Oracle Teaches Its Sales Force to Play Nice

 
 
By Lisa Vaas  |  Posted 2004-07-28 Email Print this article Print
 
 
 
 
 
 
 

Oracle has finally begun to file down the teeth of its rambunctious direct sales force, releasing its first-ever set of guidelines on how to play nice with partners.

Oracle Corp. has finally begun to file down the teeth of its rambunctious direct sales force. On Monday, the Redwood Shores, Calif., database behemoth began the process of releasing its first-ever set of guidelines to instruct its sales staff in North America on how to play nice with partners, including channels, ISVs, resellers, integrators and VARs. The simplified set of six guiding principles instruct sales staff to, among other things, identify and work with partners in accounts and to respect a given partners "position and value-add" in those accounts.
"Oracle values its relationships with partners," the guidelines read, "as they are an important part of Oracles overall sales strategy to reach the largest number of customers for Oracle products and services."
It sounds simple enough, but such a sentiment actually represents a quantum leap for Oracles aggressive, commission-driven, "coin-operated" sales staff, which has long had the reputation of scooping business deals out of the hands of partners, according to Marilyn Carr, research director for IDCs Global Software Partnering and Alliances Software division, in Toronto. "They had a very bad reputation," Carr said. "There were conflicts happening at the field level between partners and the direct sales force." IDC has been working with Oracle for about six months to develop the guidelines by interviewing both Oracle staffers and select partners.
Click here to read about Oracles efforts last year to reorganize its sales force. Rauline Ochs, group vice president for North America Alliance and Channels, said partner feedback has been that Oracle can and should be more predictable and reliable—two words that have become a mantra in the push to improve. "Feedback from partners was that [Oracle] can be more predictable and reliable," said Ochs, in Costa Mesa, Calif. "[They said that] sometimes your reps really understand, and sometimes they dont. It became clear to us that by using the intellectual property these partners brought to the table, everyone at the table would be on the same page." The push to improve Oracles rocky partner relationships stems from three industry trends, IDCs Carr said. The first motivation, common to most big software vendors, is to tap the SMB (small and midsized business) market, which represents billions of dollars in untapped revenue. "Theres a huge amount of potential revenue there," Carr said. "Enterprise customers havent quite necessarily used 100 percent of the huge investments in technology theyve already made. The SMB market is open as a market that everybody wants." Another motivation is the current trend of selling "solutions," as opposed to technologies, Carr said. That notion of "solutions" to a potential customers problems has implications of complexity—in other words, of needing more than one software and/or hardware vendor to piece together a coherent answer to the customers problem. Finally, Oracle is being motivated by the push to specialize in vertical industries, Carr said, where potential revenue is ripe for the plucking. Oracle has about 2,800 partners in North America. The guidelines, now being rolled out to Oracles sales organization, will be released to partners next week, Ochs said. The Liberty Alliance, a consortium devoted to developing an open, federated identity standard, now can count Oracle and Intel among its members. Click here to read more. The initiative incorporates a seven-point plan that includes steps such as holding up and rewarding role models. Oracle will regularly select a "Channel Hero" from its sales organization—someone whos "growing the Oracle economy better and faster by leveraging channel partners," Ochs said. Oracle will give these role models cash awards. Each Channel Hero will then host a Webcast to detail his or her partner strategy as a way of seeding the sales organization with ideas on how to leverage, and cooperate with, its partners. Ochs declined to detail how much cash Oracle will bestow on such role models. "Considering this is a commission-driven place, and we believe all reps are coin-operated, [the awards] are not insignificant, but theyre not buying homes off them," she said. Check out eWEEK.coms Database Center at http://database.eweek.com for the latest database news, reviews and analysis.

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Lisa Vaas is News Editor/Operations for eWEEK.com and also serves as editor of the Database topic center. Since 1995, she has also been a Webcast news show anchorperson and a reporter covering the IT industry. She has focused on customer relationship management technology, IT salaries and careers, effects of the H1-B visa on the technology workforce, wireless technology, security, and, most recently, databases and the technologies that touch upon them. Her articles have appeared in eWEEK's print edition, on eWEEK.com, and in the startup IT magazine PC Connection. Prior to becoming a journalist, Vaas experienced an array of eye-opening careers, including driving a cab in Boston, photographing cranky babies in shopping malls, selling cameras, typography and computer training. She stopped a hair short of finishing an M.A. in English at the University of Massachusetts in Boston. She earned a B.S. in Communications from Emerson College. She runs two open-mic reading series in Boston and currently keeps bees in her home in Mashpee, Mass.
 
 
 
 
 
 
 

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