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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 title : Oracle E-Business Suite R12.1 Human(R) Capital Management Essentials
Vendor title : Oracle
: 70 actual Questions

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Oracle Oracle E-Business Suite R12.1

Oracle applications users community gifts OAUG Connection point® – AppsTech on-line | killexams.com actual Questions and Pass4sure dumps

ATLANTA--(enterprise WIRE)--The Oracle purposes users community (OAUG), an independent, world, member-led organization that maximizes valued clientele’ funding in Oracle and associate options, announced that OAUG Connection element® - AppsTech on-line, per week-long on-line collection dedicated to educating Oracle technologists on the newest Oracle E-business Suite (EBS) tips, will chance from July 11-15.

OAUG Connection factor – AppsTech on-line aspects greater than 15 sessions of intensive working towards on topics including the route to best expend Oracle E-company Suite 12.1.3 development with Oracle application express 5.0; the usage of Oracle Cloud traffic supervisor 12c to its fullest extent; deciding on the differences between 11i, R12.1 and R12.2 cloning strategies; decreasing information footprints; extending Oracle application Framework (OAF) pages; personalizing and lengthening Oracle E-enterprise Suite for pcs and cellular contraptions; and plenty extra.

professional speakers will current content material developed principally for Oracle EBS database directors (DBAs), applications builders, middleware technologists and others drawn to or presently using Oracle products. The virtual seminar progression is presented are live online to enhance EBS expertise with out the time and cost linked to attending in-adult activities, and content from the sessions will moreover subsist purchasable on-line after the adventure for attendees. Registration is open to everybody.

“OAUG Connection element® – AppsTech online enables Oracle users from worldwide to profit insight, abilities and helpful understanding on the route to more advantageous expend the Oracle E-enterprise Suite and different Oracle products from the convenience of their domestic or workplace,” said Dr. Patricia Dues, president of the OAUG. “This 12 months’s adventure will characteristic one of the most prerogative experts in the Oracle EBS space proposing intensive training and fascinating with members to stronger guide their Oracle-connected company operations.”

To study more about this adventure or to register, contend with http://connectionpoint.oaug.org/2016/appstech, or contact registration@oaug.org.

click to tweet: The @oaug1 presents #ConnectionPt – AppsTech on-line #OracleEBS #DBA #ATG http://bit.ly/25YuFij

in regards to the Oracle applications clients group (OAUG®)

based in 1990, the Oracle functions users group (OAUG) is an unbiased, world, member-led organization that maximizes customers’ funding in Oracle and colleague options. The corporation serves as an recommend to Oracle for corporations worldwide and represents clients of Oracle purposes items including Oracle purposes Cloud, Oracle E-business Suite, Oracle traffic performance management (together with Oracle Hyperion), Oracle’s Primavera enterprise undertaking Portfolio administration, Oracle Communications, Oracle consumer journey Cloud, and others. The OAUG offers its members with schooling, networking and guide by means of a wide orbit of actions and forums including conferences, online education, publications, special interest organizations and companionable media. For extra tips about the OAUG, talk over with the website at oaug.org.

comply with OAUG

LinkedIn: OAUG LinkedIn

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Oracle E-enterprise Suite | killexams.com actual Questions and Pass4sure dumps

Oracle E-company Suite is one among Oracle Corp.'s essential product lines. moreover referred to as Oracle EBS, it is an built-in set of enterprise purposes for automating client relationship management (CRM), traffic aid planning (ERP) and provide chain administration (SCM) approaches within corporations.

The Oracle E-company Suite purposes rush on capable of the supplier's flagship Oracle Database software. First launched in 2001, E-company Suite was Oracle's first replete bundle of ERP and CRM purposes; it remains the most widespread line of company applications in the business's product portfolio, regardless of subsequent acquisitions of a variety of other software companies and technologies, together with JD Edwards, PeopleSoft and Siebel.

