of our facilities and
limit vendor and visitor access within the company. Security personnel can assist you in
most emergency situations, report incidents, and resolve lost-and-found issues.
• Workplace Safety



Oracle supports an active health and safety program. We expect you to support these
efforts by reporting any unsafe conditions or practices, helping to minimize hazards and
accidental injuries and responding to directives and procedures in an emergency.

• No Smoking
The use of tobacco products in the workplace is prohibited at all facilities. Employees
may smoke in designated outdoor areas only.
• Substance Abuse
Oracle is concerned about situations where the use of alcohol or drugs interferes with an
employee's health or performance, adversely affects the health, safety, or performance of
others, or becomes detrimental to Oracle's business.
• Flexible Work hours
Each of us runs on a different internal clock. Flexible work hours enable you to work
when you are at your best when you can produce your highest quality and quantity of
work. This flexibility, available to most full-time employees, allows you to efficiently
schedule personal business, commute time, and volunteer commitments around your
work responsibilities. Your manager must review and approve any flexible work-hours
arrangement you propose.
• Telecommuting
Oracle supports telecommuting, on a part- or full-time basis, with your manager's
approval. Your ability to telecommute depends on the nature of your job and whether
telecommuting promotes departmental goals as determined by your manager.
Telecommuting may be a temporary or long-term work option or used for a specified
time to accommodate a special project.
• Transportation Program
You can take advantage of vanpool and carpool options, daily shuttles that operate
between Oracle buildings and CalTrain stations, transit ticket sales, and bike lockers. We
also offer Transportation Hotline and supply transportation information in the lobby
kiosks.
• Oracle in the Community



Oracle believes in upholding its responsibility to the communities and environments in
which we work. As part of this responsibility, Oracle sponsors programs that allow
employees and the company to contribute time and resources to a variety of social
interests.
BENEFITS
• ORACLEFlex
Oracle offers a comprehensive benefits plan, called Oracleflex that enables eligible
employees to choose the benefits and coverage levels that best meet their needs and those
of their eligible dependents.
• Employee Stock Purchase Plan
Oracle's Employee Stock Purchase Plan lets you purchase Oracle common stock at a
discounted market price. By enrolling in the plan prior to any offering period, you may
contribute up to 10% of your cash compensation (salary, bonus, and commission) through
payroll deductions.
• Employee Assistence Program
EAP services may help with stress, depression, and difficulties with children, divorce,
alcohol abuse, drugs, job worries, marital, financial, or legal problems.
• Life Solution Program
A free employee benefit designed to help you balance your work, family, and personal
responsibilities. The LifeSolutions Program is an easy way for you to receive practical
advice, useful materials and referrals, including:

o Information on a variety of topics, such as becoming a parent,
understanding the process of adoption, caring for elderly relatives or
relatives with disabilities, managing your time effectively, or creating a
living will;

o Customized referrals to confirmed openings at child and elder care
programs;
o Personalized reports about public and private schools, colleges and
financial aid; and
o Practical advice on a variety of topics.



• Workers Compensation
This insurance is provided to protect you if you are injured or become ill and the injury or
illness arises out of and in the course of your employment. Workers' Compensation
insurance provides benefits including medical care and wage-loss reimbursement which
is paid by Oracle.
• Vacations
Employees working at least 35 hours per week accrue 13 days of vacation a year (which
calculates to approximately 4.33 hours per pay period) for your first three years of
employment, and 18 days a year (6 hours per pay period) after three years.
• Holidays
Oracle offers seven paid holidays a year. They are:

• New Year's Day
• Memorial Day
• Independence Day
• Labor Day
• Thanksgiving (2 days)
• Christmas

COMPENSATIONS

• Pay Schedule
Oracle pays you semi-monthly, on the 15th and the last business day of the month.
Applicable deductions, including federal, state, and local income and payroll tax
withholdings are taken out of each payment. If your employment terminates, you are paid
through the last day you work.
• Timesheet
All Non-exempt employees are required to record all hours, including starting and ending
work time and meal periods in order to be properly compensated. They also must report



all exception time including, overtime (if any), vacation taken, jury duty pay, military
pay, and shift premiums each week.

