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1Z0-456 - Oracle Fusion Customer Relationship Management 11g Sales Essentials - Dump Information

Vendor : Oracle
Exam Code : 1Z0-456
Exam Name : Oracle Fusion Customer Relationship Management 11g Sales Essentials
Questions and Answers : 133 Q & A
Updated On : October 19, 2018
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1Z0-456 Oracle Fusion Customer Relationship Management 11g Sales Essentials

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1Z0-456 exam Dumps Source : Oracle Fusion Customer Relationship Management 11g Sales Essentials

Test Code : 1Z0-456
Test Name : Oracle Fusion Customer Relationship Management 11g Sales Essentials
Vendor Name : Oracle
Q&A : 133 Real Questions

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Oracle Oracle Fusion Customer Relationship

Alshaya companions with Oracle Cloud to accelerate growth and enlargement | killexams.com Real Questions and Pass4sure dumps

Press liberate

Redwood Shores, Calif.—Oct 15, 2018

a leading middle East retail franchise operator, M.H. Alshaya Co., has teamed up with Oracle as a part of an enterprise transformation to enrich operational efficiency and build a foundation for future increase and innovation. Alshaya’s digital transformation will empower its associates by way of introducing retail superior practices to create a extra responsive and personalized consumer carrier journey across its portfolio of recognized global brands.

For over 30 years Alshaya has been a pioneering force in retail as franchise operator of virtually ninety of the world’s foremost-favourite manufacturers including H&M, Mothercare, Debenhams, American Eagle Outfitters, Victoria’s Secret, Starbucks, The Cheesecake manufacturing unit, Boots and Pottery Barn. This different manufacturer portfolio has offered Alshaya with a footprint together with more than 4,000 actual stores and 53,000 pals throughout the center East, North Africa and Europe.

To streamline omnichannel operations and aid manufacturer loyalty targets, Alshaya will put into effect a set of Oracle Retail, Oracle consumer adventure, and Oracle Cloud functions. These options can be provisioned on Oracle Cloud Infrastructure options.

“Oracle is a confirmed, world-type retail answer company with unmatched capabilities and they will be a key associate in our transformation,” said Steve Marston, Chief suggestions Officer at M.H. Alshaya Co. “Alshaya has worked with Oracle for decades and we're delighted to lengthen our collaboration with them to modernize our operations, invest in our teams and foster future growth as we extend our omnichannel reach.”

Alshaya will work with Oracle Consulting functions to put in force purposes and cloud functions across the portfolio. Alshaya friends will be empowered to phase and customize the buyer adventure and inspire loyalty with new consumer relationship administration capabilities. updated operational and fiscal methods will accelerate growth as Alshaya continues to extend.

“Alshaya operates a fancy global business mannequin with an impressive company portfolio. Our collaboration creates a unique probability to convey long-term value for his or her valued clientele,” pointed out Mike Webster, Senior vp and standard supervisor, Oracle Retail. “Oracle is focused on innovation whereas uniquely helping our purchasers keep a single view of consumer, inventory, order and channel.”

Alshaya has selected a powerful, conclusion-to-conclusion up to date retail solution from Oracle together with:

  • Enabling a contemporary consumer event with a Single View of consumer: Oracle Retail Xstore point of provider, Oracle Retail customer Engagement Cloud provider, Oracle advertising Cloud and Oracle carrier Cloud

  • driving Operational Excellence with a Single View of stock: Oracle Retail Merchandise Operations management suite with Oracle Retail shop inventory management

  • Modernizing Legacy techniques: Oracle Fusion Procurement Cloud, Oracle talent administration Cloud and Oracle EPM Cloud

  • delivering Innovation and Scale: Oracle Infrastructure as a carrier, Oracle Platform as a carrier, Oracle Integration Cloud service, Oracle cellular Cloud provider, Oracle API Platform Cloud carrier

  • Contact info About Oracle

    The Oracle Cloud presents finished SaaS software suites for ERP, HCM and CX, plus top-quality-in-type database Platform as a carrier (PaaS) and Infrastructure as a carrier (IaaS) from records centers right through the Americas, Europe and Asia. For greater guidance about Oracle (NYSE:ORCL), please seek advice from us at www.oracle.com.