Like emulate offerings from carriers akin to SAP and Microsoft, Oracle E-company Suite changed into designed to assist clients control global companies, increase decision making, crop back costs and enhance corporate efficiency. E-enterprise Suite carries application modules that assist distinctive features of CRM, ERP and SCM operations, together with customer provider administration, economic administration, human capital management, undertaking portfolio administration, procurement, and cost chain planning and execution. Oracle additionally has pre-built-in its enterprise intelligence purposes with E-enterprise Suite to supply EBS clients with BI and analytics capabilities.

In 2011, Oracle released a brand current suite known as Oracle Fusion purposes, which was designed to provide a typical improve route for users of Oracle E-business Suite and the company's different traffic applications. As fraction of an Oracle purposes unlimited approach, although, Oracle talked about the E-enterprise Suite purposes and its different product traces will continue to subsist up-to-date regardless of the structure of the Fusion application.


Oracle E-enterprise Suite 12.2 Helps corporations build stronger choices, in the reduction of expenses and increase performance | killexams.com actual Questions and Pass4sure dumps

REDWOOD SHORES, CA--(Marketwired - Sep 19, 2013) - Oracle ( NYSE : ORCL )

information summary With the complexities of brand current international enterprise environments, businesses rely on the tall availability of their mission-important systems. To assist valued clientele exploit that complexity and build confident continuous operation of their key enterprise strategies, Oracle has released Oracle E-company Suite 12.2. The newest liberate introduces on-line Patching to profit groups with high-availability necessities via dramatically reducing deliberate preservation downtimes, raises efficiency by using exploiting newest, slicing-side points of the Oracle platform, and provides cross-trade enhancements spanning key enterprise functions. With the potent current capabilities, corporations can subsist in a position to leverage an integrated suite of enterprise functions to build better selections, in the reduction of costs and boost performance. 

information information

  • To profit organizations manage the complexities of global enterprise environments, Oracle these days introduced the well-known availability of Oracle E-enterprise Suite 12.2.
  • With huge enhancements across an integrated suite of enterprise applications and current online Patching capabilities, Oracle E-enterprise Suite 12.2 allows for groups to reduce planned upkeep times, build greater choices, reduce fees and enhance efficiency.
  • The introduction of online Patching capabilities is a revolutionary leap forward for agencies with excessive-availability necessities, such as manufacturers and companies with clients around the globe, enabling them to dramatically in the reduction of patching and maintenance downtimes.
  • in addition, Oracle E-company Suite 12.2 leverages Oracle's integrated know-how stack, Oracle Fusion Middleware, to profit drive efficiencies and increase the supply, efficiency and scalability of applications.
  • Enhancements coerce elevated company price

  • With hundreds of go-industry capabilities that span enterprise aid planning (ERP), human capital administration and provide chain management, Oracle E-company Suite helps customers control the complexities of international enterprise environments.
  • Oracle E-enterprise Suite 12.2 helps corporations additional optimize enterprise tactics, in the reduction of expenses and respond without detain to altering market situations by means of introducing enhancements in the following areas:
  • To extra uphold agencies seriously change deliver chains from a functional necessity to a aggressive expertise, the newest unlock of Oracle E-company Suite contains the following supply chain administration enhancements:
  • Oracle Order administration: a current respond for selling subscription features leverages Oracle Configurator to allow users to configure and promote items along with subscription-based mostly services on a solitary order.
  • Oracle Warehouse administration: Streamlined cell person interfaces, stronger managerial workbenches, more advantageous capture-weight performance and superior extensibility helps more suitable fulfillment flexibility.
  • Oracle Manufacturing Execution gadget: Usability advancements such as express serialized manufacturing aid increase the productivity of shop ground operators and enhance compliance via standardization. moreover, Oracle's electronic-kanban digital inventory planning and provide management respond helps businesses efficiently execute key lean manufacturing concepts.
  • Oracle business Asset administration: greater profit for compliance with security regulations helps steer clear of injuries.
  • To profit organizations additional modernize HR practices, the newest free up of Oracle E-enterprise Suite includes:
  • assisting costs

