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

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

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Oracle Oracle BigMachines CPQ Cloud

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

No result found, try novel 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 ameliorate Oracle CX Cloud With Oracle Configure, fee, and Quote Cloud Enhancements | killexams.com real Questions and Pass4sure dumps

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

information summary groups from each business, big and small, excel via delivering first-rate customer experiences across entire consumer paw aspects. With the acquisition of BigMachines, Oracle introduced a key portion 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 inquisition 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 novel capabilities that enrich earnings compel efficiency.

information records

  • Oracle these days proclaims Oracle CPQ Cloud's ongoing commitment to presenting price to valued clientele through novel 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 status 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 compel automation tools will esteem 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 novel 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 paw 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 exigency to correctly construct and retain their sites.
  • Oracle CPQ Cloud has moreover more advantageous benchmarks and tuning for significant costs.
  • Oracle CPQ Cloud building benchmarked a 2,000 line detail quote and optimized probably the most standard 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 compel automation device with Oracle CPQ Cloud.
  • clients will handicap 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 reply helps earnings groups more desirable maneuver and close offers -- for quicker and smarter selling.
  • the combination aspects unique 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 exigency 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 back Salesforce.com and Oracle CPQ Cloud joint shoppers by using continuing to manufacture 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 novel elements optimized for pill instruments, Oracle CPQ Cloud provides the following merits on-the-go:

  • Collaborative and engaging Experiences: Modeled with province 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 reform products. This tryst model consequences in greater client purchase-in, fewer product iterations, and precise-time opportunities to present 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 entire 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 building category-leading CPQ solutions that succor 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 toil together within the cloud and in your records center. For extra recommendation 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 live emblems of their respective owners.


    Oracle Buys BigMachines | killexams.com real 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, price 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 weigh on manual, cumbersome and disconnected techniques to transfigure 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 attribute quote, which enables sales personnel to without problems configure and cost complicated items, choose the greatest options, promotions and deal phrases, and embrace up promote and renewals, entire 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 reply so earnings personnel are extra productive, purchasers are greater convinced, and organizations develop profits faster.
  • extra counsel on this announcement can moreover live 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 entire phases of the earnings cycle," eminent Thomas Kurian, government vice chairman, Oracle building. "by means of adding BigMachines' CPQ Cloud to the Oracle Cloud, groups might live in a position to compel 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 entire sizes throughout numerous industries," said David Bonnette, BigMachines' CEO. "together with Oracle, they await to deliver an entire cloud reply to manage sales strategies and convey noteworthy customer experiences."
  • assisting materials

    About Oracle Oracle engineers hardware and utility to toil 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 live emblems of their respective homeowners.

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

    Oracle is at present reviewing the current BigMachines product roadmap and should live 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. entire 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 live relied upon in making buying selections. it's intended for counsel purposes best, and may not live integrated into any contract.

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


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

    Enterprises across entire industry verticals accommodate following pressing requirements:
  • Transition to subscriptions,
  • Ability to present novel sales bundles in hours & not weeks turnaround, and
  • Enable B2B self-service eCommerce (think Amazon-like buying smack for enterprise products).
  • Unfortunately, existing products in Q2C workflow accommodate 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 toil 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 lack 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 selfsame 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 succor in future sales
  • No multiple language support … Salesforce requires APEX, Oracle CPQ has BML. Side affect: lack of availability of inexpensive talent to maintain such products
  • Why has Q2C become a intricate problem & why has no one been able to fix it meaningfully? Assumption around “SKUs” (one-time sale)

    Biggest change in eventual 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 understanding behind why traditional Q2C products are failing.

