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“Oracle JD Edwards keeps making it greater and more convenient for corporations to comprehend EnterpriseOne for the foreseeable future as they modernize person experiences, allow national builders, connect to cloud apps and IoT devices, and seriously change into Digital agencies. they are excited to play a Part in doing the equal for their consumers,” talked about sAchin cHoudhari, Founder and CEO. “Working as partners, client enablement is key as they circulate in opposition t mutual success. They accept as real with in keeping issues fundamental and gripping and this helps accomplish their tasks on-time and on-finances.”

In awareness of sensible aid’s success assisting Oracle JD Edwards shoppers, round side changed into diagnosed closing yr by means of Oracle JD Edwards with the prestigious client heart of attention Award for impartial consumer Success experiences for providing integrated ERP/CX digital experiences throughout distribution, development, real property and attire industries. The award also represented round edge’s staggering work in helping its consumers power significant company cost whereas imposing imaginative options with their Oracle JD Edwards application.

For companies who've yet to investigate their depart ahead ERP method, round aspect has developed an tutorial session and workshop entitled “9.2 enterprise Motivators to at utter times upgrade (to EnterpriseOne 9.2)”. This govt abstract and overview workshop is delivered in parallel with the 9.2 help Matrix template and is also attainable to Oracle JD Edwards customers upon request. Contact circular district for scheduling particulars.

About circular EdgeCircular edge, began in 2003, is a full-carrier Oracle JD Edwards, Oracle revenue Cloud, Oracle Configure charge Quote Cloud & Oracle customer event (CX) Cloud Integrations carrier issuer. constructed from the floor up as a JD Edwards consulting company, they carry extensive JD Edwards, Oracle revenue Cloud & Oracle CPQ Cloud district erudition into Oracle CX Cloud implementations to deliver built-in ERP/CX Digital Experiences as well as prolonged allocate up go-reside and upgrade cycle guide, programs design, working towards/advantage enablement, stories, development, enhancements, conversions and software integrations by means of wise assist. For greater suggestions about circular facet, visit http://www.circularedge.com

About Oracle PartnerNetworkOracle PartnerNetwork (OPN) is Oracle's accomplice program that provides partners with a differentiated expertise to improve, promote and allocate in constrain Oracle solutions. OPN presents components to educate and assist really edifying erudition of Oracle’s products and solutions and has advanced to appreciate Oracle’s turning out to be product portfolio, companion groundwork and enterprise possibility. Key to the latest enhancements to OPN is the means for companions to be recognized and rewarded for their funding in Oracle Cloud. companions enticing with Oracle can be able to differentiate their Oracle Cloud expertise and success with clients during the OPN Cloud software – an resourceful software that complements current OPN software stages with tiers of attention and progressive benefits for companions working with Oracle Cloud. To find out greater talk over with: http://www.oracle.com/companions.

TrademarksOracle and Java are registered trademarks of Oracle and/or its associates.

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Chelsea Krieger circular Edge1-877-533-0002Email > talk over with website

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SAN FRANCISCO — Lots of companies are dedicated to customer service, but not many businesses dedicate conference rooms to their customers as Siebel Systems Inc. does.

Customer names enjoy IBM, Charles Schwab and Andersen Consulting adorn the rooms where Siebel plots its strategy to remind employees about the company's crusade.

Customer service isn't just edifying industry at Siebel Systems; it is the entire business. San Mateo-based Siebel has emerged as a Silicon Valley leader by developing and selling computer software that helps companies cater to their customers.

"We are fanatical about customer satisfaction," said company founder and CEO Tom Siebel during a recent interview from his Montana ranch.

"Everything they execute is built around keeping the customer satisfied."

Siebel Systems makes software for a niche known as customer relationship management, or CRM. The software helps businesses market products, track sales trends and manipulate customer inquiries.

The company's success has helped sustain shareholders extremely satisfied. The company's stock has risen 74-fold since its initial public offering four years ago. In the final year alone, the stock has enjoyed a fivefold increase, making Tom Siebel one of the world's wealthiest men, with company stock worth $4.8 billion.

