21 st Century Realities for Midsize Companies What is Oracle’s Strategy for this market?

1. 21st Century Realities for Midsize Companies What is Oracle’s Strategy for this market? Kevin Attard EE&CIS JD Edwards & Mid-Market Regional Director

2. 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 commitment to 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.

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4. What is Oracle’s Applications Strategy? 4

5. SOFTWARE. HARDWARE. ENGINEERED TO WORK TOGETHER. Complete Solutions. Complete Choice.

6. Complete Solutions.

7. Oracle in MidsizeThousands of Midsize Customers run Oracle . Over 190,000midsize companies run Oracle Database, Middleware and Applications Over 25,000midsize companies run Oracle Applications 162 Daysaverage time to go live on Oracle ERP Applications Unlimited Possibilities…For Limited Budgets

8. Complete Choice

9. 21st Century Realities for Midsize Companies 9

10. 21st Century Realities for Midsize Companies IT-Driven Business Process Reengineering On Demand B2B & B2C Collaboration Global Supply Chains Continual Innovation Fickle Customers Outsourcing & Re-Shoring Commoditization Multi Currencies & Countries Relentless Competition

11. Business Has Changed in Almost Every Aspect

12. Why should Midsize Companies invest in Top Tier ERP NOW?

13. Eventually…your company will deploy a Top Tier, integrated Enterprise Applications Solution “The best-performing companies in terms of revenue growth buy integrated solutions, not disparate elements” Source: “Technology and growth at mid-sized companies—The Next Ten Years”, EIU, October, 2007

14. What is “Top Tier” ERP? Top Tier Solutions Offer: • Functionality across all major industries & business processes • Multi-location, multi-currency capabilities • Undisputed long term product viability • Global operations & support Tier 2 Solutions Offer: • Niche industry functionality with multi-location, multi-currency requirements • Or—broad industry & process fit for single location & currency operations • Less assurance of long term product viability • Opportunistic global operations & support • Sage • Infor • Microsoft • Lawson • Epicor • Pronto • UNIT4 • QAD • IFS

15. The Increasingly Strategic Role of IT Today, almost every project aimed at improving business performance needs corresponding IT innovation. • Standards and Compliance • Sarbanes Oxley, J-Sox, IFRS, Deutscher Corporate Governance Kodex, Pre-IPO, EU Compliance • Manufacturing & Supply Chain Efficiency • Lean, Demand Flow, Six Sigma, SCOR • Business Process Automation • employee self service, e-procurement, order-to-cash • B2B & B2C Collaboration • EDI, e-store, Standards for Suppliers, Vendor Managed Inventories • Marketing and Sales • CRM, social media, mobile applications, pipeline forecasting

16. Don’t Overlook the Long Term Benefits In addition to the immediate impact, midsize companies benefit from the flexibility, scalability, and functional richness of Top Tier ERP • Lower opportunity costs • IT infrastructure is in place for future innovation initiatives. • Earlier process automation • leveraging the broad product footprint of core ERP. • Avoidance of a “Rip and Replace” scenario • the disruption of replacing legacy systems. • Phased rollout • deployed in smaller, easier projects. • Complementary portfolio • pick and choose from an extended portfolio of “best of breed”

17. How do Midsize Companies deployTop Tier ERP?

18. Resource Requirements and Allocation For midsize companies, selection of an implementation partner is equally important to selection of a software applications provider • Mentoring • Partner resources transfer knowledge to internal resources • Resource augmentation • Partners provide incremental bandwidth • Talent pool • Top Tier ERP skill sets are readily available

19. Product and project scope Emerging Companies must keep focused on the project plan and avoid being distracted by add-on projects. • Strict scope control • Avoidance broadening of application footprint or functional plan. • Timing • Implement rapidly during slowest season. • Phased implementations • Deploy applications are deployed in shorter projects • Prioritization by value • Focus initial phase on high value areas that fund subsequent phases. • Fixed price contracts • Can be desirable to establish a total cost that cannot vary.

20. Tools and Methodologies Companies with small IT staffs—focused on maintaining legacy systems—rely heavily on partner and software tools and methodologies. • Focus on the “To be” • Spend more time on understanding post go-live business processes • Adoption of best practices • Adopt most embedded industry leading practices and configure unique needs • Rapid go-live on conference room pilot (CRP) • Get up and running immediately so that internal resources learn by doing • Use of Rapid Implementation tools • Aid in the rapid configuration of both embedded industry leading practices and specialized needs

21. Oracle Accelerate 21

22. The Oracle Accelerate Difference • Enterprise Class Software • Unparalleled Implementation Simplicity • Expert Delivery Ecosystem • Reduce Risk • Lower Costs • Drive Improvement • Speed Time to Value

23. Unlimited Possibilities for Limited Budgets Enterprise Class Applications • No Scaled-down or “Light” Applications. • Multiple, mature product suites • Deep capabilities and the broad footprint • Unparalleled Implementation Simplicity • Embedded industry leading practices • Need-based, modular deployment • Achieve Conference Room Pilot in days Expert Delivery Ecosystem • Tools, methodologies, training techniques accelerate end user adoption. • Partners with documented success in building optimal project plan

24. Apps JD Edwards EnterpriseOne - APPSDesigned. Delivered. Deployed. 9.0

25. Tools JD Edwards EnterpriseOne - TOOLSDesigned. Delivered. Deployed. 8.98

26. Drive to 9 with JD Edwards RoadmapsLeverage Our Investment. Grow Your Organization. 9.0 9.1 Tools8.98 Tools9.1 A9.2 A9.3 Roadmap subject to change without notice. The above is intended or information purposes and may not be incorporated into a contract. 26

27. More Integrations. More Oracle. More Value.Connecting JD Edwards to Leading Oracle Applications Roadmap subject to change without notice. The above is intended or information purposes and may not be incorporated into a contract.

28. TCO To Conclude 28

29. What about TCO? • Total Cost of Ownership looks at costs and ignores benefits. • GREAT for comparing two similar applications • Good for budgeting • Bad for choosing applications • Bad for prioritizing projects 29

30. <Insert Picture Here> Rebecca WettemannVice President, ResearchNucleus Research, Inc. “It is extremely rare to be able to compare total cost of ownership (TCO) of two competing applications within the same company. Nucleus found that, in the case of this publicly traded biotechnology firm, both Oracle JD Edwards and SAP were chosen and championed – and a merger brought them together. In this dual ERP environment, SAP is more than four times more costly than JD Edwards EnterpriseOne.” Source: TCO CASE STUDY: SAP VERSUS ORACLE JD EDWARDS BIOTECHNOLOGY FIRM (07/2010)

31. Read the Report. $1,210per user annually $5,813per user annually 31

32. Midsize Companies need to:Run.Optimize.Innovate. 32

33. Q & A