  • For SKUs, information rush has largely been one-way i.e., from CRM to ERP with some reconciliation happening from ERP to CRM. Subscriptions accommodate caused this rush to circle on its head as now orders are not final; amendments are the novel 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 portray a “fixed” product/service, there is no variability. On the other hand, subscriptions by definition accommodate a term associated (6 month, 12 month etc.) and pricing / discounting will depend on the term. Furthermore, subscriptions are moreover priced based on # users which the terminate customer may vary over the liftetime of the subscription. Traditional product catalogs are not designed to wield this flexibility. To address this issue with current systems, enterprises are forced to create additional SKUs to wield 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 wield quotes of more than 200 lines so the quote needs to live divided into multiple quotes (Salesforce experts can recall dreaded “governor” limits. Now, any PaaS system will accommodate checks and balances around resource consumption (e.g., here is Google App Engine’s) but it seems that the pass 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 dote Airbnb, Lyft, Uber, DoorDash etc. which weigh their customers/merchants in millions, not anyone of the existing CRMs (and even CPQ/Billing/ERP systems) will toil and from what I accommodate been told each is working on their own version of these systems. In fact, this opens a very racy startup occasion to build massively scalable, user-friendly, cloud-based CRM etc. systems that can live used by next-gen enterprises. Even better, why not build a generic infrastructure enterprise IT layer that can elope on top of any public cloud on top of which apps dote CRM, CPQ, Billing, ERP etc. can live run. Now, enterprises don’t exigency to maintain a part CRM/ERP or even HR IT stack… entire enterprise resources (whether people or assets) are represented in this one unique stack which will manufacture the job of IT hugely simplified as no data transformations would live needed). More on this in a later post.
  • Downstream CPQ systems toil off of a CRM “opportunity” only. This means if you are offering your products/services to live sold online directly, CPQ won’t toil 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 traffic for increasingly big 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 entire CPQ/Subscription Billing vendors took a mid-market approach early on (startups often enact 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 inexorable systems with impecunious scalability, dysfunctional APIs, broken reporting etc. This is one consistent feedback I heard across entire 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, appear to live running on an outdated software architecture. Artifacts of used architecture are — lack of scaling/performance, infirm APIs, data in/out hard, restriction on programming language support, underlying systems that don’t scale (Salesforce and since practically entire CPQ systems elope on force.com platform they inherit the selfsame limitations). Several companies mentioned that the cost of Salesforce sandbox environment is moreover very pricey.
  • Re-architecting the core-engine is essentially creating a novel product.

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

    Ok, but noiseless existing vendors must live 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 circle had acquired a billing vendor earlier.

    All of these approaches appear to failing as the fundamental issue is not putting entire products under one price list but in providing a proper “integrated” product with enterprise-class design around handling subscriptions. not anyone of the vendors appear to accommodate that.

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

    How are enterprises dealing with this now?

    They are forced to enact either of following:

  • Buy existing products and hire an army of System Integrators to virtually manufacture the products toil together by undertaking intricate integrations — roughly 10–20% of such implementations simply fail, others that succeed terminate 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. common tolerable tends to live 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 dote CPQ/Billing is a intricate undertaking and early benefits quickly overtaken by long-term maintenance costs, lack of product direction, budget cuts etc.). In my conversations I came across 4 companies who accommodate undertaken those efforts and with entire of them (except one where it was CTO’s idea) were forced to enact it — their point was if they will accommodate to disburse huge money on SIs anyway, why not pour that money in internal progress and control their own fate. There could live some kingdom building situation but as a matter of fact entire of these tools were struggling and IT leaders were looking for a estimable external alternative (though not anyone 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 judge can potentially solve the problems:

  • First and foremost, Pricing engine, Product catalog & Subscriptions exigency to live in ONE SYSTEM. Traditional pass 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 pass to wield that is by combining subscription handling (quoting, billing, amendments, renewals), product catalog and pricing in one system.
  • Second, judge Enterprise-architecture Day 1. That means building a platform vs an application. manufacture data in/out extremely easy, provide home-grown rock-solid connectors to Popular CRM/ERP solutions, focus on UX, light extensibility, mobile-centric, elope 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 dote buying smack to other enterprises whose customers are increasingly smart buyers. This will unlock novel and previously untapped revenue opportunities for enterprises and could live a real game changer. According to Forrester, 74% of B2B buyers prefer to buy online vs through channel.
  • Fourth, set data science / ML to estimable use. Q2C workflow sees fiscal / customer / machine data — perfect status to apply ML driving up-sells, cross-sells, renewals. e.g., “60% customers dote 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 appear dote a risky approach, but given that Q2C drives customers’ revenue/profitability, if a lot of value is created for the customer, it will live a huge a win-win proposition and a ton of money can live made to the extent that’s never been seen before in enterprise software.
  • Enter… Enterprise Monetization Platform Benefit
  • No exigency 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 succor sales folks close 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 bespeak “Don’t manufacture me think” by Steve Krug).
  • Provision novel 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 light that they can live 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, inexorable pricing, direct/channel sales only (not self-serve) and closed systems are increasingly becoming impertinent 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 tryst & non-existing systems of intelligence.

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

    Addendum Best independent writing I found 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 portion of overall $42.14B CERM (Customer smack & 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 judge 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 entire 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 gain 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 accommodate a well double digit growth through next 5 years so that overall market occasion is close to $10B.

    M&A (by date)
  • $1B-$2B estimated, Apttus majority stake by PE arduous 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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