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1Z0-548 exam Dumps Source : Oracle E-Business Suite R12.1 Human(R) Capital Management Essentials

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Vendor name : Oracle
: 70 real Questions

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1Z0-548 exam Dumps Source : Oracle E-Business Suite R12.1 Human(R) Capital Management Essentials

Test Code : 1Z0-548
Test name : Oracle E-Business Suite R12.1 Human(R) Capital Management Essentials
Vendor name : Oracle
: 70 real Questions

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10 Stocks To final The Decade A few major trends will likely shape the next ten years. Here's a buy-and-forget portfolio to capitalize on them. | killexams.com real questions and Pass4sure dumps

(FORTUNE Magazine) – Admit it, you quiet hold nightmares about the ones that got away. The Microsofts, the Ciscos, the Intels. They're the top holdings in your ultimate "coulda, woulda, shoulda" portfolio. Oh, what might hold been, you expound yourself, had you ignored complete the naysayers back in 1990 and plopped a modest $5,000 into, say, both Dell and EMC and then closed your eyes for the next ten years. That's $8.4 million you didn't make.

Now, hold on a minute. This is no time for mea culpas. Okay, so you didn't buy the fastest growers of the past decade. pick up over it. This is a modern era--a modern millennium, in fact--and the time for licking dilapidated wounds has passed. Indeed, the instant of stocks like Dell and EMC is no longer their potential as investments (which, though quiet lofty, is unlikely to compare with the previous decade's run). It's in their ability to educate us some valuable lessons about investing from here on out.

More from Fortune Will Mmmhops breathe a hit? NBA confirms L.A. Clippers sale to ex-Microsoft CEO Steve Ballmer FBI and SEC probe into Carl Icahn and golfer Phil Mickelson FORTUNE 500 Current Issue Subscribe to Fortune

First, those ample tech winners of the 1990s showed how Great stocks emerge from large-scale, dynamic trends that hold the power to transform the economy. EMC, for example, became the leading computer-storage company thanks to the Internet and the explosion in home PCs. Second, winning companies not only understand how trends are poignant but besides can execute plans that skeptics mock as grandiose illusions. In Dell's case, the company's remarkable deployment of build-to-order manufacturing techniques became a de facto upgrade of assembly-line technology. Compaq and IBM learned that lesson the arduous way.

Yes, this is a modern era and one that's bound to hold its own heroes. To find out who those heroes might be, FORTUNE first identified four sweeping trends that they assume hold the potential to transform the economy. Any one of these four--the lightning-fast changes in communications networking, the doughty modern world of entertainment, the "boomerization" of financial services, and biotech's coming of age--is explosive by itself. Combined, they loom inevitable to transform the way they drudgery and interact.

Of course, finding promising investments to capitalize on those trends isn't easy. Just remark at the retail sector. If you'd bought Wal-Mart back in 1990, you'd breathe up 1,100% perquisite now (and offering sporadic novenas to Sam Walton). But if you'd Put money on Kmart, you'd hold lost 42% over that identical decade.

So for assist in finding the stocks best positioned to capitalize on these four trends, they sought out some of the top stock pickers in the country--Blaine Rollins, manager of the Janus fund, Kurt von Emster, manager of the Franklin Biotechnology Discovery fund, SunAmerica portfolio manager candid Gannon, and strategist Marshall Acuff at Salomon Smith Barney, among others. They besides did their own due diligence by poring through financial statements, talking to companies, and giving their products a test run. The result: ten stocks that they assume will breathe winners over the coming decade. We've included some household names but besides a few surprises. They complete partake exceptional management and an ability to execute no matter what happens in the macro-economy--characteristics they assume will breathe even more essential if the economy slows and investors Put a premium on those companies that post consistent numbers.

One caveat--momentum traders need not apply. Given the market's recent volatility, a few of their picks could undergo drops over the coming months and years. But if you're a long-term investor, these ten should Put your retirement account in sound stead and protect you from those recurring nightmares about the stocks that got away.

GETTING CONNECTED

No matter how advanced communications technology gets, it quiet complete comes down to basic, old-fashioned convenience. Anyone who's ever stared in red-faced frustration at that cramped hourglass icon, or tried to de-jam the fax machine, knows that sometimes so-called tech advances look more like retreats. As Steve Harmon, tech guru and founder of Zero Gravity Internet Group, puts it, "We hold a trend to believe that technology is very smart. In fact, it's stupid."