Siebel, 47, who started the company in 1993, insists that the riches touch miniature to him.

"The stock market could close for the next five years, and it wouldn't matter to me," he said. "I am more interested in pile a company that people can be disdainful of. Making a lot of babel is light to do. Making products that people want to expend isn't so easy."

He is indeed pile the company. Siebel Systems earned $122 million on revenue of $791 million in 1999, when Fortune magazine recognized it as the country's fastest-growing company.

And final week, the company reported a second-quarter profit of $45 million, up from $24 million in the identical term of 1999, while revenue more than doubled to $387 million.

"This is a company that has already exceeded everyone's best hopes," said Bob Austrian, a software analyst for Banc of America Securities in San Francisco. "Now, there is an break to build a precedent-setting software company."

As tart as the CRM software market has been in recent years, it is expected to secure even hotter as companies exact more sophisticated computer tools to monitor their customers' likes and dislikes. The research firm International Data Corp. predicts businesses will spend $17 billion on CRM software from now until 2003.

Tom Siebel appears confident that his company will capture most of the business. In the next year, he anticipates doubling the company's 5,000-member work constrain to manipulate the projected growth.

But not everyone is convinced that Siebel Inc. will maintain its market leadership.

"Siebel is really cranking now, but that doesn't touch they are without challenges," said Steve Bonadio, who follows CRM software for the Meta Group in Westborough, Mass.

The key to success, analysts said, will palter in the progress of more versatile CRM software that can anatomize customers' buying habits and navigate buyers through e-commerce transactions.

Bonadio says he believes that another San Mateo software company, Epiphany Inc., has a head start in analytical products and cites Redwood City-based BroadVision as another up-and-comer in the CRM niche.

But Siebel's biggest threat may foster from Oracle Corp., the world's second-biggest software company, behind Microsoft. Oracle has made CRM software one of its top priorities and says it ranks second in the niche behind Siebel after several quarters of rapid growth.

In its final fiscal quarter, which ended May 31, Oracle said it sold $113 million of CRM software, up 161% from the identical time in the prior year.

"The processes that [Siebel] automates aren't going to be gripping to e-businesses in the future," predicted brand Barrenechea, Oracle's senior vice president of CRM. "We should overtake Siebel in the next nine to 12 months. Every software company they acquire ever focused on they acquire beat. And they are focused on Siebel now."

Siebel, who worked at Oracle for seven years, says he isn't worried. He branded Oracle's CRM numbers as "bogus" statistics that camouflage a company weakness in the specialty.

"Oracle is largely extraneous in this field," Siebel said. "Once they bring a viable product to the market, they will start worrying about them."

Siebel worked closely with Oracle CEO Larry Ellison until leaving in 1990 to hasten another software company, Gain Technology. Gain was sold to another worn Oracle foe--Sybase Inc.--just before Siebel started his own company in 1993.

Since they parted, Siebel and Ellison acquire frequently traded barbs in the advice media. But Siebel said reports of a feud between the two billionaires are overblown.

"If they were to hasten into each other at a cocktail party, they probably would stop up sitting down together and talking for 45 minutes," he said.

Like Ellison, Siebel has proved to be a ruthless competitor. His hard-driving company drove two of its early CRM rivals, Clarify and Vantive, into the arms of larger companies final year. Clarify, the former No. 2 CRM company, was sold to Nortel Networks and Vantive, formerly No. 3 in CRM, went to PeopleSoft Inc.

When he founded the company, Siebel thought his view of tailoring software for customer sales and service would be warmly received. But he never envisioned the overwhelming exact that emerged after browser technology turned the Internet into a industry Mecca.

"I believe they acquire executed pretty well," Siebel said, "but let's call a spade a spade: They got lucky. They were in the right station at the right time."


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(FORTUNE Magazine) – Tom Siebel, it turns out, cannot espy around corners after all. It's a Wednesday in mid-July, and the cocky, combative, loquacious CEO of software provider Siebel Systems is hosting his company's second-quarter conference call with financial analysts. Normally such an occasion would be a forum for Siebel to brag that his company's software is telling him utter he needs to know about everything from customer deportment to the state of the global economy.

