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1Z0-436 exam Dumps Source : Oracle BigMachines CPQ Cloud Service 2016 Implementation Essentials

Test Code : 1Z0-436
Test name : Oracle BigMachines CPQ Cloud Service 2016 Implementation Essentials
Vendor name : Oracle
: 80 existent Questions

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Oracle Oracle BigMachines CPQ Cloud

Oracle Buys BigMachines To Win The Cloud combat: Will Transaction multiply Margins? | killexams.com existent Questions and Pass4sure dumps

No result found, try new key phrase!BigMachines is a Chicago-primarily based enterprise choicest everyday for its potential in cloud-based mostly CPQ solutions (this is, configure, rate and quote cloud computing solutions) to enhance Oracle's CRM providing. Or...

Oracle Continues to improve Oracle CX Cloud With Oracle Configure, fee, and Quote Cloud Enhancements | killexams.com existent Questions and Pass4sure dumps

LAS VEGAS, NV--(Marketwired - Apr 9, 2014) - COLLABORATE 14 -- Oracle ( NYSE : ORCL )

information summary groups from each business, great and small, outdo via delivering first-rate customer experiences across extreme consumer palpate aspects. With the acquisition of BigMachines, Oracle introduced a key fragment to its cloud-based client event suite of items that manages the client lifecycle -- from lead era and probability management, via quoting and consumer provider. Oracle CPQ Cloud (BigMachines) streamlines the earnings process from probe to order by enabling sales staff and partners to generate earnings charges, orders and suggestions straight away and accurately -- from any place, on any gadget. Oracle these days announces Oracle CPQ Cloud has continued its speedy tempo of innovation in construction, presenting consumers with new capabilities that enrich earnings oblige efficiency.

information records

  • Oracle these days proclaims Oracle CPQ Cloud's ongoing commitment to presenting expense to valued clientele through new aspects and enhancements.
  • With the latest liberate of Oracle CPQ Cloud, revenue authorities and partners can now entry the total CPQ suite by the exercise of cell capsules from any Place every time and dwell productive whereas on the go.
  • newest enhancements assist extended integrations with Oracle earnings Cloud and Salesforce.com, enabling automation, efficiency, and accuracy during the revenue technique. corporations with Oracle sales Cloud and Salesforce.com sales oblige automation tools will prize Oracle CPQ Cloud's potential to leverage the aforementioned options for greater ease-of-use and many-sided administration.
  • To further optimize and simplify administration of the solution, Oracle CPQ Cloud brought the following new points and enhancements:
  • components administration: extra allows for directors to create advanced pricing and discounting calculations in a drag-and-drop interface, without scripting or advanced suggestions.
  • Migration Rollback: Helps directors recuperate from the inadvertent migration of wrong content between test and construction environments. Rollback returns the construction website to a established restoration point with the palpate of a button, quite simply cutting back downtime.
  • function-to-characteristic Calls: gives implementers and administrators the flexibility to optimize and re-use modular scripts.
  • Re-launched Product support: presents directors better search and collaborative facets to find the tips they need to correctly construct and retain their sites.
  • Oracle CPQ Cloud has besides more advantageous benchmarks and tuning for significant costs.
  • Oracle CPQ Cloud edifice benchmarked a 2,000 line detail quote and optimized probably the most criterion activities clients operate to comprehensive the income cycle. subsequently, device performance better as much as 80%.
  • while the benchmark centered colossal charges, earnings forces that build smaller charges can now relish a quicker, greater responsive consumer journey, as smartly.
  • Integrating with revenue drive Automation gives Key merits Oracle CPQ Cloud conveniently integrates with each Oracle income Cloud and with Salesforce.com. The integrations give the following advantages:

  • Oracle income Cloud: clients of Oracle sales Cloud can now with ease integrate their sales oblige automation device with Oracle CPQ Cloud.
  • clients will edge from Oracle CPQ Cloud's category-leading quoting, configuration, and document generation capabilities seamlessly built-in in the account and possibility administration screens of Oracle income Cloud CRM. This cohesive retort helps earnings groups more desirable maneuver and proximate offers -- for quicker and smarter selling.
  • the combination aspects sole signal-on via SAML for seamless user event and safety.
  • Oracle CPQ Cloud can import and export information from lots of Oracle income Cloud ordinary and custom objects, disposing of the need for clients to re-key data, and ensuring that revenue forecasts are always updated.
  • Salesforce.com: Oracle CPQ Cloud continues to demonstrate its commitment to advocate Salesforce.com and Oracle CPQ Cloud joint shoppers by using continuing to execute investments in the Oracle CPQ Cloud-Salesforce.com integration.
  • fresh Oracle CPQ Cloud enhancements encompass updates to the executive capabilities to supply superior records synchronization and reduced system renovation while utilising the newest Salesforce.com integration APIs.
  • Configuration Goes mobile With new elements optimized for pill instruments, Oracle CPQ Cloud provides the following merits on-the-go:

  • Collaborative and engaging Experiences: Modeled with field revenue brokers in mind, Oracle CPQ Cloud on the pill permits earnings brokers to sell collaboratively and to present an attractive and interactive customer journey by means of a tablet machine.
  • decreased revenue Cycles: by working side-by means of-side with the consumer, a box sales agent can effectively configure and quote the amend products. This engagement model consequences in greater client purchase-in, fewer product iterations, and precise-time opportunities to tender move-sells and upsells. This, in flip, leads to a greater engaged client, a sooner earnings system, and improved win fees.
  • supporting prices

  • "The addition of Oracle CPQ Cloud to Oracle CX Cloud makes it the ultimate cloud-based suite of advertising, revenue, and client service tools for businesses of extreme types and sizes," stated Ken Volpe, Senior vice chairman, Oracle Product construction. "Oracle CPQ Cloud helps enhance client delight and earnings efficiency. Its integration into Oracle CX Cloud allows sales groups to promote greater and sell faster, from result in order, and repair through renewal."
  • "BigMachines has developed a popularity for edifice category-leading CPQ solutions that profit shoppers sell accurately and intelligently," pointed out Christopher Shutts, Oracle vice president of construction, and BigMachines Co-Founder. "shoppers can achieve more advantageous sales performance and stronger customer experiences on account of Oracle's dedication to raise funding within the innovation of the Oracle CPQ Cloud product."
  • helping elements

    About Oracle Oracle engineers hardware and application to labor together within the cloud and in your records center. For extra advice about Oracle ( NYSE : ORCL ), consult with www.oracle.com.

    trademarks Oracle and Java are registered emblems of Oracle and/or its affiliates. different names may well breathe emblems of their respective owners.


    Oracle Buys BigMachines | killexams.com existent Questions and Pass4sure dumps

    Oracle Buys BigMachines

    supply: Oracle employer

    Oracle Corporation

    October 23, 2013 07:59 ET

    provides leading Configure, rate and Quote (CPQ) Cloud to the Oracle Cloud to enable Smarter promoting

    REDWOOD SHORES, CA--(Marketwired - Oct 23, 2013) - Oracle (NYSE: ORCL)

    news information

  • Oracle these days introduced that it has entered into an settlement to acquire BigMachines, a number one cloud-based Configure, expense and Quote (CPQ) solution issuer.
  • BigMachines' CPQ Cloud quickens the conversion of revenue alternatives into profits by automating the income order technique with guided promoting, dynamic pricing, and an easy-to-use workflow approval process, available anyplace, on any device.
  • organizations that exercise earnings automation know-how regularly count on manual, cumbersome and disconnected techniques to transmogrify opportunities into orders. This creates blunders, adds fees, delays income, and degrades the client event.
  • BigMachines' CPQ cloud extends sales automation to consist of the creation of an highest quality quote, which enables sales personnel to without problems configure and cost complicated items, choose the greatest options, promotions and deal phrases, and comprise up promote and renewals, extreme the usage of automated workflows.
  • In aggregate with Oracle's business-grade cloud solutions, together with marketing, earnings, Social, Commerce and repair Clouds, Oracle and BigMachines will create an end-to-end smarter promoting cloud retort so earnings personnel are extra productive, purchasers are greater convinced, and organizations develop profits faster.
  • extra counsel on this announcement can besides breathe discovered at http://www.oracle.com/bigmachines
  • supporting rates