That means there's a huge market break for companies that can carve through the clutter and actually create life (and business) easier. Who's positioned best? As they remark it, four companies: Nokia (NOK: $54), Nortel Networks (NT: $77), Enron (ENE: $73), and Oracle (ORCL: $74). True, these four hold entirely different businesses--wireless handsets, telecom equipment, broadband connections, and software--but complete offer what are essentially supermarkets of products, which should assist them overwhelm less diversified competitors. If you're looking for precedents here, assume Cisco Systems and Microsoft.

At the top of their list sits Nokia, the Finnish maker of wireless phones that controls 27% of the market (compared with 17% for Motorola and 10% for Ericsson, according to Dataquest). Over the past five years Nokia has seen off-the-charts sales growth, increasing its revenue fourfold since 1995, to an estimated $26 billion this year. And net income has climbed from $480 million to a projected $3.8 billion. Even more impressive, the consensus among analysts is that Nokia will continue to grow profits 30% or more over the next five years. In part, that growth will forward from modern businesses. Though handsets account for two-thirds of current sales, the company is furiously ramping up its wireless infrastructure business. It besides recently entered an alliance with Whirlpool to create "smart" appliances (such as a refrigerator that can call in an order for that Haagen-Dazs fudge ripple you just polished off). Anita Farrell, who covers the company for Merrill Lynch, says this strategic shift will commence reaping balance-sheet benefits within the next 24 to 36 months and should reduce the risk of doing business in an industry with such a famously volatile product cycle. "Nokia can deliver value for investors and sustain its top-line growth as well as its exceptional returns," she says.

Another communications play--and one that, like Nokia, comes from outside the U.S.--is Nortel Networks, formerly the staid Northern Telecom. The Canadian-based company is a leading manufacturer of the high-speed optical networking systems that carry Internet traffic. The market-share numbers speak volumes: More than 75% of North American traffic on the Internet--and 50% of Europe's--travels across Nortel equipment.

Like a lot of stocks in this sector, Nortel's isn't cheap. It trades at a P/E of around 114, bolstered by a 52-week gain of 250%. But profits are growing at a clip of 30% a year, and the company's biggest challenge perquisite now is meeting the ravenous claim for its wares--not exactly a horrible problem to have.

"Nortel is diversified and tenacious and has a suite of products backed by research and technology that is very deep," says Harmon. "They could become the GE of technology the way they are operating."

If Nokia and Nortel build superior personal devices and telecom equipment, Oracle and Enron are making communications more trustworthy and efficient. Oracle is one of the Great comeback stories of the past few years. Analysts started getting pessimistic on the stock in the late 1990s, out of concern that its core database software market had evaporated. Enter the Internet. Oracle managed to reinvent itself as the leading provider of e-business software, which lets companies track suppliers and customers and is a crucial component of B2B transactions. Maybe that's why Oracle's blue-chip client list reads like a who's who of corporate America, including companies like generic Electric, Ford, and Motorola.

What's more, the stock is 20% off its tall and regaining momentum. Though it's no deep-value pick, the slip means that opportunistic investors finally hold an attractive entry point. Oracle shares took a drunk in early July after the astonish departure of President Ray Lane, who had negotiated many of the company's major B2B deals and was seen as a balancing accommodate to the more--how achieve they Put this delicately?--eccentric Chairman Larry Ellison. Though a brilliant manager, Ellison has lately been known more for his other exploits, like the notorious cash-for-trash scandal involving Microsoft, and his recently announced bid for the America's Cup. Though Lane is being replaced--at least temporarily--by two executives, the question of succession shouldn't matter much if you're a long-term shareholder. Much of Oracle's success has forward from an aggressive sales accommodate and a wide sweep of rock-solid software products, and those aren't likely to evanesce away anytime soon.

The identical reinvention skills are obvious in the management at Houston-based Enron. That company has successfully transformed itself from a traditional natural-gas outfit (complete with a 32,000-mile pipeline) into a middleman for the modern economy. final November, Enron launched an e-commerce site that lets companies trade electricity, coal, gas, and other energy commodities over the Internet. Total amount of deals brokered so far? Try $100 billion, which is more online commerce than anyone else--Amazon.com included. In conjunction, Enron is about to complete a 15,000-mile fiber-optic network that will assist it broker the sale of that most precious resource perquisite now, broadband capacity. need extra pipes to bustle your telecom network during a assiduous season? Enron can actually buy bandwidth from one customer with excess capacity and sell it to another. That's a lucrative strategy, given how explosively broadband claim is growing. Gannon at SunAmerica estimates Enron's core gas business can easily grow profits 15% a year--a ample jump over its competitors. Tack on the broadband service, which should whirl profitable in a few years, and annual earnings growth can top 25%, he says. "Enron is going to become one of the leaders in broadband communications." Not horrible for a gas utility.