    About Oracle Retail

    Oracle offers sellers with an entire, open, and built-in suite of most effective-of-breed company applications, cloud services, and hardware that are engineered to work collectively and empower commerce. leading style, grocery, and area of expertise dealers use Oracle options to anticipate market adjustments, simplify operations and encourage authentic brand interactions. For more suggestions, consult with our site at www.oracle.com/retail.

    logos

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    Oracle Unveils Oracle Social Relationship administration Suite at Oracle OpenWorld | killexams.com Real Questions and Pass4sure dumps

    SAN FRANCISCO, CA--(Marketwire - Oct three, 2012) - ORACLE OPENWORLD -- Oracle ( NASDAQ : ORCL )

    news information

  • all the way through his keynote presentation, Oracle CEO Larry Ellison introduced the Oracle Social Relationship management (SRM) Suite.
  • Oracle Social Relationship management Suite is an integrated business service that permits companies to hear, have interaction, create, market, and analyze interactions throughout varied social systems in actual-time presenting a holistic view of the purchaser.
  • Oracle Social Relationship management Suite is integrated with Oracle's enterprise purposes, including Oracle Fusion advertising, Oracle Fusion revenue Catalog, Oracle ATG net Commerce, and Oracle enterprise aid Planning (ERP), allowing corporations to use social to seriously change their company enterprise methods and methods.
  • moreover, Oracle Social Relationship administration Suite is built-in with Oracle Platform services, together with Oracle Java Cloud service and Oracle Database Cloud service, enabling advertising groups to combine social with their custom web pages, landing pages and marketing tools.
  • Unleashing the power of Social

  • featuring a holistic view of customer interactions, Oracle Social Relationship administration Suite includes:
  • Oracle Social network (OSN): offers a relaxed collaboration platform that helps precise-time collaboration and networking for users inside and outside the firm.
  • Oracle Social advertising: permits marketers to centrally create, submit, moderate, manage, measure and record across distinct social campaigns and systems. It additionally helps marketers put up social content material, interact fanatics and customise their manufacturer's look and suppose.
  • Oracle Social Engagement & Monitoring Cloud provider: permits organizations to research social media interactions while additionally empowering customer carrier and revenue groups to readily have interaction with shoppers and possibilities. It gives corporations the equipment they need to understand customers and take the appropriate movements with the aid of monitoring, listening, studying, and responding to signals and tendencies throughout the social web.
  • Oracle Social websites: provides manufacturers and organizations a magnificent and wealthy editing experience that end clients can leverage to dynamically increase and launch social sites.
  • Oracle data and Insights. A carrier that caters to a growing business need for externally advice via providing suggestions, listing and insights about ordinary business entities.
  • assisting Quote

  • "with the aid of essentially altering the way groups join with their distinct stakeholders, social is altering the guidelines of company," noted Thomas Kurian, government vp, Oracle Product construction. "With the Oracle Social Relationship administration Suite we're empowering our shoppers to include this exchange through integrating the equipment required to pay attention, have interaction, create, market and analyze social interactions into current purposes and functions."
  • supporting materials

    About Oracle OpenWorld Oracle OpenWorld San Francisco is essentially the most important academic and networking event of the 12 months for Oracle technologists, valued clientele, and partners. This information expertise event is committed to assisting businesses optimize current programs and take into account upcoming technology breakthroughs. The conference, which draws more than 50,000 attendees from over one hundred forty countries, offers more than 2,100 academic sessions, four hundred product demos, exhibitions from 450 partners and shoppers showcasing applications, middleware, database, server and storage systems, industries, administration and infrastructure -- all engineered for innovation. Oracle OpenWorld 2012 is being held September 30-October four at the Moscone center in San Francisco. For greater counsel please consult with www.oracle.com/openworld. Watch Oracle OpenWorld keynotes, classes and more reside on YouTube. be a part of the Oracle OpenWorld dialogue on Twitter, fb and the Oracle OpenWorld weblog.