• Overtime
An employee works in a nonexempt position; he or she is eligible for overtime pay. The
employee's manager must authorize overtime work in advance.
• Focal Salary Review
This process facilitates compensation budgeting, accurate competitive analysis, and
timely review of all employees. Salary increases are based on your productivity and
contributions, company performance, market comparisons with competitor companies,
and other factors Oracle may wish to consider at its sole discretion.
• Performance Bonus Program
Twice a year, in June and December, Oracle management reviews all eligible employees'
performance for possible cash bonus rewards. Bonuses are not considered entitlements.
Bonuses are discretionary. They are included as earnings in your paycheck.
• Patent Award
o Oracle maintains an active Patent Award Program. Report potentially
patentable developments to Patent Operations in the Legal Department for
evaluation as soon as practical. Information on patents and the patent
program can be found at http://legal.us.oracle.com.
• Employee Referral Program
Oracle's Referral Bonus program pays the following amounts to those who refer people
who are hired for work at Oracle:

Salary Amount for new hire Amount of Referral Bonus
$0-$39,999 $500
$40,000 and up $1000

The referral bonus amount may be different if the new hire's division is running a special
referral bonus program.



EMPLOYMENT POLICIES

• Employment Eligibility
As a new employee, you must submit a completed, verified Form I-9 within three
working days of your starting date, or you cannot continue to work. Any Oracle Manager
or Human Resources employee may review your identity and work eligibility documents
and sign your form
• Employment Catagories
Most positions at Oracle require full time commitment. Some jobs, however, are better
suited for part time or temporary employment.
• Open Communication
To enhance open, honest, and regular communication, we encourage one-on-one
meetings between you and your manager. These meetings are an opportunity for mutual
learning and information exchange, and they provide a chance to explore ideas and
issues. Feel free to discuss candidly complaints and concerns with your manager to
prevent or quickly resolve them.
• Equal Employment Opportunities
We believe in treating each employee and applicant for employment fairly and with
dignity. We base our employment decisions on merit, experience, and potential, without
regard to race, color, national origin, sex, gender, marital status, age, religion, disability,
or sexual orientation.
• Harassment
Oracle is committed to providing a work environment that is free of discrimination.
Oracle does not tolerate harassment of any kind, including harassment based on sex,
gender, race, color, religion, age, mental or physical disability, national origin, marital
status, veteran status, sexual orientation, or any other characteristic protected under
federal or state law or local ordinance. Unlawful harassment may take many forms,
including verbal, visual, or physical conduct that creates an offensive, hostile, or
intimidating work environment.



• Personal Relation In Work Place
Personal relationships between employees, although not encouraged, are acceptable as
long as the employees maintain workplace conduct consistent with effective and efficient
work performance. Personal relationships in the workplace should be mutually
consensual and should not affect Oracle's business in any way
• Non-Oracle Employment
We strongly discourage you from seeking additional employment outside of Oracle.
Before accepting outside employment, review the Proprietary Information Agreement
you signed when you joined the company.
• Personal Information
Your personnel file contains personal and job-related information about you. We use this
information for internal purposes only. We will not release it, except as required by law,
to any external person or agency without your written permission.
• International Transfers and Assignments
International assignments are Company initiated and may be short or long term,
extending from three months to three years, with a possible extension to four years. All
international assignments require the appropriate senior management approvals.
• Relocation
Oracle pays for certain relocation expenses if they are included as part of your written
employment offer. Relocation benefits are generally specified in the offer letter or
transfer approval. All relocation reimbursement are subject to current IRS eligibility
guidelines. You should consult your tax advisor about the potential tax implications of
your move.



MARKETING & FINANCIAL
STRATEGIES

Oracle Corporation Marketing Strategy for SMBs



The biggest challenge for Oracle Corporation is to tap the SMB segment, where there
seems to be an enormous growth potential and the segment not being tapped well by the
major players. Oracle has formed strategies for entering this segment and the same can be
discussed as below:

Oracle into SMB Segment
E-Business Suite Special Edition of the Oracle Corporation will be a channelonly
product. The vendor being applications-focused company and key element of its SMB
applications market on its ability to mobilize the channel. The company’s commitment to
SMB partners rests on the foundation built over the past few years.

Challenges:
• The development of a more comprehensive partner road map that defines
rewards and commitments at each level of the partner program specific to this
initiative.
• Greater emphasis on mentoring new partners in the sales consulting and
implementation processes via training and the creation of close working links
between new partners and its consulting group.