  • "The basic goals of smarter selling are to give sales groups with the assistance, entry, and insights they should maximize revenue opportunities and execute on extreme phases of the earnings cycle," preeminent Thomas Kurian, government vice chairman, Oracle building. "by means of adding BigMachines' CPQ Cloud to the Oracle Cloud, groups might breathe in a position to oblige greater revenue and enhance customer satisfaction with a seamlessly integrated manner across advertising and earnings, pricing and quoting, and fulfillment and repair."
  • "BigMachines has developed leading CPQ solutions that serve agencies of extreme sizes throughout numerous industries," said David Bonnette, BigMachines' CEO. "together with Oracle, they await to deliver an entire cloud retort to manage sales strategies and convey Great customer experiences."
  • assisting materials

    About Oracle Oracle engineers hardware and utility to labor together within the cloud and to your statistics center. For greater tips about Oracle (NYSE: ORCL), visit www.oracle.com.

    trademarks Oracle is a registered trademark of Oracle supplier and/or its associates. different names can breathe emblems of their respective homeowners.

    This doc is for informational applications simplest and can not breathe incorporated into a contract or agreement.

    Oracle is at present reviewing the current BigMachines product roadmap and should breathe providing guidance to customers in response to Oracle's common product communication policies. Any resulting facets and timing of liberate of such features as determined by Oracle's evaluate of BigMachines' product roadmap are on the sole discretion of Oracle. extreme product roadmap counsel, even if communicated via BigMachines or by Oracle, doesn't signify a commitment to bring any fabric, code, or functionality, and will not breathe relied upon in making buying selections. it's intended for counsel purposes best, and may not breathe integrated into any contract.

    For a better event the exercise of this web site, tickle upgrade to a modern internet browser.


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    Oracle BigMachines CPQ Cloud Service 2016 Implementation Essentials

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    PROS Holdings - Will They Deliver The Ambitious Growth Targets? | killexams.com existent questions and Pass4sure dumps

    No result found, try new keyword!Investment Thesis I believe that PROS Holdings (PRO), a software-as-a-service (SAAS ... it lacks upright cloud offering that for specimen SteelBricks now gain as they were acquired by Salesforce (or B...

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    No result found, try new keyword!The strain is fragment of Simplus’ vision as a leading CPQ service ... and Gold Oracle partner – was recently named the No. 4 Fastest Growing Consulting firm in North America by Consulting Magazine for its ...

    Why has Quote-to-Cash (Q2C) Become Exceptionally difficult and Why Salesforce and SAP are after it? | killexams.com existent questions and Pass4sure dumps

    Enterprises across extreme industry verticals gain following imperative requirements:
  • Transition to subscriptions,
  • Ability to tender new sales bundles in hours & not weeks turnaround, and
  • Enable B2B self-service eCommerce (think Amazon-like buying undergo for enterprise products).
  • Unfortunately, existing products in Q2C workflow gain failed to meet any of the above requirements for enterprises (for mid-market, there are some point solutions though).

    Here’s a quick summary on what’s broken based on my conversations:

    Summary of Problems

  • Outdated and incompatible product catalog across CRM/CPQ/Billing/ERP leading to data duplication and lot of complicated integration labor across the stack
  • Broken APIs
  • Sandbox to Production deployment is a nightmare
  • Complex approval workflows
  • Unfriendly UX across the board whether customer, channel or employee facing
  • No mobile-centric experience
  • Inherent need of scalability in both CPQ and Billing solutions
  • Inflexible and inextensible systems leading to longer implementation times (usually in several months, often brace of years).
  • Usage-based billing doesn’t work
  • Hardware + subscription on very quote usually doesn’t work
  • Subscription amendments and later renewals are challenging
  • Analytics/reporting is weak/complex and non-actionable
  • Issues with multi-year contracts
  • Dynamic bundling is not supported
  • Dynamic pricing is not supported
  • No one is providing intelligence around the transaction data (that goes through Q2C process) to profit in future sales
  • No multiple language support … Salesforce requires APEX, Oracle CPQ has BML. Side affect: need of availability of inexpensive talent to maintain such products
  • Why has Q2C become a complex problem & why has no one been able to fix it meaningfully? Assumption around “SKUs” (one-time sale)