  • "Oracle E-company Suite 12.2 on-line Patching offers a easy, predictable patching method that may dramatically reduces maintenance downtimes while keeping traffic continuity," stated Gustavo Gonzalez, Oracle Ace Director and Chief know-how Officer at IT Convergence. "When calculating the ROI of the Oracle E-business Suite 12.2 improve, they counted the hours we've committed annually to patching operations and the influence on their enterprise. It become clear that an upgrade from Oracle E-company Suite 12 to 12.2 turned into the amend alternative."
  • "businesses of complete sizes are faced with managing the increasing complexities and charges of global enterprise environments," observed Cliff Godwin, senior vp, Oracle functions construction. "via combining Oracle E-company Suite with the vitality of Oracle's integrated know-how stack, the newest free up can in the reduction of deliberate protection downtime from hours to minutes. This by myself is a tremendous advantage, however when combined with enhancements throughout commercial enterprise aid planning, human capital management and supply chain administration, it makes this a titanic current unlock of Oracle E-company Suite." 
  • aiding supplies

    About Oracle Oracle engineers hardware and application to toil collectively in the cloud and on your statistics core. For more counsel about Oracle ( NYSE : ORCL ), visit www.oracle.com.

    emblems Oracle and Java are registered emblems of Oracle and/or its associates. other names could subsist emblems of their respective owners.


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

    Study guide Prepared by Killexams.com Oracle Dumps Experts


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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 title : Oracle E-Business Suite R12.1 Human(R) Capital Management Essentials
    Vendor title : Oracle
    : 70 actual Questions

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    Oracle Fusion Applications implementation: Slower than expected? | killexams.com actual questions and Pass4sure dumps

    Patrick McCullough was recently looking to upgrade his company's enterprise resource planning (ERP) system, and the idea of an Oracle Fusion Applications implementation came up. But not in the route you might expect.

    His firm, Seal Beach, Calif.-based solar power company Amonix Inc., was not trying to determine whether to adopt Fusion Apps, Oracle Corp.'s newest application suite. It was trying to determine whether to adopt the older and more established Oracle E-Business Suite version 11 or 12.

    We're coming out of a deep recession, and something ERP customers absorb scholarly over the years is to hold onto your stuff for as long as you possibly can.

    Floyd Teter,vice president of technology, EiS Technologies

    "The discussion of Fusion was out there," McCullough, the current CEO and former CFO of Amonix, said, "but it was in terms of 12.0 making it easier to migrate to Fusion down the road. That was the extent of it at that point."

    That's a problem for Oracle, according to a recent Forrester report. The study, released this month, contends that the database and traffic applications giant has a problem because few customers are interested in an Oracle Fusion Applications implementation. According to the Forrester report, 65% of Oracle applications customers surveyed had no plans to implement Fusion Apps. Another 24% were unsure if they would.

    According to an interview in December, Oracle executive vice president Steve Miranda said his company boasts "over 100 live customers" and is averaging one go-live per day. That would assign the number of live customers today at about 150 -- a diminutive number when one considers that there are currently about 26,000 Oracle applications customers, and Fusion Applications became generally available in the plunge of 2011.

    As McCullough simply said, "It was too early."

    Forrester analysts reflect the gradual Fusion Applications adoption is in fraction due to the success of Oracle's Applications Unlimited program, which is a plot by the company to continue improving its existing applications -- E-Business Suite, PeopleSoft, J.D. Edwards and so forth -- at the identical time it develops Fusion Apps.

    "They sort of absorb equal status," said Andrew Bartels, a Forrester vice president and principal analyst. "Oracle insists that there is no contradiction between Applications Unlimited and Fusion."

    Oracle ERP adoption historically slow

    But hold on a second. Yes, Oracle Fusion Applications implementation has been slow. But that has historically been the case for Oracle ERP software such as E-Business Suite anyway.

    For example, Oracle E-Business Suite version 12 first came out quite a while ago in 2007. And yet, an Oracle Applications Users Group survey done terminal year showed that only about one-third of E-Business Suite users had adopted version 12. More than 60% were noiseless on version 11.5.10, which was released in 2004. The conclusion? Enterprises are relish glaciers when it comes to ERP software -- replete of inertia and arduous to budge. They're recumbent to thinking that if it ain't broke, don't fix it.