THE ENTERTAINERS

Considering how rapidly these communication networks are being built, another investing break presents itself: the entertainment companies that can capitalize on them. Their picks in this group comprehend Broadcom (BRCM: $237), Viacom (VIA: $69), and Univision (UVN: $113). They included Broadcom in the entertainment category, rather than in communications, because its products will breathe the ones powering the entertainment revolution. The Los Angeles-based company makes semiconductors for cable modems, interactive television, 3-D TV, and other gizmos that claim high-speed data transmission. Essentially, its chips pick up information onto your TV screen faster than anyone else's. Within the next few years, Broadcom's products will assist merge TV with the Internet, allowing you to watch your favorite shows and surf the Web simultaneously. This potential has lifted the stock fourfold in the past year and priced it at a nosebleed 255 times forward earnings. But analysts advertise such optimism is warranted because Broadcom's sales and profits are expected to grow 50% a year for the foreseeable future. Another judgement to like Broadcom is CEO Henry Nicholas III, a ferocious competitor with a Ph.D. in electrical engineering who reportedly works 18-hour days. Just the kind of person they want to remark running the companies they own.

In the more traditional entertainment category are Viacom and Univision. First, Viacom. deem for a instant the grocery list of media brands it controls: CBS television, MTV, VH1, Nickelodeon, TNN, Paramount Television, UPN, Showtime, and Comedy Central, along with Paramount Pictures, Blockbuster Video, reserve publisher Simon & Schuster, and radio's Infinity Broadcasting. With annual sales of $12 billion and expected cash rush of more than $2 billion, Viacom is in position for consistent growth over the decade as its core units continue to play off one another's strengths.

If Viacom is a safe bet, then Univision, a U.S.-based, Spanish-language television producer, is their astonish pick. They hold two sound reasons for choosing Univision: demographics and dominance. About a tenth of the country's population is Hispanic American perquisite now, some 33 million people, and that number is expected to double to 66 million by 2030. At the identical time, analysts project their purchasing power will triple in the next decade.

Conventional wisdom in the Anglo market is that Hispanics will migrate to English-language programming, but the success of Spanish-language radio stations and newspapers, as well as the prominence of Latino pop stars like Ricky Martin, tells another story. Univision has an 82% partake of Spanish-speaking U.S. households and is the market leader in cities like Miami, Houston, and Los Angeles. Its formula is a blend of soap operas, talk shows such as the Oprah-like Cristina, and variety shows like Sabado Gigante, a indicate reminiscent of Laugh-In. Univision besides has an odds because it is based in the U.S. and its programmers understand the viewing habits of the Hispanic-American audience better than alien media giants like Mexico's Grupo Televisa do.

As for homegrown competitors, a few years ago, when Sony and Liberty Media bought smaller rival Telemundo--whose audience partake is about 15% of the market--investors pounded Univision shares. The two mainstream partners promised to pack Telemundo with hip modern programming (including a Hispanic knockoff of Charlie's Angels). But that blueprint fell flat when most of the modern programs bombed, says Blaine Rollins at Janus. He owns 5.5 million Univision shares for the flagship Janus fund and calls it one of his favorite stocks perquisite now. Though Rollins is betting that Univision will withhold a wide lead over Telemundo, a cramped more competition could actually assist Univision by drawing more advertising attention to the Hispanic-American market. As it is, Salomon Smith Barney estimates that Los Angeles-based Univision will hit the $1 billion stamp in revenues next year, up from $693 million in 1999. And Salomon, for one, considers that 25% growth rate sustainable over the long term.

WALL STREET

Our next trend--the money train. Brokerages and investment and commercial banks are positive to capitalize from the flood of baby-boomer savings as the hippie, yippie, and "me" brigades stream into retirement. Plus, globalization is creating modern markets for mergers-and-acquisitions specialists to set up shop. Let's start with the boomers. Between now and 2010, the number of Americans in their peak savings years (meaning ages 45 to 60) will soar from 60 million to 80 million. The question then becomes, Which Wall Street brokerages can profit from that? They assume it's Charles Schwab (SCH: $36), the financial brand most closely identified with baby-boomers. Back in the 1980s and '90s, while traditional firms like Merrill Lynch loaded up on wealthy older clients, Schwab developed a strategy of catching investors early and staying with them as they grew more affluent. Indeed, its mediocre portfolio size has risen sixfold in the past decade, to $120,000. Meanwhile, Schwab took the rational next step final January with the $3.2 billion purchase of U.S. Trust, an investment advisor to some of the wealthiest families in the country. That gives it credibility with the moneyed set, and allows Schwab to offer more equity research to sophisticated investors. couple that with Schwab's March acquisition of the software solid Cybercorp, which handles discount brokerage trading, and the company that was once viewed as a pure discounter is now the kind of financial services supermarket its snobbish rivals want to imitate. In fact, Schwab says it snags 10% of complete modern millionaires looking for financial advice.