    Biggest change in ultimate few years is around the customer expectation to “subscribe” to products/services instead of right-out purchase. This migration from one-time selling of SKUs to subscriptions is the primary reason behind why traditional Q2C products are failing.

  • For SKUs, information flux has largely been one-way i.e., from CRM to ERP with some reconciliation happening from ERP to CRM. Subscriptions gain caused this flux to turn on its head as now orders are not final; amendments are the new norm i.e., adding/deleting/modifying subscription post-purchase. This requires ERP and CRM to communicate closely and often. However, these systems were not designed for such communication. Even simple data in/out is painful with each much less a well-oiled bi-directional data flow.
  • Underlying data model for product / pricing catalog was not designed for SKUs and not subscriptions. SKUs fundamentally limn a “fixed” product/service, there is no variability. On the other hand, subscriptions by definition gain a term associated (6 month, 12 month etc.) and pricing / discounting will depend on the term. Furthermore, subscriptions are besides priced based on # users which the conclude customer may vary over the liftetime of the subscription. Traditional product catalogs are not designed to handle this flexibility. To address this issue with current systems, enterprises are forced to create additional SKUs to handle every permutation leading to bizarre SKU proliferation (1000s of SKUs) which unnecessarily complicates everyone’s life (sales person, channel sales, marketing, accounting, and even the customer)
  • Changing ERP/CRM systems and product catalogs is a fundamental design change and is certainly not an add-on feature.

    Assumed traditional / channel selling only
  • CRMs were designed for 1000s of accounts not millions of accounts/data points; consequently even basic scaling/performance requirements are unmet. I was told that Salesforce CPQ cannot handle quotes of more than 200 lines so the quote needs to breathe divided into multiple quotes (Salesforce experts can recall dreaded “governor” limits. Now, any PaaS system will gain checks and balances around resource consumption (e.g., here is Google App Engine’s) but it seems that the artery it is done in Salesforce imposes basic restrictions e.g., one can only query 100 SQL records per transaction,.. not 1M, 100K or even 10K… it is 100!). A larger point is that for new-age enterprises like Airbnb, Lyft, Uber, DoorDash etc. which count their customers/merchants in millions, not one of the existing CRMs (and even CPQ/Billing/ERP systems) will labor and from what I gain been told each is working on their own version of these systems. In fact, this opens a very affecting startup opportunity to build massively scalable, user-friendly, cloud-based CRM etc. systems that can breathe used by next-gen enterprises. Even better, why not build a generic infrastructure enterprise IT layer that can race on top of any public cloud on top of which apps like CRM, CPQ, Billing, ERP etc. can breathe run. Now, enterprises don’t need to maintain a part CRM/ERP or even HR IT stack… extreme enterprise resources (whether people or assets) are represented in this one sole stack which will execute the job of IT hugely simplified as no data transformations would breathe needed). More on this in a later post.
  • Downstream CPQ systems labor off of a CRM “opportunity” only. This means if you are offering your products/services to breathe sold online directly, CPQ won’t labor as the website user is not a CRM lead. This forces enterprises to build and manage two parallel Q2C workflows (one for direct-sales and another for self-serve).
  • Guided selling is limited to manual mp;A rather than auto-context-drive (customer, country, vertical) or prior purchase history.
  • Consumer concepts of UX, mobile-centricity were largely ignored.
  • Guts of the IT systems were designed for low-volume/high-dollar (direct/channel sales) and not for high-volume/low-dollar transactions (self-serve) which is majority trade for increasingly great number of SaaS companies and long tail for others.
  • Fixing these issues is not a bolt-on feature fix-it, instead it requires a thought through software design from day 1.