Yet on this day Siebel is morose because the numbers are so utterly and indisputably bleak: Year-over-year sales are down 28%, profits are off by 61%, and the company is eliminating almost 1,200 jobs, or about 16% of its workforce. "It's very weak out there," laments Siebel. "There is just not a lot of industry being done in information technology. They don't espy any reason to assume it will secure better," at least for the poise of the year. He notes that the "conventional wisdom"--meaning his earlier prognostications--called for the tech economy to start improving in the first half of 2002. "The fact is that the market did not turn up and is not turning up," he adds. Then, when asked for detail on potential sales leads, Siebel lets loose a whopper that would acquire been unthinkable even a year ago, when he was still ridiculing other CEOs for not having "visibility" into their businesses, presumably because they didn't expend Siebel software. "We don't really acquire a thorough analysis of the pipeline here with us today," he replies.

More from Fortune Will Mmmhops be 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

Tom Siebel saw he hasn't brought along an analysis of how sales are shaping up? That's a miniature enjoy Yo-Yo Ma neglecting to pack his cello for an appearance with the philharmonic.

How has it foster to this? A company whose growth had been so torrid that even now it sits at No. 19 on FORTUNE's list of the 100 fastest-growing companies, Siebel Systems has shifted into reverse. Even though it continues to generate ample cash, the technology upstart will post bottom-line losses in the second half of the year because of the $275 million it will spend on severance, lease terminations, and other slimming-down measures. Sales aren't expected to revert to 2001 levels this year or next, which is as far out as analysts are projecting. And Siebel's once go-go stock, stuck at around $9 a share, is down two-thirds this year, more than the declines for each of its biggest competitors: Oracle, SAP, and PeopleSoft.

It would be tempting to vice the economy alone for Siebel's troubles. Tom Siebel, for one, does. Certainly the tech-spending slowdown is largely what ails his company now. But he faces longer-term problems as well.

Siebel Systems is far and away the leader in what's known as customer-relationship-management (CRM) software, which, among other things, lets salespeople map and account for their deals and gives customer-service reps instant access to information about consumers. The anguish is, Siebel software is highly tailored to each industry and hence very expensive--which is why the tech-spending drought comes at an abominable time for the company. Its competitors are using the slowdown to help their products and slash their prices.

After a hasten in which Tom Siebel seemed to develop every right call in an unpredictable industry, investors are no longer willing to give him or his company the profit of the doubt. In fact, the very practices that made Siebel Systems shine for nearly a decade--its hand-in-glove relationships with industry partners and its insistence on buying from its customers whenever possible--now threaten to taint the company with the suggestion of inordinate coziness that is plaguing much of corporate America. It's enough to develop a guy who is renowned for self-assurance, well, morose.

Throughout the high-tech boom, Tom Siebel and his company were the stuff of Silicon Valley legend. Now 49, Siebel arrived in the Valley in the mid-1980s as employee No. 40 at Oracle, and quickly became its star salesman. Along the way he developed a software program that Oracle sales executives used internally to manage their accounts and that he thought would develop a nifty commercial product. After CEO Larry Ellison refused to fund the idea, Siebel left in 1990 and after time off became CEO of multimedia software startup Gain Technology, which he sold to Sybase in 1993 for $74 million. Siebel took his $10 million in earnings from the deal and with Patricia House, an Oracle marketing executive, started Siebel Systems.

Tom Siebel was an early master of partnering as a sales technique. His company raised no venture capital but did accept investments from wealthy and influential friends enjoy Charles Schwab, still a board member, and companies enjoy Andersen Consulting (now Accenture), whose then-CEO, George Shaheen, also continues on the Siebel board.

For eight years Siebel's fierce focus on customers led to extraordinary growth. The company's first product, known clumsily as sales-force-automation software, lets salespeople record the progress of their deals. While the software makes life easier for the salespeople, its chief profit is that it gives real intelligence to top executives. A sophisticated system of colored lights alerts managers to deal status, letting them espy at a glance how sales prospects are shaping up across the entire company. Siebel's second major product, call-center software, is a staple of great consumer-oriented organizations, which expend it to give reams of information to service reps while they're on the phone with customers.