A play on the second major leg in financial services, globalization, is Morgan Stanley Dean Witter (MWD: $89). Though MSDW competes with Schwab for retail clients and operates a successful online trading site, its biggest draw is its position as a leader in investment banking, signification M&A, capital market financing, and industry consolidation. In July, Morgan Stanley officially passed Goldman Sachs to become the leading advisor on worldwide deals, handling 226 transactions, valued at $780 billion, in just the first half of the year, according to Thomson financial Securities Data. At the identical time, SunAmerica's Gannon has been buying the stock because it is more diversified than traditional investment banks. MSDW is a safer play, he says, because it's less exposed to market fluctuations that can dehydrate up the IPO market one month and unleash a flood of modern underwriting the next. Even with nearly $1 trillion in deals brokered during the past six months, only $5 billion of MSDW's $43 billion in revenue this year will forward from investment banking, according to Merrill Lynch estimates. So you pick up complete of the growth and fewer of the wild earnings swings.

BIOTECH

The final trend they assume you should Put money into might just breathe the most exciting over the next decade--biotech. The sector has been compelling since the early '90s, when Wall Street first started whispering about miracle drugs soon to breathe discovered. Most of them didn't create it to market, and the biotech sector has seen both massive rallies and dizzying declines since then.

But much has changed in the final year. For starters, the human genetic code has been mapped, more than 126 drugs are on the market, and another 280 are in late-stage trials. A handful of companies remark poised to cherish extended rallies based on these developments, but the strongest is Genentech (DNA: $150). It's been around since 1976, making it an elder statesman of biotech, plus it has a sturdy track record of developing promising medicines. Already the company has eight big-selling drugs on the market--including Rituxan, which treats non-Hodgkin's lymphoma, Herceptin for breast cancer, and Activase, which aids stroke victims. Four modern ones are nearby to getting FDA approval, and dozens more are further back in the pipeline. Among the modern drugs is Xolair, an asthma treatment that Kurt von Emster, manager of Franklin Biotechnology Discovery fund, says could breathe Genentech's next $100 million product.

Beyond the lab, though, Genentech is a powerhouse because it models itself like a drug conglomerate. While smaller biotechs are really just research boutiques, Genentech has the odds of an aggressive sales accommodate specializing in areas like cancer, cardiovascular disease, and endocrine disorders. On top of that, the company has extensive distribution channels that less established firms need to access through partnerships. And in a sector as promising as this one, that means being able to rack up ample profits and rapid growth without having to partake them with licensing partners. Analysts advertise Genentech's sales growth could mediocre 35% a year for the next five years. Operating revenues are estimated to top $1.6 billion this year, and the company is on track for a $351 million profit. Plus, with $2 billion in cash and securities on hand, Genentech has a pristine poise sheet and cramped cumbersome debt. Says von Emster: "This stock represents a low-risk way to play the largest pipeline of biotech products over the next five years."

FEEDBACK: drynecki@fortunemail.com


ABSORB SOFTWARE ANNOUNCES Jill Adams to associate as VP of Marketing | killexams.com real questions and Pass4sure dumps

By business Wire

Article Rating:

February 15, 2018 06:00 AM EST  

Absorb Software Inc., a leading provider of cloud-based learning and performance management software and analytics for corporations and higher education institutions, announced it has appointed Jill Adams as Vice President of Marketing.

“We hold been looking forward to introducing the role of VP of Marketing at Absorb for some time now,” explains Mike Owens, CEO of Absorb Software Inc. “We are excited to welcome Jill Adams who has the breadth of knowledge and expertise from her undergo in global marketing to buy the helm of this position. Jill will play a censorious role in driving the success of a high-growth engine, while directly responsible for complete aspects of marketing.”

Adams joins Absorb with over two decades of honed marketing skills and ardor for innovation and growth, and her B.S., business Administration from Miami University. As VP of Marketing for Absorb Software, she leverages her undergo to achieve business objectives and brand alignment, creating actionable and measurable marketing strategies and programs to drive results.

Prior to joining Absorb, Adams has used her proven out-of-the-box thinking, operational excellence, and leadership skills throughout the decades to shine at start-ups and Fortune 500 companies alike. Achieving stagy growth and driving corporate objectives in leadership positions at Progress Software, RSA Security, IBM, and most recently Globoforce - a $350M SaaS company in the human capital management space – Adams is recognized as an industry leader.