New SMB Application Strategy
Oracle has made significant structural and procedural shifts in its partnering strategy and
channel field practices, that include broader partner access to Oracle’s product line and
higher levels of accountability for field execution. Oracle is making commitments to
partners in the success of specific partner initiatives meaningful to the company’s
strategic direction. That’s what makes the company’s E-Business Suite Special Edition
channel strategy so important.

How Does It Work?
When defining channel versus direct sales territory, most application vendors use a
"hard deck" defining channel territory as the ability to sell to any company below a



preset annual revenue threshold (e.g., SAP defines the territory for small business
partners as any company having less than $75 million in annual revenue).

The bases of this initiative are:
• Partners have exclusive access to the E-Business Suite Special Edition
implementation tools and supporting collateral. Direct sales reps cannot sell the
product and must work with partners to sell and implement the product.
• Partners have exclusive access to customers with less than $75 million in annual
revenue (considered one of the target audiences for the offer). If partners find an
opportunity with a customer above that revenue threshold, they can either attempt
to position/sell the Special Edition version with an Oracle field sales rep or
provide the lead to an Oracle rep to position the full product (the more likely
scenario). In providing the lead to Oracle, the partner qualifies for a referral fee
and can position it to fulfill the related services.
• Partners are provided access to Oracle Accelerators (OAs), a set of
implementation best practices built around specific business processes that
partners can use to speed deployment.

Benefits for Partners:
1. Benefit from having access to an open market, with no competing partners or
interference from the Oracle direct sales force in accounts under $75 million.
2. Each partner is assigned a dedicated account manager that is tasked with and
compensated for helping partners close deals.
3. The brand and tools to help partners enter new markets and win more clients,
specifically smaller ones that would not have previously been prospects for E-
Business Suite Special Edition.
4. Allows a partner to reduce traditional implementation processes to a level that
supports SMB customer expectations around time and cost.



5. Allow partners to refocus resources on winning new accounts and expanding
customer footprints through upselling and cross-selling additional Special Edition
modules.
6. Smaller customers make decisions fast; still smaller accounts are unaccustomed to
the more formalized sales and implementation approach of multifunctional,
businesswide applications. Partners will point out that these customers don’t have
the same rigor as larger ones in evaluating and implementing software to their
specific needs.
7. The partner must educate the customer at each stage with strong project
management skills.

Oracle is also making its Application Demonstration Services (ADS) available to partners
for support in running demos out of its Redwood Shores facility. This is something
partners have been after for years and will allow them to perform a wider array of demos
more quickly in order to improve close cycles.

SMB Market Segmentation: Oracle has segmented the SMB market into three tiers: the
lower tier (companies with less than $100M in annual revenue), mid-tier (companies
from $101M to $500M in annual revenue), and upper tier (companies with more than
$500M in revenue). The SMB products sold to each of these Segments are as follows:

• Oracle E-Business Suite Special Edition will be available to the low end through
the growing Special Edition Partner Channel.
• Oracle’s newly acquired EnterpriseOne product will be available to companies in
the low and mid-tiers through the former J.D. Edwards Partner Channel.
• Oracle E-Business Suite will be available to companies in the mid- and upper tiers
through the Oracle direct sales force.



Conclusion: SMBs should certainly consider Oracle when they are looking for new
applications. The products and associated tools and services are very competitive on
functionality and price, but the marketing and channels are still a work in progress.
In the field, Oracle is likely to struggle with selling, supporting, and positioning
overlapping products. This is never easy, and Oracle’s salesforce and field management
have grown accustomed to direct selling a single product line. Choosing which product
and which channel are best for a particular opportunity, and then explaining it to the
prospect, can be difficult.Oracle marketing has a major hurdle. In order to help grow the
SMB and midmarket business, it has to address the following issues:
• The perception that Oracle’s applications and technology are designed for very
large enterprises
• The lack of market visibility of its SMB products and channels
• The confusion associated with positioning multiple product lines and channels in
overlapping size and vertical segments