    About Oracle Oracle engineers hardware and application to work collectively in the cloud and for your information center. For more counsel about Oracle ( NASDAQ : ORCL ), visit www.oracle.com.

    trademarks

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    The evolution of Oracle Fusion Cloud services | killexams.com Real Questions and Pass4sure dumps

    Over seven years ago, Oracle launched into a mission to rewrite and modernize its functions. It invested billions of bucks and dedicated heaps of developers and purchased JD Edwards, PeopleSoft and Seibel. in the fall of 2011, the company launched its line of Fusion applications, seven business-grade product suites that addressed financials, procurement and human capital administration.

    Fusion purposes had been designed from the floor up according to open requirements, making it viable for them to coexist with legacy Oracle products. Fusion purposes can additionally take full skills of Fusion Middleware capabilities, providing for applications that may span finished company procedures with a consistent consumer adventure.

    Fusion purposes have simpler, more user-pleasant person interfaces. moreover, Oracle embedded social networking capabilities directly into company tactics.

    Fusion applications also provide mobility capabilities that guide both actual-time and offline statistics access. groups can use Fusion's open requirements to construct custom cell apps. Fusion functions have company intelligence features for accumulating records on particular person utility transactions in-built.

    Oracle application-as-a-carrier

    Fusion applications had been constructed to aid two delivery models: on-premises and cloud functions. Fusion purposes are Oracle's first purposes to be designed chiefly to deliver cloud-primarily based delivery, whereas nonetheless providing the identical native functionality purchasable within the on-premises products.

    as with every utility-as-a-provider (SaaS) providing, Fusion's cloud functions promise quicker implementation instances with fewer implementation headaches. in addition, start-up charges are lessen, as are the demands on internal resources. SaaS additionally presents the capability to improve devoid of IT having to coordinate a posh improve methods or invest in rapidly-obsolescing application. Cloud options deliver a versatile, scalable infrastructure that expands and contracts to fulfill altering wants.

    you can install Fusion cloud applications in a personal cloud, public cloud or hybrid cloud, in addition to a non-public cloud constructed and managed via Oracle through Oracle Cloud capabilities. additionally, Fusion services can coexist along with your present Oracle methods.

    one of the vital challenges with on-premises Fusion purposes is that installing them can represent a posh engaging in, specifically in case you wouldn't have the in-apartment skills. Fusion applications require a multilayered security framework introduced on good of an in depth assortment of Oracle middleware. The elements vital to drag off such an answer will also be both costly and time-drinking.

    via going with cloud-primarily based features, you turn lots of your implementation challenges over to Oracle.

    convenience comes at a cost. Oracle's subscription pricing is fairly steep. Oracle has been early to the market with a lot of its choices, placing it into a position to in the reduction of competitors and push up subscription costs. nonetheless, Fusion SaaS comes with a level of cloud portability and the potential to change cloud networks, which can help address changing company needs.

    Oracle Fusion capabilities

    The Fusion SaaS choices will also be divided into 4 primary provider categories: Human Capital management provider, consumer Relationship administration carrier, business resource Planning provider and commercial enterprise efficiency management carrier. For each and every class, Oracle presents one or more features, and for every service, supports one or more modules.

    as an instance, the Human Capital administration carrier class includes about a dozen features. one of those functions is Oracle Fusion Human Capital management Base Cloud carrier-Hosted worker. customers who subscribe to the service presently have access to seven human capital management-related modules, including Oracle Fusion international Human supplies, Oracle Fusion network at Work, Oracle Fusion Absence management and Oracle Fusion merits.

    apart from the fundamental four categories of carrier types, the Fusion cloud functions also consist of Oracle Cloud priority service and a few add-on functions, such as the Oracle Fusion additional Storage Cloud service and the Oracle extra look at various ambiance for Oracle Fusion CRM Cloud provider.