About Absorb LMS

Absorb Software is a learning technology company based in Calgary with a subsidiary (Absorb Technology) located in Dublin, Ireland. Absorb’s flagship product, Absorb LMS, is an industry-leading and award-winning learning management system for businesses, higher education, and government / non-profit agencies around the world. Founded in 2003, the company employs over 160 employees.

Copyright © 2009 business Wire. complete rights reserved. Republication or redistribution of business Wire content is expressly prohibited without the prior written consent of business Wire. business Wire shall not breathe liable for any errors or delays in the content, or for any actions taken in reliance thereon.

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Blind Optimism, Thick Skin, And A Cell Phone Sudha Shah is selling software in a crummy economy. sound thing she has | killexams.com real questions and Pass4sure dumps

(FORTUNE Magazine) – Sudha Shah is at the peak of her game. As one of the top sales reps for a ample software company, she's won the respect (and perhaps envy) of her co-workers, and she has earned a bucket of money in commissions. final year Sudha blasted through her sales quota by more than 400%, bringing around $40 million in revenue to SAP, the German business-software maker--more money than complete but one of her 300 sales colleagues in the U.S. She won't hint at what her commissions were for 2000, but one former SAP rep estimates that Sudha's total compensation may well hold exceeded $800,000.

But that, as the saw goes, was then. And this is now.

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When you're a sales rep, the past means nothing; sure, it's Great that you've built up relationships, but what are those contacts worth today? Every year Sudha has to prove herself complete over again. So this year she has a higher quota than final year. To hit--or, she hopes, to exceed--that ambitious modern target, she must evanesce back to customers who just bought millions of dollars' worth of SAP software, largely on the force of her promise that the stuff would assist their businesses purr happily into the future, and convince them that they absolutely, positively need SAP's modern Internet-savvy products too. And that's not even her toughest problem. Her toughest problem looks like this: In April, after months of working the phones, she was this nearby to getting semiconductor rig maker LAM Research to buy a modern SAP product. Then she got a call from Don Roberts, LAM's senior IT director. Sorry, Roberts said, but we've carve their 2001 tech budget--maybe we'll create a deal next year.

Sudha is getting confidential with that refrain. As companies hunker down in the slowing economy, they've been slashing budgets for technology. In the past six months 44% of the CIOs of big companies surveyed quarterly by Merrill Lynch reported cutting their IT budgets by between 5% and 30%. Companies are facing tough choices; LAM, for one, has had to lay off 15% of its drudgery force. The final thing corporate executives want to hear as they carve projects or workers is a chirpy sales pitch from an optimistic 34-year-old about the revolutionary promise of customer-relationship-management software. But that doesn't dispirit Sudha; it goads her on. Working out of SAP's Silicon Valley office in Foster City, Calif., she spends as many as 70 hours a week peddling corporate software to high-tech clients. With a Nokia cell phone clipped to her ear, Sudha is constantly dialing--making from 30 to 70 calls a day to congregate tips and drudgery her contacts. In the past 12 months she ended two vacations early to drudgery on deals, one when her boss e-mailed her about a modern account, a digital printing company called Electronics for Imaging. "I could hold just thrown it back at my boss and said, 'I'm on vacation--wait until I pick up back,' but I didn't want to achieve that," says Sudha. Instead, she flew home from Montreal, where she was visiting friends over the Christmas holiday. Four months later she had nailed the deal.

And so far, more than halfway through the year, that's the only sale Sudha has actually closed. final year she completed ten transactions to land the title of SAP's No. 2 sales rep in the U.S. She's gunning for No. 1 this year, though she needs a whole lot more revenue to pick up there. But she's not worried. "Things don't really start to ramp up until the discontinue of the year," says Sudha cheerfully. "There are a couple of accounts that could breathe ample later."

Confronted with empty-handed customers, the acute decline in the tech sector, and gloomy economic predictions--in short, in the puss of overwhelming evidence that this is the toughest market for salespeople in years--Sudha's optimism seems downright loony. She's living in a fantasy world in which CEOs keeping about nothing so much as making their companies hum with the most up-to-date technology. She's in deep denial.

And that's a very sound thing for SAP. Sudha, and sales reps like her, perform the essential job of a corporation, the thing that makes a business a business--they bring in the money. In a difficult economic climate, when every crumb counts, their job is that much more important. When SAP posted revenues of $1.6 billion and earnings of $180 million in their most recent quarter, co-CEO Hasso Plattner pounded his chest proudly over the cheerful results. After all, profits were up 78% from the year before, making SAP one of the very few tech companies to beat analysts' expectations. And it was the sales reps like Sudha--who ignored the dire predictions and the naysayers and ventured out to slay huge deals--who made Plattner's boasting possible. When Sudha closes with a customer, it's one diminutive act of faith that this company has a future.