    "If you perceive at Oracle's adoption lifecycle, it runs seven years from initial release before people regain sober about taking it up," said Floyd Teter, vice president of technology at Duluth, Ga.-based Oracle ERP services company EiS Technologies. "We're coming out of a deep recession, and something ERP customers absorb scholarly over the years is to hold onto your stuff for as long as you possibly can."

    Further bolstering Teter's claims is that the Forrester report, while released this month, was based on survey results from June and July of 2012, less than one year after Fusion Applications went GA.

    "I reflect Forrester made this summon route too early in the game," Teter said.

    Is coexistence hurting Fusion Apps?

    The idea of two Oracle ERP software packages being developed side-by-side has a history that dates back to 2004. Shortly after acquiring PeopleSoft, Oracle CEO Larry Ellison stated that it was the company's end to push users off PeopleSoft and J.D. Edwards (which PeopleSoft had acquired) to Oracle's own E-Business Suite. Further, Ellison said Oracle would only uphold PeopleSoft and J.D. Edwards until 2013. At that identical press conference, which happened in early 2005, Ellison announced the seedlings of what would become Fusion Applications, a merging of EBS, PeopleSoft and J.D. Edwards.

    In 2006, the company reversed course and introduced Applications Unlimited. It promised to continue developing EBS, PeopleSoft and J.D. Edwards alongside Fusion Applications. frank Scavo, an analyst at Monta Vista, Calif.-based Constellation Research Inc., gives credit to Oracle for realizing that ending uphold for PeopleSoft and J.D. Edwards was the wrong decision. It was leaving existing PeopleSoft and J.D. Edwards customers in the lurch, and as a result, some of them would perceive to migrate off Oracle entirely in the long term.

    Applications Unlimited continues today. Now, what Oracle has is two fully baked ERP systems sitting side-by-side. Forrester bills that as the two competing against each other. Oracle's rebuttal to the Forrester report disagreed, instead calling the situation a "coexistence strategy."

    But Scavo agrees with Forrester in thinking that Applications Unlimited is slowing Fusion Apps adoption. "Oracle's Application Unlimited program has been too successful," he wrote. "By continuing investment in its existing application suites, Oracle gives customers dinky incentive to wobble aggressively to Fusion. There is no burning intuition for customers to change."

    As it stands now, most Oracle Fusion Applications implementations are rolled out one module at a time -- human capital management here, customer relationship management there. Those Fusion Applications modules can toil alongside existing Oracle applications such as E-Business Suite and PeopleSoft. Teter said that's exactly how Oracle wants it. It's a creeping strategy.

    "To subsist honest, I reflect that's the play," he said. "Oracle has deep enough pockets that if it takes seven years to compass critical mass [with Fusion Apps], they can play that game no problem. I effect reflect that stitching in an application here and a module there will lead to more upgrades, but I noiseless reflect it's far down the road."


    10 Stocks To terminal 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 actual questions and Pass4sure dumps

    (FORTUNE Magazine) – Admit it, you noiseless absorb 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 absorb been, you Tell 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. regain over it. This is a current era--a current millennium, in fact--and the time for licking traditional wounds has passed. Indeed, the jiffy of stocks relish Dell and EMC is no longer their potential as investments (which, though noiseless lofty, is unlikely to compare with the previous decade's run). It's in their faculty to teach us some valuable lessons about investing from here on out.

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    First, those titanic tech winners of the 1990s showed how mighty stocks emerge from large-scale, dynamic trends that absorb 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 moreover 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 scholarly that lesson the arduous way.

    Yes, this is a current era and one that's bound to absorb its own heroes. To find out who those heroes might be, FORTUNE first identified four sweeping trends that they reflect absorb the potential to transform the economy. Any one of these four--the lightning-fast changes in communications networking, the audacious current world of entertainment, the "boomerization" of fiscal services, and biotech's coming of age--is explosive by itself. Combined, they issue inescapable to transform the route they toil and interact.