    Oracle Fusion cloud functions

    Oracle has located itself well in the SaaS market with lots of its cloud utility choices and the business will most effective continue to put money into its cloud portfolio. That said, other organizations are adding cloud-primarily based features to the mix daily, a lot of which concentrate on specific practical areas or cover areas Oracle has missed. commonly the features include decrease expense tags and devoid of the opportunity of dealer-lock. besides the fact that children, the open-standards nature of Fusion purposes and their capacity to combine with legacy techniques, whereas helping modular implementation strategies, make them a worthwhile consideration for the company seeking to update or expand its operations, principally if the enterprise has already invested closely in Oracle items.


    1Z0-456 Oracle Fusion Customer Relationship Management 11g Sales Essentials

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    1Z0-456 exam Dumps Source : Oracle Fusion Customer Relationship Management 11g Sales Essentials

    Test Code : 1Z0-456
    Test Name : Oracle Fusion Customer Relationship Management 11g Sales Essentials
    Vendor Name : Oracle
    Q&A : 133 Real Questions

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    safra_catz.bl.03.jpgSafra Catz, president of Oracle Management training Over the years many executives have left Oracle and gone on to prominent roles in the tech world. Ray Lane, former president and COOManaging partner, Kleiner Perkins David Roux, former executive VPCo-CEO, Silver Lake John Wookey, former senior VPExecutive VP, SAP Marc Benioff, former senior VPCEO, Salesforce.com Zach Nelson, former VP, Worldwide MarketingCEO, NetSuite Gary Bloom, former executive VPRetired 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

    (Fortune Magazine) -- After months of on-again-off-again negotiations to sell itself to IBM, Sun Microsystems this spring found a new, if unlikely, suitor. Oracle, the business-software giant, in many ways promised to be a better fit for Sun, the beleaguered maker of server computers.

    A Silicon Valley neighbor whose CEO, Larry Ellison, is pals with Sun chairman Scott McNealy, Oracle (ORCL, Fortune 500) posed less of an antitrust risk because it wasn't already selling hardware like IBM (IBM, Fortune 500).

    But Oracle's all-cash offer of $9.50 per share, or $5.6 billion minus Sun's cash and debt, bested IBM's per-share bid by a mere 40 cents. So on the afternoon of Saturday, April 18, during a Sun board meeting called to pick a winner, CEO Jonathan Schwartz did what chief executives must do in such situations. He phoned Oracle to ask for more money.

    He didn't call Ellison, his titular counterpart. Instead, he dialed Safra Catz, Oracle's president. Schwartz proposed a higher price, which, in the dry language of a subsequent securities filing, "Ms. Catz stated would not be acceptable to Oracle." Tail between its collective legs, Sun's board of directors accepted Oracle's final offer that weekend, informed IBM it was out of the game, and on Monday morning announced the shocker of a deal.

    Low profile, high impact

    To anyone who has dealt with Oracle on any matter of import for the past decade, it makes perfect sense that Schwartz would appeal to Catz, who shares the president's title with onetime research analyst Charles Phillips. Yet Catz, a 47-year-old former investment banker, is nearly unknown in the broader business world -- and she is something of a mystery even within Oracle.

    Many of the executives she oversees know next to nothing about her. She shuns the limelight assiduously: Oracle's own marketing department once struggled to persuade her to be photographed. The low profile masks her high impact.

    "Make no mistake," says a prominent tech industry CEO. "She's running the company, not Charles Phillips. When Larry and I are discussing something that goes beyond us, out comes the cellphone, and Safra is on the other end."