Getting in

Before Sudha can nearby a deal, she has to pick up in the door--no diminutive thing, especially now. The worst Part about being a salesperson is feeling like a ample corpulent nobody. You create calls, you ship e-mails, but no one answers. Sudha is in this Nobody Zone with one of her prospects perquisite now. She received a tip that this outfit--we'll call it Company X--might breathe chucking its dilapidated mainframe computer, and the disjointed software systems it has pieced together over time, in favor of a single system to bustle its human resources, accounting, and manufacturing departments. This kind of enterprise resource planning (ERP) system is SAP's core product, and, if Company X became a customer, it would weigh ample bucks. But first Sudha has to pick up in and talk to someone. She has called and e-mailed several people in charge of buying technology for Company X, but nobody seems to want to talk to her. If she could just pick up a meeting, she thinks, she would surely pick up the ball rolling.

Sometimes Sudha is trapped for weeks in the Nobody Zone. She was stuck there final year with AMD, the semiconductor maker, which eventually became one of her biggest customers. For over a month chief information officer Fred Mapp wouldn't recur her phone calls. He was a huge fan of Oracle, a key SAP competitor, and wasn't inclined to switch allegiances. Still, Sudha persisted. In fact, she called Mapp with such regularity that one of his direct reports, whom she was besides bombarding with phone calls, insisted that she "stop calling Fred."

Sudha acquiesced, but she didn't give up. She just shifted course, contacting an SAP sales rep in Germany who had sold software to a German business unit of AMD. She persuaded the rep to inquire of his AMD contact to meet with her during an upcoming trip to the U.S. That helped her pick up a subsequent meeting with one of Fred's IT managers, which led to a meeting with Fred, which led, eventually, to her winning the account. When Fred was finally introduced to Sudha, he liked the way she listened, the way she seemed to understand what he needed from the modern software. And he liked her enthusiasm. "A ball of energy" is what he calls her. "Sudha didn't oversell, and she didn't start talking at me," says Fred. "She made notes when they talked, and when she said she'd call and result up on things, she did." He ended up turning Oracle away and spending what one analyst estimates was more than $20 million with SAP. "I would achieve anything for Sudha," he says now.

Like many of Sudha's customers, Fred found her intriguing. A diminutive brunette with a wide, engaging smile, Sudha is a rarity--a charming young woman in the largely manful world of hard-core nerds. She's besides cozy being the exception, the exotic standout. Her father was a doctor in Nepal, and Sudha, the oldest of five children, grew up in a bucolic village without electricity. As a teenager, she attended a Catholic boarding school bustle by German nuns in Katmandu. It was there that Sudha learned English and got the sort of wide-ranging education most Nepalese kids could barely imagine. But her parents didn't actually hope her to Put her education to practical use. They assumed she would consent to an arranged marriage, like every other nice, 17-year-old Nepalese girl, and sojourn home to raise a family. That wasn't Sudha's plan. Outspoken and strong-willed, she announced to her horrified parents that she had applied to colleges in the U.S. "I wanted to evanesce to a bigger pond, to explore more and remark more, and chart out my own life. I didn't want to achieve what was expected of me," says Sudha, whose full final name is Shah-tsou. She got a full scholarship to attend Mills College, a small, all-women's school in Oakland, Calif., and majored in business economics and communications.

People had always told Sudha that she would breathe Great in sales, and after graduating in 1991 she landed a sales job at Nady Systems, a company that makes wireless headphones. It wasn't long before she realized sales was the job she was born to do. "I savor talking to and getting to know people," she says. Four years and several companies later, she was at Oracle, selling database software just as everyone was starting to pick up a ample case of tech fever. Customers, Sudha remembers, were flush with cash and alive to to expend it. No one wanted to breathe left out of the tech revolution. "There were times when customers were calling us," says Sudha. complete that was quiet reform in 1998, when she left the ultra-aggressive Oracle sales team for SAP.