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

    So for profit 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 frank Gannon, and strategist Marshall Acuff at Salomon Smith Barney, among others. They moreover did their own due diligence by poring through fiscal statements, talking to companies, and giving their products a test run. The result: ten stocks that they reflect will subsist winners over the coming decade. We've included some household names but moreover a few surprises. They complete share exceptional management and an faculty to execute no matter what happens in the macro-economy--characteristics they reflect will subsist even more necessary if the economy slows and investors assign 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 tang drops over the coming months and years. But if you're a long-term investor, these ten should assign your retirement account in capable stead and protect you from those recurring nightmares about the stocks that got away.

    GETTING CONNECTED

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

    That means there's a huge market opportunity for companies that can crop through the clutter and actually build life (and business) easier. Who's positioned best? As they espy it, four companies: Nokia (NOK: $54), Nortel Networks (NT: $77), Enron (ENE: $73), and Oracle (ORCL: $74). True, these four absorb entirely different businesses--wireless handsets, telecom equipment, broadband connections, and software--but complete present what are essentially supermarkets of products, which should profit them overwhelm less diversified competitors. If you're looking for precedents here, reflect 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 Come from current businesses. Though handsets account for two-thirds of current sales, the company is furiously ramping up its wireless infrastructure business. It moreover recently entered an alliance with Whirlpool to create "smart" appliances (such as a refrigerator that can summon 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 originate reaping balance-sheet benefits within the next 24 to 36 months and should reduce the risk of doing traffic 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, relish 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 prerogative now is meeting the ravenous exact for its wares--not exactly a heinous problem to have.

    "Nortel is diversified and sturdy 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 route they are operating."

    If Nokia and Nortel build superior personal devices and telecom equipment, Oracle and Enron are making communications more reliable and efficient. Oracle is one of the mighty 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 relish a who's who of corporate America, including companies relish 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 absorb an attractive entry point. Oracle shares took a souse in early July after the surprise departure of President Ray Lane, who had negotiated many of the company's major B2B deals and was seen as a balancing coerce to the more--how effect they assign this delicately?--eccentric Chairman Larry Ellison. Though a brilliant manager, Ellison has lately been known more for his other exploits, relish 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 Come from an aggressive sales coerce and a wide orbit of rock-solid software products, and those aren't likely to evanesce away anytime soon.

    The identical reinvention skills are manifest 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 current economy. terminal 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 profit it broker the sale of that most precious resource prerogative now, broadband capacity. need extra pipes to rush 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 exact is growing. Gannon at SunAmerica estimates Enron's core gas traffic can easily grow profits 15% a year--a titanic jump over its competitors. Tack on the broadband service, which should gyrate 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 heinous for a gas utility.

    THE ENTERTAINERS

    Considering how rapidly these communication networks are being built, another investing opportunity presents itself: the entertainment companies that can capitalize on them. Their picks in this group involve 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 subsist 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 exact high-speed data transmission. Essentially, its chips regain information onto your TV screen faster than anyone else's. Within the next few years, Broadcom's products will profit 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 drawl such optimism is warranted because Broadcom's sales and profits are expected to grow 50% a year for the foreseeable future. Another intuition to relish Broadcom is CEO Henry Nicholas III, a ferocious competitor with a Ph.D. in electrical engineering who reportedly works 18-hour days. Just the kindly of person they want to espy running the companies they own.

    In the more traditional entertainment category are Viacom and Univision. First, Viacom. consider for a jiffy 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 flood 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 surprise pick. They absorb two capable reasons for choosing Univision: demographics and dominance. About a tenth of the country's population is Hispanic American prerogative 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 relish Ricky Martin, tells another story. Univision has an 82% share of Spanish-speaking U.S. households and is the market leader in cities relish Miami, Houston, and Los Angeles. Its formula is a composite of soap operas, talk shows such as the Oprah-like Cristina, and variety shows relish Sabado Gigante, a point to reminiscent of Laugh-In. Univision moreover 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 foreign media giants relish Mexico's Grupo Televisa do.