When Siebel went public in 1996 (at a split-adjusted charge of $1.06), its previous year's revenues were just $8 million. Five years later sales peaked at just over $2 billion; the share charge topped out in late 2000 at almost $120. Along the way Siebel Systems became renowned for a corporate culture that seemed to acquire more in common with IBM in the 1960s than Silicon Valley in the 1990s. The company insisted on industry attire at a time when dot-commers showed up for work in shorts. And Siebel was a tough station to work. Managers evaluated employees continually and twice a year fired the 5% who ranked lowest in performance.

Even after the dot-com bust, Siebel's industry continued to accelerate. In early 2001, when Tom Siebel forecast a looming slowdown, he looked enjoy a hero for slashing costs to sustain profit margins high. So when he said earlier this year, in a flattering cover chronicle in Forbes, that he saw an improving industry climate, many took heart. But for once the eminent flashing lights on Tom Siebel's computers were sending a erroneous message.

Siebel wasn't alone in misforecasting the stop of the recession. For him, though, the gaffe is particularly embarrassing because his software is supposed to give his customers a window onto the future. What is he supposed to show them now? That his software is fine for forecasting sales in boom times but not when the worm turns?

In an expansive interview at his company's headquarters in San Mateo, Calif., three weeks after the earnings call, Siebel seems his worn self again, relaxed and lighthearted. He admits he erred final year in keeping on 1,500 people more than the company needed in the hope it would beat up on the competition when industry returned. Now, Siebel says, he has pared his staff to mid-2000 levels and is ready to hotfoot forward again. In fact, he argues, the downturn will wipe out so many competitors that Siebel will emerge even stronger. "The view that we're in a permanent recession strikes me as unsupportable," he says. "This is a growth company. It will be a growth company again."

But the numbers suggest that growth won't resume anytime soon. According to analyst estimates, Siebel will acquire sales of around $1.7 billion for the next two years--down from 2000 revenues of $1.8 billion. Siebel is also under pressure from competitors hoping to gain ground with software that sacrifices fancy features for a compelling virtue in tough times: lower prices. Siebel's custom-made software is knotty to install and typically costs $2,000 per seat a year for corporations with 1,000 users. Rivals are now offering plain-vanilla software suites that acquire much of Siebel's functionality for a lot less money. PeopleSoft might charge as miniature as $500 a year per seat for the CRM application it sells as an add-on to its human- resources and financial-management software. "There's a certain good-enough threshold beyond which extra features are simply nice to acquire or even add an unneeded layer of complexity," says Charles Phillips, an analyst at Morgan Stanley.

Though Siebel dominates CRM today, other players acquire an even bigger presence in the corporate world. SAP, which specializes in software that ties together back-office operations of great companies, has 18,000 customers and is now trying to crack the CRM market. "Our key is their installed base," says Michael Park, SAP's vice president for global marketing. Siebel, by contrast, has about 3,500 customers.

Needless to say, the competition is positively dizzy about Siebel's perceived weakness. Says Larry Ellison at Oracle, which markets a CRM application as Part of its software suite: "The specialty vendors will die over time. I believe Siebel falls into [that] category. The suites always win." Craig Conway, CEO of PeopleSoft and enjoy Siebel an Oracle veteran, adds, "The CRM industry has changed. Now not only should CRM not be viewed as the heart of the universe, but I question whether it's a separate category at all."

Siebel is dismissive of the something-for-everyone competition. "Larry has been saw this since 1995," he retorts. "Oracle can't point to one large-scale CRM user around the world. It has 1,500 programmers working on CRM and still can't secure a edifying CRM product." As for Germany's SAP, Siebel notes that he counts Siemens, Daimler, Deutsche Telekom, and Bayer as customers "in the heart of the motherland." He compares Siebel's expertise in customer-oriented software to Microsoft's dominance in desktop software. "I've invested $2 billion in this technology," he says.