E-Marketing
Enterprises are recognizing e-marketing's role in their businesses, and they are looking
for solutions that will integrate online marketing with other marketing activities, instead
of approaching the Internet as a "siloed" business segment. There's a greater emphasis on
addressing e-marketing as part of an integrated marketing solution, and less focus on e-
marketing-related functionality — for example, affiliate marketing and online
advertisement management — which is more-frequently addressed by function-specific
point solutions. Therefore, several vendors that are not traditionally considered e-
marketing players, but have their e-channel functionality transparently woven into their
multichannel marketing solutions.
With Siebel Systems and Oracle well-positioned to enter this quadrant in the next 12
months. Market leadership requires not only the ability to execute, but also a compelling
vision that drives the market, supports customer demand for competitive differentiation
and forces other vendors to seek to match what leaders are doing.
FINANCIAL SUMMARY



Oracle has consolidated its financial systems into a single instance supported by four
shared service centers, initially as part of a much-publicized cost-reduction drive. As a
result of this project, Oracle also improved corporate governance by standardizing its
financial processes.

Oracle's transition from 52 separate financial systems to a single global instance
supported by shared service centers has been a challenging and, at times, painful project
due to the magnitude of the change to established systems and processes. Cost savings
have been realized and the intangible benefits have also been significant. ). Additionally,
Oracle's CEO was focused on the single-instance strategy and the optimal use of the
Oracle E-Business Suite. Other organizations without these advantages may face
additional challenges to achieve the same benefits as Oracle when consolidating their
financial systems.

Objective

Oracle initiated a project in 1998 to rationalize its application infrastructure. A key part
of this program was to consolidate the financial systems into a single instance of Oracle
Applications 11i with a global chart of accounts, implement standardized financial
management processes and centralize financial functions into shared service centers. In
this project, Oracle hoped to realize significant economies of scale by reducing
infrastructure and staff costs, while at the same time improving control of financial
processes, reducing close times and improving data integrity. This would also give senior
executives better visibility into business performance.

Approach

Oracle's approach to consolidating its financial management systems and processes had
three main elements.

1. Design and implement a global chart of accounts in a single instance of the
Oracle E-Business Suite.
2. Standardization of all financial management processes.



3. Development of shared service centers to centralize transaction processing.

Results

Oracle identified a possible staff reduction of 25 percent and a potential 30 percent
reduction in costs in the financial function. The increased emphasis on value-added
services, governance and compliance means that Oracle has achieved a substantial part of
its target but not the full goal of 30 percent cost reduction in finance.

In addition to the tangible cost savings, Oracle realized many intangible benefits,
including:

• Global visibility into financial information, giving managers a clearer
understanding of their performance and reducing their demands for information
from the finance function.
• Data quality and consistency has significantly improved through the combination
of a single instance and self-service applications (for example, employees enter all
their expenses online, and consultants enter their time sheets via the Internet).
• The definition and implementation of standardized financial processes meant that
audit costs were reduced and operating reviews were conducted more effectively,
making operating reviews and audits easier
• Oracle increased the value provided by the finance function. Once the shared
service centers were live, Oracle realized there was an opportunity to create
value-added services in certain process areas. For example, staffing in the general
ledger area has actually increased because Oracle added more qualified staff to
focus on higher-value activities, such as balance sheet management (this includes
proactively managing cash flow and treasury positions.

Balance Sheet for Oracle Corporation for the last 3 years
FINANCIAL SUMMARY 2002 2003 2004



USD inUSD inUSD in
thousands thousands thousands
Net Sales 9,673,000 9,475,000 10,156,000
EBITDA 3,885,000 3,767,000 4,103,000
EBIT 3,506,000 3,423,000 3,869,000
Net Profit 2,224,000 2,307,000 2,681,000
Intangibles 446,000 345,000
Long Term Invest. 406,000 233,000 60,000
Fixed Assets 987,000 1,062,000 1,068,000
Current Liabilities 3,960,000 4,158,000 4,272,000
Long Term Debt 298,000 175,000 163,000
Total Shareholder Eq 6,117,000 6,320,000 7,995,000
Cash 3,095,000 4,737,000 4,138,000
KEY RATIOS 2002 2003 2004
Net Profit Margin 22.99 24.35 26.40
ROE 35.89
Cur. Ratio 2.2000 2.2200 2.6500
Debt/Capital 0.0300 0.0300 0.0100



PRODUCTS
AND
SERVICES

Oracle Corporation Products and Services

1. ORACLE DATABASE
2. ORACLE APPLICATIONS
3. ENTERPRISE MANAGEMENT
4. MIDDLEWARE

Oracle Database



With Oracle Database 10g, the first relational database designed for Grid Computing,
your information is always available and secure. Oracle Database 10g lowers the cost of
ownership through automated management while providing the highest possible quality
of service. And with Release 2, Oracle builds on Release 1's foundation to further
improve efficiencies and reduce the cost of information management. Oracle is the best
choice for large enterprises, small and midsize businesses, and departments alike.