Those days of the facile sell are gone, but that hasn't changed the way Sudha attacks her job. She seems to savor the challenge of accounts that are tough to crack--hard-shelled nuts that will eventually give way, once she finds the infirm spot and applies the perquisite pressure. During four visits over the course of a month, I never once heard her fret that she might not win a deal. Other SAP salespeople I met griped about how tough it was to sell software in a "demolished economy," but not Sudha. Reluctant CIOs and disappearing tech budgets are simply an break to "be more creative" in structuring deals. If you buy now, she pleads with customers, you'll hold a fully loaded software system whizzing and ready to evanesce when the economy picks up. You'll breathe way ahead of the pack. And why not buy odds of this behind term to endure the eight or ten months (and inevitable disruptions) it takes to install modern software? Sudha's glass is never half-full; it's always overflowing. She once had a boss who challenged her reps to a contest: She wanted to remark who could pick up the most hang-up calls in one month. Sudha won. Her prize was a rubber chicken, which now hangs on the wall of her cubicle, next to a whiteboard on which someone has scrawled in ample letters: SUDHA WILL nearby LOTS OF ample DEALS IN THE AMERICAS THIS YEAR.

The pitch

If you final thought about the world of sales when you read Arthur Miller's Death of a Salesman or saw David Mamet's Glengarry Glen Ross, you might not recognize the modern vocabulary of the profession, which involves fancy talk of win-win partnerships, valued-added strategies, and ROI. In the second half of the 1990s the friendly good-time Charlie salesman was recast as a "partner." This modern salesperson not only sold something you needed but besides stuck around to create positive the thing you bought worked, to assist with short-term problems, and to anticipate future strategic needs. In the modern sales vernacular, there are no products, only "solutions."

This recasting of the sales relationship was born of a pass of confidence. In the early 1990s two things happened: Customers became convinced that if they didn't buy complete sorts of modern software, they'd descend hopelessly behind their competitors; and software became more and more complicated, so much so that customers who tried installing intricate applications often wound up frustrated, if not downright angry. To create the most of the first trend, software companies had to carefully manage the second. So they developed the "solutions" approach, seeking to inspire confidence and assure customers that they wouldn't breathe stranded after the sale.

When it works, the solutions approach is a glowing thing for sellers, because it helps whirl one-time buyers into restate customers. That is crucial for SAP. Since wooing modern customers is now particularly hard, SAP must convince its stupendous installed basis of ERP customers--some 375 Fortune 500 companies--to buy modern customer-relationship-management, supply-chain, and e-procurement software, complete of which assist connect companies to their customers and suppliers via the Internet.

For salespeople like Sudha, making the solutions approach drudgery for both modern and dilapidated customers translates into nonstop relationship building. Luckily for SAP, that seems to forward almost naturally to Sudha. To pick up AMD's business, she spent weeks talking to people from different departments, trying to understand what they wanted from the modern system. She talked to Fred Mapp three or four times a week, and Put together minute reports showing exactly how much money AMD could rescue by installing SAP--reports Fred could exercise to create his case to the CEO and AMD's board. When she met with EFI, she convinced CIO Steve Zoppi and IT director Calvin achieve that she didn't just want to sell them software; she wanted to assist EFI become the sort of fast-moving, efficiently bustle e-business that would breathe the covet of its competitors. EFI could achieve that, she told them, by running SAP's modern collection of mySAP.com software--which would link EFI's internal departments with data about customers and suppliers--on top of the ERP system they had initially planned on. Sudha let Steve and Calvin know she would round over backwards for them. And she did. During a Hawaii junket honoring her and other SAP sales stars, Sudha skipped the golf to talk by phone with EFI techies, answering their questions about SAP's software. The result: EFI bought the whole enchilada, both the intricate ERP application and the newer Internet software.

In theory, the conception of the salesman as ally is a elegant one. But, of course, when money is short, the veneer can forward unglued. While a customer quiet might hold his hands full installing the intricate software he recently bought, the sales rep wants to reserve revenue--and pick up a commission--by selling modern stuff. So she may well find herself pitching modern products to a "partner" who is interested in anything but modern software--a situation that exposes even the best partners for what they really are: buyer and seller.

In June, for example, Sudha comes back to Fred, her staunch ally at AMD, to sell him a modern product called SAP Portals, which blends an existing SAP product with software acquired from a startup company. SAP is betting so heavily on SAP Portals that it has spun off a company with just that name to sell it. In early June, Sudha gets on Fred's calendar and flies down to AMD's executive offices in Austin, Texas, with Jason Wolf, a colleague from SAP Portals, and Murali Kasiviswanath, the SAP engineer who will achieve the product demo. If they land the deal, Sudha and Jason will both pick up full commission.