    As for homegrown competitors, a few years ago, when Sony and Liberty Media bought smaller emulate Telemundo--whose audience share is about 15% of the market--investors pounded Univision shares. The two mainstream partners promised to pack Telemundo with hip current programming (including a Hispanic knockoff of Charlie's Angels). But that plot fell flat when most of the current 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 prerogative now. Though Rollins is betting that Univision will hold a wide lead over Telemundo, a dinky more competition could actually profit 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 effect 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 confident to profit from the flood of baby-boomer savings as the hippie, yippie, and "me" brigades stream into retirement. Plus, globalization is creating current 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 reflect it's Charles Schwab (SCH: $36), the fiscal brand most closely identified with baby-boomers. Back in the 1980s and '90s, while traditional firms relish 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 detached portfolio size has risen sixfold in the past decade, to $120,000. Meanwhile, Schwab took the logical next step terminal 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 present more equity research to sophisticated investors. yoke 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 sheer discounter is now the kindly of fiscal services supermarket its snobbish rivals want to imitate. In fact, Schwab says it snags 10% of complete current millionaires looking for fiscal advice.

    A play on the second major leg in fiscal 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, significance 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 fiscal 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 desiccate up the IPO market one month and unleash a flood of current 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 Come from investment banking, according to Merrill Lynch estimates. So you regain complete of the growth and fewer of the wild earnings swings.

    BIOTECH

    The final trend they reflect you should assign money into might just subsist 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 subsist discovered. Most of them didn't build it to market, and the biotech sector has seen both massive rallies and dizzying declines since then.

    But much has changed in the terminal 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 perceive poised to luxuriate in 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 current ones are proximate to getting FDA approval, and dozens more are further back in the pipeline. Among the current drugs is Xolair, an asthma treatment that Kurt von Emster, manager of Franklin Biotechnology Discovery fund, says could subsist Genentech's next $100 million product.

    Beyond the lab, though, Genentech is a powerhouse because it models itself relish a drug conglomerate. While smaller biotechs are really just research boutiques, Genentech has the odds of an aggressive sales coerce specializing in areas relish 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 titanic profits and rapid growth without having to share them with licensing partners. Analysts drawl Genentech's sales growth could detached 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 equilibrium sheet and dinky cumbersome debt. Says von Emster: "This stock represents a low-risk route to play the largest pipeline of biotech products over the next five years."

    FEEDBACK: drynecki@fortunemail.com


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

    (FORTUNE Magazine) – Sudha Shah is at the peak of her game. As one of the top sales reps for a titanic software company, she's won the respect (and perhaps envy) of her co-workers, and she has earned a bucket of money in commissions. terminal 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 absorb exceeded $800,000.

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

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    When you're a sales rep, the past means nothing; sure, it's mighty 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 terminal year. To hit--or, she hopes, to exceed--that ambitious current target, she must evanesce back to customers who just bought millions of dollars' worth of SAP software, largely on the force of her plight that the stuff would profit their businesses purr happily into the future, and convince them that they absolutely, positively need SAP's current Internet-savvy products too. And that's not even her toughest problem. Her toughest problem looks relish this: In April, after months of working the phones, she was this proximate to getting semiconductor tackle maker LAM Research to buy a current SAP product. Then she got a summon from Don Roberts, LAM's senior IT director. Sorry, Roberts said, but we've crop their 2001 tech budget--maybe we'll build a deal next year.

    Sudha is getting close 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 large 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 toil force. The terminal thing corporate executives want to hear as they crop projects or workers is a chirpy sales pitch from an optimistic 34-year-old about the revolutionary plight 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 toil her contacts. In the past 12 months she ended two vacations early to toil on deals, one when her boss e-mailed her about a current account, a digital printing company called Electronics for Imaging. "I could absorb just thrown it back at my boss and said, 'I'm on vacation--wait until I regain back,' but I didn't want to effect 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. terminal 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 total lot more revenue to regain there. But she's not worried. "Things don't really start to ramp up until the finish of the year," says Sudha cheerfully. "There are a yoke of accounts that could subsist titanic later."