Enterprise Edition

Oracle Database Enterprise Edition offers industry-leading scalability and reliability in
clustered as well as single-system configurations. It provides comprehensive features for
online transaction processing (OLTP) and business intelligence and delivers the lowest
total cost of ownership.

Standard Edition

Oracle Database 10g Standard Edition is a full-featured database for small to midsize
businesses and departments that require performance, availability, and security in a low-
cost package. Available on single or clustered servers (up to four processors in total),
Oracle Database 10g Standard Edition offers fast installation, simple configuration, and
automated management.

Standard Edition One

Oracle Database Standard Edition One is a full-featured database packaged for small to
midsize businesses and departments. As part of the complete Oracle Database family,
Oracle Database Standard Edition One offers full compatibility and scalability to tackle
your biggest challenges and is available for only US$149 per user (minimum five users).

Lite Edition



Oracle Database Lite is a complete, integrated, secure database for building, deploying,
and managing mobile applications for a broad range of mobile devices.

Real Application Clusters

Oracle Real Application Clusters (Oracle RAC), an Oracle Database option product, can
run packaged or custom applications unchanged in a cluster of low-cost servers.

Oracle Applications

Oracle’s business is information — how to manage it, use it, share it, protect it. Oracle
applications deliver the information foundation and complete functionality you need to
grow your information-driven business. Oracle applications enable information-driven
business processes that connect and automate your organization

Corporate Performance Management Solutions

Oracle’s Corporate Performance Management and applications enable organizations to
achieve world-class performance by aligning the right information and resources to
strategic objectives. Oracle’s integrated solutions provide a complete understanding of
the business and communicate business metrics throughout the organization to drive
accountability for performance at all levels. Built-in business intelligence delivers
personalized, relevant information that allows business leaders to evaluate risk and make
adjustments to minimize risk.

Customer Relationship Management Solutions

Oracle offers three, best-in-class CRM solutions that are specific to your businesses'
individual requirements. Regardless of your industry focus, your size of business, or your
individual selling model, Oracle has just the solution you need for leveraging and using
enterprise information for maintaining focused and profitable customer relationships.

Oracle Financial Management Solutions



Oracle Financial Management applications empower finance organizations to drive
enterprise value with better information for targeting growth and a platform for
sustainable compliance. Oracle Financial Management provides:

Visibility
Improve transparency of business, financial, and compliance performance. Drive business
performance and enable better management decisions through more accurate forecasts,
visibility into relevant and timely management information, and a closed-loop plan-to-
measure process.

Control
Strengthen financial discipline and governance best practices. Confidently and efficiently
comply with company and regulatory policies using control-based business and
compliance applications.
Efficiency
Improve business processes, sustain compliance, and reduce costs. Reduce complexity,
risk, and costs by consolidating information and streamlining and standardizing global
processes.

Oracle Human Capital Management Solutions

Achieving workforce excellence requires HR to transform from a predominantly
administrative department to a function that develops and delivers programs to improve
worker efficiency, effectiveness, and productivity. HR transformation requires adoption
of a comprehensive Human Capital Management (HCM) strategy to drive programs
development, process redesign, and technology implementations. Oracle HCM Solutions
enable effective HCM strategy execution to align the workforce with strategic objectives
and achieve workforce excellence.

Oracle Procurement Solutions



Oracle offers integrated suites of procurement applications that can dramatically cut all
supply management costs. Oracle applications enable organizations to reduce spend on
all categories of goods and services, streamline procurement processes, and enforce
policy compliance.

Oracle Project Management Solutions

Oracle applications for enterprise Project Management enable project-centric
organizations and departments to establish core operational processes that support full
project lifecycle management—across operations and finance—from project selection,
planning and staffing, through execution, charging, and analysis. Oracle provides a
single, accurate view of all project-related activities so you can choose and prioritize the
right projects, assign the right resources, proactively streamline execution, and track
profitability via accurate budgeting, forecasting, and billings/chargebacks.