Still, the company is fighting a two-front war. Besides attacks from SAP, PeopleSoft, and Oracle in the corporate market, Siebel's role model, Microsoft, is among a host of companies trying to sneak up from below. In July, Microsoft introduced a CRM product for small business. That has not been a Siebel market to date but could be a jumping-off point for pursuit of bigger game. Startup Salesforce.com, which sells low-cost subscriptions to its Web-based CRM software, is also approved with smaller companies. With forecast revenues of $60 million this year, Salesforce is a pipsqueak next to Siebel, but Microsoft won't be so light to shrug off.

On top of its competitive struggles, Siebel faces questions about the trait of its revenues, namely the concern that too many of Siebel's sales are to its own suppliers. Each quarter Siebel reports a device known as concurrent revenues, basically the sum of any transactions in which customers bought Siebel software within six months of selling goods or services to Siebel. Thanks to the notorious swaps and other types of barter transactions in the discredited telecommunications industry, such deals acquire gotten a contemptible name. But Siebel swears that his company's concurrent revenues aren't blank swaps. "This is not something of no value for no value," he says. "So far it's never been an issue."

Yet the concurrent revenues are becoming an issue. In 2000 such transactions accounted for about 1% of Siebel's licensed software revenues. The device then fluctuated between 4% and 11% during 2001 and early 2002--and spiked to 18% in the second quarter of this year (see chart). That caused Wall Street to wonder what Siebel was doing to develop its sales targets--and sent down the charge of Siebel stock. Tom Siebel says the second-quarter increase was triggered by higher-than-normal spending on data centers that Siebel is pile to hedge against a disaster at its main facility. He won't name the customers, but he's essentially arguing that the concurrent transactions, whose disclosure is required by the Securities and Exchange Commission, are coincidences. "It's highly likely going forward it will be a lower number," he says. PeopleSoft and SAP, however, promptly issued statements that their concurrent revenues are negligible. "I did barter transactions at Oracle for many years," says PeopleSoft's Conway. "Don't let anybody show you barter transactions are gay coincidences."

Siebel also faces a credibility problem in its customer-satisfaction surveys, which the company relies on both to report how gay its customers are and to reward its employees. Siebel executives often note that its surveys are conducted by a rigorous, independent third-party firm called Satmetrix in nearby Mountain View, Calif. What Siebel neglected to point out is that it is a minority investor in Satmetrix, and that Siebel board member James Gaither is also on the Satmetrix board. Tom Siebel professes no erudition of Satmetrix's finances and says his company's dealings with Satmetrix are at arm's length. But the coziness has irked analysts, who generally weren't conscious of the connection. "They never told us when they were looking at the slides," complains Morgan Stanley's Charles Phillips.

Analysts and their investor clients are just as grumpy about Siebel's share price. Though its poise sheet is rock solid--Siebel has $2 billion in cash and equivalents--the company will puss a math problem of its own making when industry improves. Perhaps more than any other Silicon Valley company, Siebel has relied heavily on stock options to compensate employees. It has issued so many options--247 million at an impartial exercise charge of $23.81--that at the stop of final year, employee options amounted to 52% of undiluted shares outstanding. This so-called overhang, mountainous even by Silicon Valley standards, means that the higher the stock price, the more likely employees exercising options will dilute shares owned by public investors. Analyst Patrick Walravens of JMP Securities in San Francisco estimates that at $10 per share--near the current level--options picture a 10% dilution of Siebel shares. At $20, the dilution would be 16%, and at $30 it would be 31%. In other words, says Walravens, "the dilution gets worse the better Siebel does. To warrant a $30 stock price, they require 31% more earnings than otherwise would be the case."

Characteristically, Tom Siebel is not only unrepentant about the options grants but disdainful of them. He notes that the company raised a total of $60 million through its IPO and a subsequent offering, in the process creating what's currently about $4.2 billion of value for stockholders. Sharing the wealth with employees was always Part of the plan. "The reason I didn't expend venture capital was that I really wanted to acquire an employee-owned company," he says. "It's a noteworthy capitalist story. At the identical time it's a Marxist dream, the workers owning the means of production. I wouldn't execute it any differently."