    In one sense, Catz is the model corporate executive. Every ounce of her energy is focused on serving two, and only two, interchangeable masters: Larry Ellison (who owns almost a quarter of the company, a stake recently worth $26 billion) and Oracle, which sells $23 billion a year in software and services. If Catz has a personal agenda -- such as becoming CEO of Oracle or another company one day -- she's done an artful job of hiding it.

    0:00 /3:50Most powerful? Women of tech

    "She's much more interested in Oracle's stock going up than she is in having her picture on the cover of a magazine," says Joseph Grundfest, a Stanford University securities law professor and an Oracle board member from 2001 to 2006.

    To portray Catz merely as a willing and blunt instrument of the shareholders and their CEO doesn't tell the whole story, however. As Ellison's ultra-effective consigliere, Catz not only acts as his proxy, but translates her boss's ideas and ambitions into reality -- power that goes well beyond the scope of most conventional deputies. That earns her a No. 12 ranking on Fortune's annual list of the most powerful women in business.

    Given the way Oracle is remaking the technology landscape by acquisition -- Catz is the chief executor of the buyout strategy -- the company and its mysterious president warrant a closer look. The pending Sun deal alone could spark a new dealmaking wave among tech's giants.

    What's more, Catz's unique relationship with Ellison provides a useful case study on how a celebrity (and easily distracted) CEO deploys a talented No. 2 executive to keep a massive enterprise humming.

    To understand Catz, then, is to understand Oracle's success. Figuring out this complex and secretive executive requires a bit of digging, though, and Catz doesn't make it easy.

    Shortly after joining Oracle in April 1999, Safra Catz showed her new colleagues just how influential -- and unusual -- her tenure would be.

    Consigliere to a celebrity

    Thirty executives had gathered in a conference room on the 11th floor of Oracle's headquarters in Redwood Shores, Calif., to discuss business alliances. Ellison, as is his wont, fidgeted in his seat and grew increasingly distracted, until finally he got up to leave, murmuring something about a prior engagement.

    Catz immediately sprang from her chair. "Safra grabbed him by the arm," recalls one participant, "and said, 'Larry, you can't leave. This is important. And I know you have the time for this.' And he sat back down. No one else at Oracle could do that."

    The other executives may not have known it at the time, but Catz had joined Oracle, whose databases and software help companies manage everything from financial reports to human resources, with a mission.

    "I come from Wall Street, and you'll never see me do a PowerPoint because I'm all about Excel spreadsheets," she once said, by way of explaining why Ellison recruited her from Donaldson Lufkin & Jenrette. "If it's not in the numbers, I don't care how strategic it is, it doesn't play out."

    The numbers Catz found were, in a word, unacceptable. As she recalled last year in a speech at Stanford University, the company had been growing quickly, but its operating margins had stalled around 22%. That's great for most businesses, but not in software, where marginal costs are negligible.

    The problem, as Catz saw it, was that Oracle was too fragmented. "It was 70 little companies," each with its own leader, Catz told the Stanford audience. She waged war by spreadsheet against these feudal lords, who either acquiesced or found employment elsewhere.

    The key was centralizing control. As an example, Catz cited the revamping of Oracle's customer-support service, a mundane yet critical cost center for all businesses. Before, Oracle offered support in soothing local accents and at tiered rates. After Catz was done crunching the numbers, all customers received 24/7 service at a single, lower price and from whichever product specialist picked up the line. "No negotiation," she said.

    Catz knew enough to offer a carrot along with the stick. Business heads sliced expenses from their budgets, meaning they could focus on divisional profits and, importantly, their own bonuses. "This, amazingly, got people in line where we needed them," said Catz, chopping the air as she spoke. A year after Catz started, Oracle had eliminated $1.2 billion from its operating expenses. Margins shot up to 35% the next year and continued climbing for the rest of the decade. In Oracle's quarter that ended this past May, operating profits hit 42% of revenue. (Monopolist Microsoft (MSFT, Fortune 500) made 30% margins; Oracle arch-foe SAP (SAP) managed 25%.)