Oracle Supply Chain Management Solutions

Regardless of your industry focus-high technology, automotive, aerospace and defense,
life sciences, etc.-your type of business, or your individual supply chain model, Oracle
has just the right supply chain management solution for you

Oracle Enterprise Manager

Oracle Enterprise Manager with Oracle Grid Control provides a single, integrated
interface for administering and monitoring applications and systems based on the Oracle
technology stack. Enterprise Manager includes complete monitoring, performance
management, distributed database and application server administration, enhanced
diagnostics, automated tuning, and an architecture that allows administrators to manage
from anywhere.

MIDDLEWARE



Oracle Fusion Middleware is a family of standards-based, customer-proven products
including Oracle Application Server and related tools and options, Oracle Collaboration
Suite, and Oracle Data Hubs. Oracle Fusion Middleware enables organizations to get
more out of their existing investments and more out of middleware—delivering the
broadest and most tightly integrated infrastructure software offering available.

Oracle Fusion Middleware Family
Application Server (All Editions) Developer Suite JDeveloper
BPEL Process Manager Files Portal
Business Intelligence Forms and Reports TopLink
Collaboration Suite Identity Management
Data Hubs Integration

Oracle Application Server

Oracle Application Server 10g offers a comprehensive solution for developing,
integrating, and deploying your enterprise's applications, portals, and Web sites, all based
on a powerful and scalable J2EE server, complete business integration and business
intelligence suites, and best-of-breed portal software. As the only platform designed for
grid computing and providing full Service-Oriented Architecture (SOA) lifecycle
support, Oracle Application Server gives you unmatched scalability, availability,
manageability, and security.

Oracle Integration

Oracle Integration provides everything you need to integrate data, enterprise applications,
and business processes within your organization and with trading partners. Built on
Oracle's grid infrastructure, it delivers enterprise-strength performance, scalability, and
manageability. And with tight integration with the Oracle E-Business Suite, it is the best
product for integrating Oracle applications with third party applications, B2B protocols,
and Web services.

Oracle Services



Globalization. Simplification. Standardization. Automation. Innovation. These five
principles underlie everything we do at Oracle.
Oracle Services help you get the most from your technology investment. Working with
you every step of the way, Oracle provides a variety of services that span the complete
solution life cycle. Whether you need consulting, financing, outsourcing, support or
education, you can get it from the experts who know Oracle best.

Oracle Consulting
Oracle Consulting builds creative solutions for modern businesses. Drawing on industry
best practices and specialized software expertise, Oracle consultants help you assess your
current infrastructure, create your enterprise computing strategy, and deploy new
technology.

Oracle University
Learn Oracle from Oracle. Oracle University delivers the expert-led training to benefit all
our Oracle communities through their Oracle relationship.
Oracle on Demand
Oracle on Demand delivers Oracle software as a service to Oracle customers around the
world. Your Oracle software is managed by Oracle experts—at Oracle, at your location,
or at a third party—to improve the performance, reliability, scalability and security of
your information. Increase the efficiency of your business processes and systems with
Oracle's industry-leading technology and let Oracle On Demand handle your upgrades,
patches and maintenance. Now you can focus staff on strategic projects, deploying
resources and technology for better user productivity and satisfaction.

Oracle Support

Oracle Support is the largest and most advanced support organization in the world. The
global team of over 8,000 developers and 6,000 support professionals drives better results



for our customers by ensuring that Oracle technology and applications deliver optimal
performance.

No other support organization can match Oracle's breadth and depth of technical
expertise, advanced support technologies, or global reach. Ongoing updates and
enhancements keep your products and systems up-to-date and running smoothly.
Technical information and expert advice help you resolve problems quickly and
effectively so that your Oracle technology and applications are always available and
always running at peak performance. Ultimately, Oracle's Support Services offer you a
superior ownership experience.

Oracle Financing

Oracle financing and leasing offerings are competitive, comprehensive—and one of the
easiest ways to affordably acquire the right solution for your business.

We offer quick approvals and simple documentation, and you can buy your entire
solution of hardware, software and services from multiple vendors using a single
payment structure from Oracle Financing.