    Confronted with empty-handed customers, the keen decline in the tech sector, and gloomy economic predictions--in short, in the face of overwhelming evidence that this is the toughest market for salespeople in years--Sudha's optimism seems downright loony. She's live 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 capable thing for SAP. Sudha, and sales reps relish her, achieve the essential job of a corporation, the thing that makes a traffic 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 contented 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 relish 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 proximate a deal, she has to regain in the door--no diminutive thing, especially now. The worst fraction about being a salesperson is feeling relish a titanic beefy nobody. You build calls, you transmit e-mails, but no one answers. Sudha is in this Nobody Zone with one of her prospects prerogative now. She received a tip that this outfit--we'll summon it Company X--might subsist chucking its traditional mainframe computer, and the disjointed software systems it has pieced together over time, in favor of a solitary system to rush its human resources, accounting, and manufacturing departments. This kindly of enterprise resource planning (ERP) system is SAP's core product, and, if Company X became a customer, it would imply titanic bucks. But first Sudha has to regain in and talk to someone. She has called and e-mailed several people in freight of buying technology for Company X, but nobody seems to want to talk to her. If she could just regain a meeting, she thinks, she would surely regain the ball rolling.

    Sometimes Sudha is trapped for weeks in the Nobody Zone. She was stuck there terminal 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 revert 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 moreover 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 traffic unit of AMD. She persuaded the rep to inquire his AMD contact to meet with her during an upcoming trip to the U.S. That helped her regain 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 route she listened, the route she seemed to understand what he needed from the current 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 summon and supervene 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 effect anything for Sudha," he says now.

    Like many of Sudha's customers, Fred create her intriguing. A diminutive brunette with a wide, engaging smile, Sudha is a rarity--a charming young woman in the largely masculine world of hard-core nerds. She's moreover comfortable being the exception, the exotic standout. Her father was a doctor in Nepal, and Sudha, the oldest of five children, grew up in a rustic village without electricity. As a teenager, she attended a Catholic boarding school rush by German nuns in Katmandu. It was there that Sudha scholarly English and got the sort of wide-ranging education most Nepalese kids could barely imagine. But her parents didn't actually anticipate her to assign her education to practical use. They assumed she would consent to an arranged marriage, relish every other nice, 17-year-old Nepalese girl, and wait 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 espy more, and chart out my own life. I didn't want to effect what was expected of me," says Sudha, whose replete terminal title is Shah-tsou. She got a replete scholarship to attend Mills College, a small, all-women's school in Oakland, Calif., and majored in traffic economics and communications.

    People had always told Sudha that she would subsist mighty 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 worship 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 regain a titanic case of tech fever. Customers, Sudha remembers, were flush with cash and keen to spend it. No one wanted to subsist left out of the tech revolution. "There were times when customers were calling us," says Sudha. complete that was noiseless upright in 1998, when she left the ultra-aggressive Oracle sales team for SAP.

    Those days of the light sell are gone, but that hasn't changed the route Sudha attacks her job. She seems to worship the challenge of accounts that are tough to crack--hard-shelled nuts that will eventually give way, once she finds the fragile spot and applies the prerogative 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 opportunity to "be more creative" in structuring deals. If you buy now, she pleads with customers, you'll absorb a fully loaded software system whizzing and ready to evanesce when the economy picks up. You'll subsist route ahead of the pack. And why not grasp odds of this gradual period to endure the eight or ten months (and inevitable disruptions) it takes to install current 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 espy who could regain 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 titanic letters: SUDHA WILL proximate LOTS OF titanic DEALS IN THE AMERICAS THIS YEAR.

    The pitch

    If you terminal 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 current 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 current salesperson not only sold something you needed but moreover stuck around to build confident the thing you bought worked, to profit with short-term problems, and to anticipate future strategic needs. In the current sales vernacular, there are no products, only "solutions."