    Catz's arrival at Oracle -- her first title was senior vice president -- was a source of some confusion and consternation at the company. Initially she didn't even have an office, working instead at a round table near Ellison's. "For a long time no one knew what she was there for," recalls Ray Lane, then Oracle's president.

    A senior executive from the Oracle unit that sells to the federal government arranged a meeting with Catz to figure out what she did. "I'm here to help Larry," Catz said, according to an attendee. "Does that mean you're getting his laundry?" the executive responded. Catz, no one's gofer, was not amused.

    Over time, Catz's role became more formalized. Within months of joining she was named an executive vice president, and just two years later, in 2001, Ellison placed her on Oracle's board. The board seat erased any doubt that Catz held real power at Oracle, and in 2004 she became a co-president.

    Along the way she'd also serve two stints as chief financial officer and come to oversee all finance, M&A, human resources, and legal functions.

    Catz's rise also coincided with the departures of top executives with CEO aspirations of their own, including Gary Bloom (later CEO of Veritas and now retired), Lane (a venture capitalist at Kleiner Perkins), and Greg Maffei (president of Liberty Media).

    Catz's title never has been particularly meaningful. Her real job is making sure the entire organization follows the policies that Larry Ellison sets.

    Larry Hagewood, former CEO of a billing-software company Oracle acquired two years ago, says he wanted permission to keep paying his consultants per diems for their travel meals. But Ellison had banned per diems at Oracle, preferring employees to expense their actual costs.

    0:00 /3:57Nooyi's uncommon path to the top

    "I sat down for a two-hour meeting with Safra and laid out the complete financial effect on my business," says Hagewood, who left Oracle after a year. "She fundamentally did not care. It was not the Oracle way. It was not the Larry way. And she wasn't going to change it."

    This fusion of financial and operational acumen with a willingness to stubbornly enforce the CEO's vision makes Catz a singular force to be reckoned with at Oracle. Given that Ellison likes to rule from a distance -- the 65-year-old spends time in Malibu, Calif., these days -- the buck effectively stops with Catz.

    "She's sharp, inquisitive, and doesn't suffer fools," says Timothy Chou, who formerly ran Oracle's online-software business and currently teaches at Stanford. "People would say, 'Well, Larry says,' and she'd say, 'Not to me he hasn't.' "

    Making her own luck

    Safra Catz was born in Israel and emigrated at age 6 to Brookline, Mass., when her father, a nuclear physicist, took a position at MIT. Her mother, a Holocaust survivor who settled first in the U.S. and then in Israel, worked as a speech therapist in public schools in the Boston area.

    After graduating from Brookline High, where she overlapped with Conan O'Brien, Catz studied business at the University of Pennsylvania. The undergrad showed her fierceness by going out for the school's fencing team, despite never having picked up a foil. David Micahnik, who coached Catz, fondly recalls her "combative personality." Catz stayed at Penn for law school, though she switched to Harvard for her final year. (Her law degree is from Penn.)

    Catz passed on practicing law after figuring out during a summer internship that on Wall Street the lawyers took orders from the investment bankers. Instead, in 1986 she joined DLJ in New York.

    A bit of a math nerd and computer buff, Catz picked up early on the potential in the nascent software industry, an area where DLJ lacked a strong banking presence. She represented clients like Softbank, Symantec (SYMC, Fortune 500), and Oracle and shrewdly attached herself to DLJ's top-rated software analyst, Scott Smith.

    A workaholic who was constantly on an airplane, Catz developed a reputation as a super-diligent worker, if not a superstar, who mastered her subject matter. "Safra always thought there was more to be done. Her clients always came first," says Vince DiGiaimo, DLJ's longtime chief administrative officer. "She was always pushy, and I want to be careful how I say that. She wouldn't take no for an answer."