Oracle Corporation Customers

Top Organizations in India run Oracle software

Banking
ICICI, HDFC Bank, State Bank of India, Punjab National Bank, UTI Bank, IDBI Bank
Insurance
General Insurance Corporation, Life Insurance Corporation, National Insurance
Corporation, New India Assurance
Telecommunications
BSNL, Bharti, Hutch, MTNL, Satyam Infoways, Spice
Manufacturing
Coates India, Cummins, Hindalco, Hindustan Levers Limited, Indal, Kirloskar Oil



Engines Limited, Lakshmi Machine Works, Maruti Udyog Limited, MRF Tyres
Government
Airport Authority, Indian Airforce, Andhra Pradesh Government, Central Bureau of
Investigation, Gujarat Government, Indian Railways, Police departments, West Bengal
Government, Coimbatore Municipal Corporation

Major Customers - WorldWide

Oracle Database
Amazon.com Ohio Savings Bank
Colgate-Palmolive Roman, Inc.
Dell Eurostar Southwest Airlines
Eastman Chemical
Talk America
Company
Mainstream USGS Water Resource
Technologies Discipline
Oracle Applications
Atari LG.Philips LCD
C-COR Corp OTE
EMC) Pella
GE Energy POSCO
John I. Haas USDOT



Oracle Enterprise Manager
BT Group plc. Student Loans Company
Dell GEDIS Swiss Federal Railways
Deutsche Bank Telstra
Electronic Arts TUSC
Fannie Mae USGS Water Resource Discipline

SWOT ANALYSIS
STRENGTHS
1. A well known global brand in software technology.
2. It’s the world’s second largest software company after MicroSoft and world’s
leading supplier of software for information management.
3. It is one of the first companies to make its business application available through
internet.
4. It has strong finincial position, with $ 9 Billion as its revenue in the last finincial
year.
5. It is the number one brand in the database market.It is the market leader with
39.1% of the market share.
6. It is the biggest ‘Enterprize Brand‘in the world market.
7. It has managed to cut its IT cost by almost 80% in the next fiscal year.
8. Oracle Corporation technology can be found in nearly every industry around the
world and in offices of 98 of the fortune 100 companies.
9. It has been the market leader in Relational Database
10. Oracle brand is strong enough to drive sales beyond the core database system,
even through database sales represent 70% of Oracle's revenue. Business
applications represent 20%, middleware 8%, and other software products such as
tools 2%
11. In the area of database scalability and reliability, Oracle is leading the market with
its Real Application Clusters, Gartner analyst Donald Feinberg said. RAC lets



customers use Oracle on large clusters or grids of low-cost servers, gaining
reliability and scalability at a reasonable cost.
12. "They have their hands on the tiller, they understand what market segment they
are selling into, and they are executing with strong financial management" of the
company.

WEAKNESS
1. Brand Image of being an ‘Enterprize Organisation’ is making it hard for Oracle
Corporation to penetrate into the small and medium businesses.
2. It depends heavily on North America market.
3. Oracle Strong in Databases, But It Must Execute On Applications.
- Oracle, arguably the dominant database vendor, is bent on expanding its
sales in middleware and applications. But any stumbles in its plan to
merge three sets of business applications will benefit its chief competitor,
SAP.
4. The sometimes-disjointed air of Oracle's initiatives is reflected in the fact that the
11i series of its E-Business application suite hasn't yet been certified internally to
run on the Oracle 10g database system, which has been out for a year, Comport
pointed out.

5. While Oracle is consistently strong in database sales, its application revenue has
been "up and down, erratic,"

6. Oracle products apply the patches to supported versions. If older editions are in
use, such as 7.x or 8.0x, they advised companies to either upgrade immediately or
switch to a rival database.

7. Oracle Needs To Come Clean On Vulnerability



- Although keeping mum is Oracle's standard policy, the analysts took the
company to task for not spelling out the consequences of not applying the patch,
and more important, whether the vulnerabilities affect older, non-supported
versions of Oracle's Database Server, Application Server, and Enterprise
Manager.

"At worst, [this means] records in every Oracle database you own could be
vulnerable,"

. "System administrators don't have enough information to decide which servers
to prioritize or which data is most vulnerable."