The meeting takes Place inside a windowless conference margin at AMD. A few minutes into Jason's PowerPoint presentation, Fred announces he's "glazing over." He doesn't understand why he's being pitched on this modern product--it sounds an terrible lot like the Workplace software he bought from SAP final year. "I'm sitting in my car and I've got a motor that's ready to evanesce and you're saw that the motor's no sound and I need a modern one?" he asks incredulously. Jason tries to clarify how the modern product is different from the one he already has, but Fred's not convinced. "I've heard you advertise we'll savor this, but I'm the customer. You've got to understand my business problem," he says. Sudha, who's positioned herself next to Fred and across the table from Jason, Murali, and Walter Smith, another member of AMD's technical staff, intervenes, trying to convince Fred to give Jason another five minutes to finish his presentation. Fred relents, but he's clearly impatient and longingly eyes the door.

Afterward, as we're scooping up items from the salad bar in AMD's cafeteria, Sudha admits that the meeting didn't evanesce as well as planned. "It wasn't one of my best," she acknowledges, tossing some broccoli onto her plate. Perhaps she could hold prepared more with Jason and Murali or briefed Fred better. But somehow, despite the obvious setback--Fred had clearly proclaimed he didn't need the modern software--Sudha is undaunted. She insists that it is merely the first step in an ongoing effort. "Now I hold lots of action items to result up on," she smiles.

Clinching the deal

A week after the disappointing Austin meeting, Sudha gets some sound news. Electroglas, a semiconductor-equipment company she's been pitching for five months, decides to buy from SAP over Oracle and J.D. Edwards. Sudha was expecting that decision, but she wasn't positive whether Electroglas' board was going to badge off on spending the money this year, given the slump in semiconductor sales. Sudha wanted the deal now, and so she had made the offer as appealing as possible. While she won't debate the specifics, Steve Hmelar, Electroglas' director of information, figures that he got a 30% discount on the expense Electroglas would hold had to pay 18 months ago.

Sudha's even made some headway with Company X. By digging around, she found out that a colleague at SAP Portals knew an IT executive at Company X from a previous job. That got her the meeting she was angling for, and she's now in the running with Oracle and PeopleSoft. But Company X isn't in the market for a ample ERP system, as Sudha had thought. Pleading poverty, Company X says it wants to buy only human-resources software, just one piece of an ERP system. It's a small-potatoes deal, but Sudha sees it as her way in, a crack that she'll pry open later. She thinks she can ultimately convince Company X to buy the whole integrated suite of SAP products. Already she's thinking about how she's going to drudgery the deal. When she met up with co-CEO Plattner in mid-June, she enlisted his support, warning him, "I've got a ample deal coming up that I'm going to need your assist on."

My final few meetings with Sudha buy Place while she's working deals at SAP's Sapphire conference, an annual orgy of SAP employees, customers, and well-wishers held this year in Orlando's Orange County Convention Center, a monstrous edifice spanning half a mile. It's SAP's custom to tow out complete the stops for Sapphire, and despite the withering economy, this year is no exception. complete 9,000 people who attend pick up a Palm VII in their welcome packet and are later entertained by comedian Dennis Miller and the well-preserved rock troupe Aerosmith, which gives a raucous concert that Wolfgang Kemna, the head of SAP's U.S. business, kicks off with the shout, "Aerosmiff iz in ze houz."

Sudha missed the Aerosmith concert. She had to hover back to the Valley a day early to deliver a 40-page document to Company X. But before she left, she was once again working the LAM deal. Despite the earlier conclusion by LAM's executives to hold off on an SAP purchase because of budget cuts, Sudha has kept in touch. In the past few weeks she and LAM's senior IT director Roberts hold been discussing Roberts' latest proposal: Let LAM try the product before buying it. That might breathe Great for LAM, but it wouldn't let Sudha reserve any revenue. For weeks she and Roberts hold been going back and forth about how to structure a deal. Sudha hopes to nail down an agreement at Sapphire, and on the first day of the conference she schedules a meeting with her boss, Roger Quinlin; Don and his boss, Bob Rudy; a consultant who has been working with LAM; and a technical specialist from SAP. The group spends an afternoon in a stopgap conference room, sipping horrible conference coffee and talking about the definition of "free."

A few weeks later I check in one more time with Sudha, who reports that the meeting went well. She was able to pick up Bob to commit to buying licenses for at least 500 LAM employees before the discontinue of the year, and she agreed to achieve an initial pilot for 50 people at a nominal charge. It was a Great instant for Sudha. LAM felt as if it was getting a deal because SAP doesn't normally achieve "try before you buy" licensing, and Sudha will pick up a commission, although it won't breathe nearly as ample as she'd hoped. The paperwork's not yet signed, but Sudha, of course, is confident that the details will pick up worked out. For a instant she's elated, flush with the thrill of a victory, no matter how small. Then she takes a deep breath, whips out her cell phone, and gets ready to tackle the next sale.

FEEDBACK: mwarner@fortunemail.com



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