    Though admired, her later success provokes much chin scratching among her peers from the 1980s and '90s. DLJ's stars of that era included power players such as banker Ken Moelis and up-and-coming analysts Sallie Krawcheck and Susan Decker. Competing tech bankers like Frank Quattrone and Eff Martin shepherded the top tech IPOs of the day, including Netscape and Microsoft, respectively.

    Cristina Morgan, a senior banker at Hambrecht & Quist then and vice chairman of J.P. Morgan today, remarks about Catz, "I didn't say to myself, 'There's someone who's going to run a billions-of-dollars business one day.'"

    Catz created her own breaks. In 1997 she requested a transfer to Silicon Valley, where she could be closer to clients. By this time Catz had married an Israeli named Gal Tirosh, who stayed at home with the couple's two young children. Catz once described Tirosh as a writer who was secure in his role as a stay-at-home dad. She reflected in a 2000 interview with Fortune how Tirosh enabled her career. "If the ops meeting runs late, I don't have to pick [my children] up at day care," she said.

    Unquestionably ambitious, Catz nevertheless is the antithesis of a publicity hound. She rarely grants interviews, and then typically on the subject of Oracle. Informed this article would be about her, she declined Fortune's repeated requests for comment, as did Ellison and other Oracle executives. Acquaintances say one reason is a strong desire for privacy. Another is Catz's disdain for the media.

    "The press is not your friend," she told a group of Penn law students in 2008, explaining Oracle's efforts to avoid negotiating its deals in print. That's the sanitized version of Catz's opinion of the press. "If a reporter is giving you a hard time, is being unreasonable, you have my permission to tell them to go fuck themselves," she once told an Oracle public relations staffer.

    Multiple theories explain Catz's aversion to exposure. Corporate publicity doesn't sell software, after all. And her training as an investment banker probably taught her to deflect attention to the client -- in her case, Oracle's charismatic CEO. Catz takes this to an extreme: She appears determined never to upstage Ellison. Executives whose profiles get too high have found themselves on the outs with Ellison (former president Lane is the prime example), and Catz is making sure it doesn't happen to her.

    That's not to say Catz is invisible. A sharp dresser with a Snow White bob of jet-black hair -- though she wore it blond in her banker days -- she regularly addresses company meetings of various sizes. She's also a staple of the company's quarterly calls with investors.

    Based on interviews with dozens of people who've dealt with her over the years, she oscillates between delightfully charming and matter-of-fact dismissive. "One day she is your long-lost sorority sister," says a Valley big shot with top-level access throughout the industry. "The next day it's 'I don't know who the fuck you are.' "

    Catz knows full well that the only person whose opinion matters is Larry Ellison's. The two are in constant touch. "I've had lunch with Safra where she would not take anyone's call but Larry's," says Behnam Tabrizi, an engineering professor at Stanford who has consulted for Oracle.

    Their dynamic liberates the details-averse Ellison. "Safra allows Larry to work 30 hours a week but have the effectiveness of a CEO who works 100 hours a week," says a former senior Oracle executive. "Ninety-eight percent of the time she'll just do things and inform him after the fact. Two percent of the time she'll ask him what he wants."

    What Catz wants for herself is anyone's guess. If she has hobbies, she doesn't blab about them at the office. She frequently hosts political fundraisers, but apparently does so in the bipartisan manner befitting the president of a company that gets a sizable portion of its revenue from the federal government. She also has shown a keen interest in Oracle's philanthropic efforts, which she oversees.

    Catz certainly has reason to be thankful herself, having built a fortune unthinkable for most investment bankers. Since 2004 she has earned $27 million in cash compensation, sold Oracle stock worth $58 million, and amassed equity in the company currently worth another $67 million. Yet she remains personally frugal. A work acquaintance recently got a chuckle upon seeing Catz on a weekend shopping trip to Costco, her children in tow, like any other busy professional stocking up on her family's needs.