Even if his name weren't on the door--or on everything else, for that matter--there'd be no disputing that Tom Siebel embodies Siebel Systems. In an interview in the great conference margin adjoining his office, he sprinkles his comments with phrases enjoy "my software" and "I acquire a small investment in" when it's the company's software and the company's investment he means. As he reaches for a pen to illustrate a point, a press aide quickly slides a blank sheet of paper underneath his raised hand so that the CEO can draw away. His Mercedes CL 600 coupe is parked in an unmarked spot next to the entrance of headquarters, making it light for aides to check from their windows whether the boss is in the building.

Because Siebel has been outspoken in the past and willing to knock his rivals, the competition is gay to gloat today. Noting that Tom Siebel declared publicly in January that he could buy PeopleSoft--now worth over $1 billion more than Siebel Systems--but wasn't interested, PeopleSoft CEO Conway cracks, "Tom saw he's not interested in buying PeopleSoft is enjoy Canada saw it's not interested in buying the United States."

Despite the stock's plunge, Siebel's 13.6% stake in his company makes him worth nearly $600 million. An undergraduate history major and still a history buff, Siebel is philosophical that the downturn is temporary and that the industry climate has become unduly harsh. "Every CEO is a crook and every priest is a pedophile," he muses.

Longtime believers still believe in the company's prospects. "I would never ante against Tom," says David Ketsdever, a software entrepreneur who once was one of Siebel's investment bankers. Adds Emeric McDonald, a former portfolio manager with Amerindo Investment Advisors when it was a great Siebel shareholder: "Siebel's top management is chameleon-like. They're just edifying athletes."

For his part, says Siebel, utter that's required is patience. When industry turned bad, he replaced his goals, which every employee can read on the company intranet, with bare-boned directives: Continue to generate cash, sustain product trait and customer satisfaction high, maintain market share. "That's it," says Siebel. "Keep it real simple. We're hunkering down and waiting for the storm to be over."

In the meantime, he has gone out of the prediction-making business. "I don't simulate to be an economic guru," he says. "It was my best professional judgment that the market would pick up in [the first and second quarters], and I was wrong. I'll recall my shots on that. In hindsight, things are pretty limpid to everybody, right?"

Fair enough. In the technology industry, the past doesn't count for very much. As for the future, it seems that nobody, not even Tom Siebel, has a crystal ball.


Aide for Rehberg resigns to work for billionaire Siebel | killexams.com real questions and Pass4sure dumps

HELENA - Erik Iverson has resigned as chief of staff to Rep. Denny Rehberg, R-Mont., to work for billionaire Tom Siebel, but he will remain chairman of the Montana Republican Party.

Iverson's resignation was announced in a Rehberg advice release Tuesday that named Jay Martin as his unique chief of staff. Martin had been Rehberg's deputy chief of staff since January 2004 after joining the congressman's staff in May 2002.

Montana Republican Party spokeswoman Alden Downing said Iverson will remain chairman of the party. His two-year term expires in the summer of 2009.

"As far as the party goes, nothing changes for us," she said. "He's planning on fulfilling his chair's job."

A advice release from Rehberg said Iverson will work as a consultant for Siebel on several projects.

Siebel, a part-time Montana resident, founded Siebel Systems Inc., a software company that he sold for $5.8 billion in 2005. He is the founder of the Montana Meth Project, which runs edgy, anti-methamphetamine ads.

Iverson could not be reached for comment.

In the advice release, Rehberg said: "I greatly appreciate utter of Erik's difficult work on my behalf and on behalf of their state. It's obvious those efforts acquire paid off. I wish him the best of luck in the future."

Martin, meanwhile, is an Ohio aboriginal who received a bachelor's degree in political science from the University of Dayton. He joined Rehberg's office after stints working for two Republican congressmen from Oklahoma.

"He has a strong work ethic, and I can believe of no one better to recall over the reins as my chief of staff," Rehberg said.

Martin said he is excited to recall on a unique job for Rehberg and for Montana people.

"Denny's in a noteworthy position as a member of the Appropriations Committee to shove through funding for pastoral priorities such as health charge and energy development," Martin said.



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