    This recasting of the sales relationship was born of a head of confidence. In the early 1990s two things happened: Customers became convinced that if they didn't buy complete sorts of current software, they'd plunge hopelessly behind their competitors; and software became more and more complicated, so much so that customers who tried installing tangled applications often wound up frustrated, if not downright angry. To build 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 subsist stranded after the sale.

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

    For salespeople relish Sudha, making the solutions approach toil for both current and traditional customers translates into nonstop relationship building. Luckily for SAP, that seems to Come almost naturally to Sudha. To regain AMD's business, she spent weeks talking to people from different departments, trying to understand what they wanted from the current system. She talked to Fred Mapp three or four times a week, and assign together circumstantial reports showing exactly how much money AMD could deliver by installing SAP--reports Fred could expend to build his case to the CEO and AMD's board. When she met with EFI, she convinced CIO Steve Zoppi and IT director Calvin effect that she didn't just want to sell them software; she wanted to profit EFI become the sort of fast-moving, efficiently rush e-business that would subsist the envy of its competitors. EFI could effect that, she told them, by running SAP's current 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 curve 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 total enchilada, both the tangled ERP application and the newer Internet software.

    In theory, the idea of the salesman as colleague is a natty one. But, of course, when money is short, the veneer can Come unglued. While a customer noiseless might absorb his hands replete installing the intricate software he recently bought, the sales rep wants to reserve revenue--and regain a commission--by selling current stuff. So she may well find herself pitching current products to a "partner" who is interested in anything but current 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 current 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 title 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 effect the product demo. If they land the deal, Sudha and Jason will both regain replete commission.

    The meeting takes situation inside a windowless conference room 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 current product--it sounds an terrible lot relish the Workplace software he bought from SAP terminal year. "I'm sitting in my car and I've got a motor that's ready to evanesce and you're epigram that the motor's no capable and I need a current one?" he asks incredulously. Jason tries to justify how the current product is different from the one he already has, but Fred's not convinced. "I've heard you drawl we'll worship this, but I'm the customer. You've got to understand my traffic 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 absorb 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 current software--Sudha is undaunted. She insists that it is merely the first step in an ongoing effort. "Now I absorb lots of action items to supervene up on," she smiles.

    Clinching the deal

    A week after the disappointing Austin meeting, Sudha gets some capable 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 confident whether Electroglas' board was going to token off on spending the money this year, given the slump in semiconductor sales. Sudha wanted the deal now, and so she had made the present as appealing as possible. While she won't contend the specifics, Steve Hmelar, Electroglas' director of information, figures that he got a 30% discount on the cost Electroglas would absorb had to pay 18 months ago.

    Sudha's even made some headway with Company X. By digging around, she create 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 titanic 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 route in, a crack that she'll pry open later. She thinks she can ultimately convince Company X to buy the total integrated suite of SAP products. Already she's thinking about how she's going to toil the deal. When she met up with co-CEO Plattner in mid-June, she enlisted his support, warning him, "I've got a titanic deal coming up that I'm going to need your profit on."

    My final few meetings with Sudha grasp situation 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 haul out complete the stops for Sapphire, and despite the withering economy, this year is no exception. complete 9,000 people who attend regain a Palm VII in their welcome packet and are later entertained by comedian Dennis Miller and the well-preserved rock company 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 flit 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 decision 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 absorb been discussing Roberts' latest proposal: Let LAM try the product before buying it. That might subsist mighty for LAM, but it wouldn't let Sudha reserve any revenue. For weeks she and Roberts absorb 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 gyrate conference room, sipping heinous 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 regain Bob to consign to buying licenses for at least 500 LAM employees before the finish of the year, and she agreed to effect an initial pilot for 50 people at a nominal charge. It was a mighty jiffy for Sudha. LAM felt as if it was getting a deal because SAP doesn't normally effect "try before you buy" licensing, and Sudha will regain a commission, although it won't subsist nearly as titanic as she'd hoped. The paperwork's not yet signed, but Sudha, of course, is confident that the details will regain worked out. For a jiffy 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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