    The dealmaking bug

    In June 2003, Catz was watching CNBC on her home exercise bike when news flashed of rival PeopleSoft's agreement to merge with another software maker, J.D. Edwards. According to an account in a Harvard Law School case study, Catz e-mailed Ellison at 7:30 a.m.: "Now would be a good time to launch on PeopleSoft." Ellison replied 13 minutes later: "Just what I was thinking. Where are you?"

    Thus began the transformation of Oracle -- and the rest of the tech sector. Ellison had pooh-poohed acquisitions for years, judging Oracle's internal investments to be better bets. He had changed his mind that year when he publicly declared that the software industry had matured to a point where the best opportunities for growth would come through consolidation. Weeks before beginning the tortured assault on PeopleSoft -- it would take Oracle 18 acrimonious months to nab its prey -- Ellison had hired Charles Phillips, one of the premier software analysts on Wall Street.

    With two banking-oriented co-presidents, Oracle began methodically picking off one billion-dollar-plus software company after another -- Siebel and BEA were the biggest to follow PeopleSoft -- as well as scores of smaller tuck-in acquisitions that made Oracle a player in business applications.

    The deal for server maker Sun (JAVA, Fortune 500) takes Oracle in a whole new direction, pitting the company against some of its most important hardware partners -- Oracle frequently pairs its software with computer makers -- especially Hewlett-Packard (HPQ, Fortune 500). Executives at rivals ranging from IBM to SAP must now factor Oracle's broadened portfolio into their strategies and plans.

    The Sun deal is about far more than hardware, though. Sun makes the Java operating software that is critical to the programs Oracle, IBM, and others sell.

    Sun also owns MySQL, a low-end database product that undercuts Oracle with small customers. Controlling Java keeps it out of IBM's hands; taking over MySQL either gives Oracle a new price-point opportunity, or, ominously, allows Oracle to smother a prospective nuisance. The European Union cited this concern recently in extending its antitrust review of the deal.

    With the broad strokes of Oracle's strategy set, if not completely transparent, the great unknown for its management is who would succeed Ellison should he cease to be CEO. For now, the company is a well-oiled machine. Insiders say Ellison is as engaged as he has been in years and that Catz and the affable Phillips, who heads sales as well as many of the smaller acquired companies, make for an efficient team.

    "Charles is the bait, and Safra reels them in," says one careful Oracle observer, referring to acquisitions and customer engagements. Catz herself refers to the duo as classic good cop/bad cop. There's no need to wonder which role she plays.

    Despite Catz's closeness with Ellison and her aggressive behavior within and without Oracle, it's actually "more likely" Phillips would get the nod if Ellison should make an unplanned exit, according to someone with a good sense of the thinking of Oracle's independent board members. (Eight outsiders sit on the board alongside Ellison, Catz, Phillips, and former CFO Jeffrey Henley, the chairman.)

    Phillips, who has broad customer relationships and a likable demeanor, would be a "better bet," at least in the short term, says this person, who says succession planning is an "active process" that is far more formalized than it was only a few years ago.

    Ellison has given every indication of wanting to rule Oracle for years to come. In Catz's few public pronouncements on the subject of succession, she has said she isn't interested in Ellison's job. Yet in her speech at Stanford in late 2008 she sounded quite the motivational leader and not merely the efficient corporate taskmaster.

    Having just completed a successful quarter, she related how she had implored her troops not to get sloppy. "I called many of my folks together and said, 'Hey guys, this is the most dangerous moment of your lives. This is when you make big mistakes. This is where you assume you're better than you are, when you ignore the red flags because you think you're going to get over it.'"

    Indeed, it would be foolish to count Catz out as a contender for the top job at Oracle simply because she's not as amiable as Phillips. After all, she's morphed careers before; she might just as easily adopt a new persona for the right opportunity. How she'd feel about being in the spotlight is a different matter.

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    Oracle 1Z0-456 Exam (Oracle Fusion Customer Relationship Management 11g Sales Essentials) Detailed Information



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