OPPORTUNITIES
1. Small and Medium Businesses(SMBs) market is the biggest opportunity for
Oracle, because this market is untapped and recent studies shows that SMB’s will
be increasing their IT spending more than any other business sector.
2. There would be 20% increase in the demad for ERP and SCM products in the
World Marke. Oracle Corporation has plans to capatalise on these opportunities.
3. "The challenge for Oracle is to move from individual products into an overall
message" that sums up what it does for the customer, Comport said. That message
hasn't emerged yet as Oracle engages in acquisition battles, such as the hostile
takeover of PeopleSoft Inc. and the bidding war for retail software supplier Retek
Inc.
4. "The challenge for Oracle is to move from individual products into an overall
message," one that sums up what Oracle does for the customer.

THREATS
1. IBM is the biggest competitor of Oracle Corporation in Large Business Sector.,
especially in Database and Application Server market.
2. In SMB’s, Oracle Corporation is facing still competition from Microsoft, the
leader in the market space.



3. Misconceptions like Oracle are expensive and not user friendly is the biggest
threat for Oracle Corporation in SMB market.
4. Oracle remains the dominant database vendor, but will face challenges as it tries
to expand its middleware and applications sales. The slightest misstep when
trying to merge its recent acquisitions will only serve to benefit its key
competitor, SAP.

RECOMMENDATIONS / SUGGESTIONS

A) SMB market is a highly upcoming market, thus Oracle Corporation can leverage
on this opportunity.
B) Oracle Corporation should partner with more ISV’s (Independent Software
Vendors) for better distribution of its product.
C) Oracle Corporation must extensively promote awareness programs to clear the
misconcepetion about its Product, which it is only for big enterprises.
D) Oracle Corporation’s image in the large business segment can be used to
influence small and medium businesses that have large business as their clients.
This will help Oracle Corporation penetrate in small and medium business
segments.
E) Oracle Corporation should device schemes and strategies to tackle competitors in
both large and small business segments.
F) Industries in the various territories that have not yet been penetrated must be
looked with appropriate marketing strategies and captured.
G) The price perception of Oracle Corporation’s products must be removed from the
minds of SMB market through various activities such as mass media, journals,
technology fest, i-seminar, etc.



COMPETITORS ANALYSIS
Oracle Corporation being the leaders of database vendors of the world, the biggest
competition comes in when there is a competition with its primary product, the database
market.

Recent reports from both IDC and Dataquest paint a picture of the database market, with
growth projected to average around 6% per year. This limited growth as a bad sign for
Oracle Corporation, since a great deal of our revenue comes from our database product.

Although the overall market may be growing conservatively, there is a pronounced shift
in the allocation of the spending within that market – a shift that favors Oracle’s database.

The basics
There are three basic facts that lay at the root of this analysis

1. the existence of a shift in the overall database market,
2. the technical platforms involved in this shift,
3. the cost of the shift to individual organizations

The shift
The Unix database market, which is based on propietary hardware, has been losing
market share, while that segment of the market that is based on low cost, commodity
hardware (the x86 architecture) has been gaining. The driving force behind the shift is
easy to see – x86 servers are typically dramatically less expensive than other server
architectures.



The destinations
Once an organization decides they will try and capture the benefits provided by
commodity hardware, their next decision is which operating system to use on this low
cost hardware. There are two chief destinations – Microsoft Windows and Linux. Of
course, the Linux option is relatively new, but the existence of choice in this area has
changed the position of Windows as the only platform that can leverage the cost
advantages of commodity servers to one of two choices.

The process
The price/performance advantages of using an x86-based server have been clear for many
years. If this is so, why is the Unix market segment still so large? After all, the Unix
database market, even today, after several years of decline, is still almost 30% of the
overall market.

Answer :
• Migrating to another database platform is an expensive and somewhat risky
proposition.
• Even if the database migration process itself is straightforward, there are still the
additional factors of acquiring expertise and honing administrative capabilities on
another platform.
• Most organizations do not make a migration decision lightly, even in the face of
significant price benefits.

The question
The database market is shifting. Migration is a resource intensive and somewhat risky
task. Couple these two facts with one other, and you get an important determinant of the
future direction of the market.

This final piece of the puzzle comes from a realization that Windows and Linux, as a
platform for database servers, are relatively equal. Because of this equality, there is little
reason why an organization would migrate from Windows to Linux, or Linux to
Windows. The cost of the migration is still present, but the benefits are not.

This realization leads to the salient question concerning database market share in the
future – which operating system is the target of more of these migrations?


A project report on orgniziation study of oracle

A project report on orgniziation study of oracle

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