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Welcome to the

OSM 7.0 Overview Webcast
• We will begin shortly. • Please note that all lines have been placed on mute to avoid background noise. We will un-mute the lines for the Q&A session. You can also use the online chat to pose a question. • This session will be recorded and posted http://www.oracle.com/partners/secure/engage-withoracle/product-focus/025495.htm for those who missed it.© 2009 Oracle Corporation – Proprietary and Confidential

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Order and Service Management
OSM 7.0 Overview
Srinivas Padmanabharao Product Manager/Strategy, Order Management Pillar December 2, 2009

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitmentto deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

© 2009 Oracle Corporation – Proprietary and Confidential

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OSM 7 Partner Training
Schedule
Modules
RODOD Overview OSM 7 OverviewOSM 7 Functional Training • OSM 7 Functional details • Design Studio details • OSM 7 Product walk-through / demo • Technical training with the product January / February 2010

Content
• Product positioning and messaging • OSM 7 overview This week

Timeframe

Hands-on training

After February 2010

© 2009 Oracle Corporation – Proprietary and Confidential

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Contents
• • • • •Order Management and Solution Context OSM 7 Key Features OSM 7 Design Principles Implementing OSM 7 Conclusion


© 2009 Oracle Corporation – Proprietary and Confidential

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Contents
• • • • Order Management and Solution Context OSM 7 Key Features OSM 7 Design Principles Implementing OSM 7 Conclusion


© 2009 Oracle Corporation – Proprietary and Confidential

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Order Management NeedOperational Impact on the Business
• • • • • • • • • Percent revenue leakage attributed to order process: 30-40% (Yankee) Average time to launch for new services ranges from 90d-1yr (Yankee) Average time to modify offers ranges from 10-20 days (Yankee) 25% of data service orders are cancelled before they are fulfilled (KRC) 77% of service providers admit delivering bundled products andservices has increased complexity, with 86% reporting an increase in transaction failures (Vanson Bourne) On average, new lines of business have 18 full-time employess manually finding/fixing transactions (Vanson Bourne) Order fallout costs are close to $1M for each percentage point of orders not completing correctly (CGI) Average cost per customer support call incident: $12 (Yankee) Average cost pertruck roll for improper/incorrect fulfillment: $300 (Yankee)

© 2009 Oracle Corporation – Proprietary and Confidential

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Order Management
Business Problems
• Slow offer design and implementation
• Fragmented design process across organizations and systems; compounded by complexity of convergent services • Time consuming and manual processes to test new offers require coordination acrosssystems and organizations • Limited ability to reuse existing work requiring new orchestration plans for each new offer

• Long order cycle time
• Difficulty in creating complete and accurate orders results in high order fallout • Inability to decompose orders and provide orchestration plans for complex service bundles • Unable to confirm order status on-demand with limited or no visibilityto order delivery process • In-flight customer revisions and cancellation requests are resource intensive

• High OPEX due to service based silos
• Product and service based silos result in duplication of functions and systems • System integration, maintenance, and enhancement costs escalate due to this duplication

© 2009 Oracle Corporation – Proprietary and Confidential

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