    Mid-market focus
  • It appears that extreme CPQ/Subscription Billing vendors took a mid-market approach early on (startups often carry out that for score early wins). Here’s the disastrous side-effect though — enterprise use-cases are not accounted for in these designs resulting in extremely obdurate systems with penniless scalability, dysfunctional APIs, broken reporting etc. This is one consistent feedback I heard across extreme vendors — they are not “enterprise-ready”.
  • Existing products were created more than 10 years back (even Zuora is 11 yrs old) and most, if not all, look to breathe running on an outdated software architecture. Artifacts of feeble architecture are — lack of scaling/performance, weak APIs, data in/out hard, restriction on programming language support, underlying systems that don’t scale (Salesforce and since practically extreme CPQ systems race on force.com platform they inherit the very limitations). Several companies mentioned that the cost of Salesforce sandbox environment is besides very pricey.
  • Re-architecting the core-engine is essentially creating a new product.

    In my interviews, consistent feedback was that Q2C products need to provide 60–70% expected functionality out-of-the-box while the leisure (customization) will breathe done by customer themselves as long as it can breathe done easily which seems to breathe not feasible by current tools.

    Ok, but noiseless existing vendors must breathe doing something. What’s that?

    Either adding bolt-on products or doing acquisitions — Apttus did CPQ first, Billing later. Zuora did Billing first, CPQ later (in process). SAP acquired Billing first then CPQ (CallidusCloud, $2.4B, Jan 2018). Salesforce acquired CPQ (Steelbrick, $360M, Dec 2015) which in turn had acquired a billing vendor earlier.

    All of these approaches look to failing as the fundamental issue is not putting extreme products under one expense list but in providing a excellent “integrated” product with enterprise-class design around handling subscriptions. not one of the vendors look to gain that.

    The multiple-product approach (whether in-house or through acquisition) introduces immense bottlenecks in data flux requiring painful data translations resulting in brittle connections & never-ending maintenance.

    How are enterprises dealing with this now?

    They are forced to carry out either of following:

  • Buy existing products and hire an army of System Integrators to to some extent execute the products labor together by undertaking complex integrations — roughly 10–20% of such implementations simply fail, others that succeed conclude up creating brittle connections so that change management is a huge throe (both time & $$$) and agility is completely lost. One company spent $300M (!) on CPQ transformation project with less than satisfactory outcome. universal objective tends to breathe in 10s of millions of dollars (this includes license cost, implementation cost and ongoing maintenance).
  • Build own tools — Everyone from the bigwigs to medium enterprises know that it is not a long-term strategy (creating and maintaining systems like CPQ/Billing is a complex undertaking and early benefits quickly overtaken by long-term maintenance costs, need of product direction, budget cuts etc.). In my conversations I came across 4 companies who gain undertaken those efforts and with extreme of them (except one where it was CTO’s idea) were forced to carry out it — their point was if they will gain to expend huge money on SIs anyway, why not pour that money in internal evolution and control their own fate. There could breathe some kingdom edifice situation but as a matter of fact extreme of these tools were struggling and IT leaders were looking for a excellent external alternative (though not one is available).
  • What’s the fix?

    After having several of these conversations, some patterns started emerging and here are my thoughts on a product/system that I contemplate can potentially resolve the problems:

  • First and foremost, Pricing engine, Product catalog & Subscriptions need to breathe in ONE SYSTEM. Traditional artery of putting Pricing and Catalog in CPQ and Billing in ERP separately worked well for SKU-based ordering or one-time orders. With subscriptions, “order” is not a terminal entity, instead it lives on with amendments. Best artery to handle that is by combining subscription handling (quoting, billing, amendments, renewals), product catalog and pricing in one system.
  • Second, contemplate Enterprise-architecture Day 1. That means edifice a platform vs an application. execute data in/out extremely easy, provide home-grown rock-solid connectors to well-liked CRM/ERP solutions, focus on UX, simple extensibility, mobile-centric, race on independent cloud instead of force.com (limits scalability, performance, even AI options).
  • Third, cater to self-serve — future of enterprise selling: Provide an Amazon/Atlassian like buying undergo to other enterprises whose customers are increasingly smart buyers. This will unlock new and previously untapped revenue opportunities for enterprises and could breathe a existent game changer. According to Forrester, 74% of B2B buyers prefer to buy online vs through channel.
  • Fourth, establish data science / ML to excellent use. Q2C workflow sees fiscal / customer / machine data — perfect Place to apply ML driving up-sells, cross-sells, renewals. e.g., “60% customers like you bought this”. Also, how about tying product usage directly to customer portal to drive auto-upsell notification — “You are ready for an upgrade.”
  • Fifth, rethink customer success: How about tying revenue to a successful implementation instead of just initial sale. It may look like a risky approach, but given that Q2C drives customers’ revenue/profitability, if a lot of value is created for the customer, it will breathe a huge a win-win proposition and a ton of money can breathe made to the extent that’s never been seen before in enterprise software.
  • Enter… Enterprise Monetization Platform Benefit
  • No need to buy & manage part Billing and CPQ products (Do Subscription quoting, billing, renewals, amendments in ONE Platform).
  • Usage-based Billing Support
  • CPQ interface (web + mobile) that sales will admire to use. CPQ product primary purpose is to profit sales folks proximate deal as lickety-split as feasible but most, if not all, CPQ solutions just automate selling process without making it easier/smarter. (I am reminded of a engage “Don’t execute me think” by Steve Krug).
  • Provision new sales bundles in matter of hours not weeks
  • Ability to create dynamic bundles (finally no SKU proliferation!)
  • Combine hardware and software on one quote
  • Subscription amendments are so simple that they can breathe self-served as well!
  • Go-live in < 1 month (post requirements gathering)
  • Summary

    Classic ERP and CRM systems that were designed decades ago around concepts of one-time order, rigid catalogs, obdurate pricing, direct/channel sales only (not self-serve) and closed systems are increasingly becoming immaterial for enterprises that are obsessed about being agile and customer-centric.

    In short, existing CRM and ERP systems are failing systems of records, unimpressive systems of engagement & non-existing systems of intelligence.

    There is a super massive opportunity around re-imagining & re-building these systems & deliver an undergo and not just a tool.

    Addendum Best independent writing I establish on this subject:

    The Future of Quote-to-Cash (Q2C) and the Commerce Cloud: Top Ten Strategies for SaaS Companies by Anandan (AJ), 2016. (I even met AJ in person subsequently).

    Analyst Reports
  • Gartner MQ 2018 for CPQ (provide info to download free copy from CloudSense)
  • Forrester Wave CPQ Q1 2017 (provide info to download free copy from Apttus)
  • Market

    CPQ/ Billing is fragment of overall $42.14B CERM (Customer undergo & Relationship Management) market. Source: Gartner.

    CPQ Market: $1.2B (est. 2018). CAGR 20% through 2020.

    Subscription Billing: $2.7B (est. 2018). CAGR 35% through 2022.

    I contemplate the market is much bigger since penetration of professional CPQ/Billing solutions is low (vs home grown or point solutions). One proxy for this data is # of customers for CPQ vendors (these are extreme in Gartner MQ)

    Apttus — 300, Oracle BigMachines — 500, FPX — 62, Accenture — 25, Vendavo — 60

    If they were to extrapolate the numbers to lets 5x of above, they win 5000 customers. By comparison, Salesforce CRM is deployed in more than 150K organizations. Moreover, enterprise subscription market is very nascent at this stage and both markets will gain a wholesome double digit growth through next 5 years so that overall market opportunity is proximate to $10B.

    M&A (by date)
  • $1B-$2B estimated, Apttus majority stake by PE firm Thoma Bravo, Sep 2018
  • $2.4B SAP acquired CallidusCloud (CPQ), Jan 2018
  • $303M Salesforce acquired Steelbrick (CPQ), Dec 2015
  • $400M Oracle acquired BigMachines (CPQ), 2013


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