5 out of 5.0, Reviewed Sep 21, 2016
Oracle has been a wonderful partner throughout our journey with Siebel, and continued to assist us as we explore our hybrid Siebel CRM/CX Sales SFA
Use workflow for business needs over scripting
Siebel is incredibly agile - over 12 years we've adapted our sales organization to deal with growing business needs, and more recently the advent of ACA law. Siebel was able to meet those need with minimal configuration change. As for Oracle Sales Cloud, it is offering a lower cost, faster to market option to get a more modern interface that's mobile for our Field Sales users (sellers). However, it's being powered by Siebel as we still need that level of horsepower for our Client management.
Upgrades are difficult for Siebel - though that is ever improving. For OSC, I wish it had more flexibility - perhaps not as much as Siebel, but more than it does now.
Charge less or bundle software differently to be cost effective
Implement a more balanced Siebel environment - more modules and keep current on code base - we've fallen behind. Utilize workflow for business customization more than Scripting
Broad topics are available on Support Web
4 out of 5.0, Reviewed Sep 21, 2016
This installation happened prior to my joining this area of the company
the processing and customizing capabilities
time to upgrade
create a positive experience tailored more towards each distinct user group, specifically appreciating the difference between sales and sales+service roles
4 out of 5.0, Reviewed May 3, 2016
Oracle provides the majority of the functionality we need with a scalable, off premise platform that requires no support from our internal IT team. A few of the "obvious" functionality points are missing but are included in future releases.
Map your needed functionality carefully and ensure you receive a comprehensive demo.
Two aspects: Ease of integration with the rest of the Oracle CX suite, cloud-based hosting, maintenance, and release cycles
The overall functional maturity of the product. Seems a bit immature.
They should have a toolbox or a "start-up" accelerator kit for the module. There are basics here (such as initial loads or on-line training) that we had to pay to a 3rd party for or work with them to build.
Communicate the "change management" aspects to the sales organisation sooner. We did not need to have the tool implemented in order to begin to educate the sales team on what will change and what the new operating model will be. This communication and acceptance take time.
Missing a couple of key features but these are on the roadmap and will be available in future releases.
4 out of 5.0, Reviewed May 2, 2016
Meets expectations on functionalities. Exceeds expectations on configuration ease.
Dont under estimate the effort on SR's and the fragility of the system set up. Ensure proper (escalation) channels into product management.
The functionalities and ease of configuration.
Fragility of system set up and system support experience.
Less scattered resources around the support structure and more qualified knowledge resources to resolve system set up issues more approriately and quicker.
Even more focus on configuration reviews as early as possible to minimize performance impacts. Escalate issues around support sooner (SR's, tuning environments). Even tighter and more frequent touchpoints with product management as opposed to sales and post sales.
Functionality content is more than we could ask for. Some enhancements are required to bring the product on a higher level.
Although there is a strong willingness by Oracle to resolve our issues, the time to resolve, and the effort it takes to get things resolved (including escalations) is disproportionate.
All integration and development done within the time and effort we had planned.
4 out of 5.0, Reviewed May 2, 2016
The vendor has improved their structure and organization around implementations/upgrades but there was not a lot of clarity or direction during our implementation. I would like to see more accountability and cooperation between the vendor and partners.
Make sure the sales leaders understand why the product was chosen. The implementation partner will probably be the most critical decision you make after determining which software to use.
There has been pretty consistent improvement and innovation thus far since we went live with the product.
The volume of scheduled outages.
I wish there was more clarity up front about how the platform is run from an architecture perspective.
We would have put more resources into training on the new product.
4 out of 5.0, Reviewed Apr 29, 2016
We are moving in a slow and steady pace. The addition of the customer advisory board is huge for our company. It will allow us to find other companies to network with to vault us to the next level.
Business participation is a must.
The response from the product management group on our SRs is timely and helpful.
Oracle is not part of the implementation. 3rd party implementation vendors do not have to back up the sales pitch like an Oracle implementation partner would. The 3rd party disappears and nobody is familiar with what they did or why when issues arise.
Not try to sell the entire cloud at once. Expectations from the business were too high so now there is disappointment.
Get more middle level management involvement in the stages and ensure engagement is maintained past the go live date.
Excellent response time and attention to our questions. Setting up separate meetings to discuss issues.
4 out of 5.0, Reviewed Apr 29, 2016
The account managers are very committed. The database is reliable and application is continously improving.
Facilitate the communication between cloud apps and on premise
Focus on user friendliness to enter data rather than on reporting. Reports are a target not a first step of implementation. The more you add reports, the more you add fields. The more you add fields, the more the users reject the app.
4 out of 5.0, Reviewed Apr 15, 2016
As participants in the Sales Cloud early adopter program, we can attest that Sales Cloud has improved markedly over the past several years. The feature set has become more robust, to the point of being industry leading. The platform has stabilized, dramatically decreasing our internal effort with each new release.
Don't try to release Sales Cloud across all platforms (Mobile, Web and Outlook) all at once. Pick one to start then extend from there.
Depth of features and configurability. Oracle business intelligence stack provides a top-notch BI solution within the application. Well-conceived data model provides flexibility and simplicity. SaaS model keeps us current with the latest features and enhancements. Process-oriented design. Clean, simple, minimalist user interface encourages adoption.
Our only material grievance is the effort we expend negotiating with the Oracle Support team to take ownership of and deliver resolutions to the issues we report.
We would like to see Oracle present a single, united front to their SaaS operations. It can sometimes be hard to get to root cause of an issue when the Oracle team has to work across internal functions.
We would have waited to implement until Sales Cloud exited the early adopter phase.
We may place a higher than usual burden on the Oracle service and support organization, but it's the only area we would like to see improvement in. It's good, and we do get resolution, but sometimes it takes more work on our part to reach resolution than ought to be required.
We support multiple inbound and outbound integrations today. Some are inbound from our ERP and we also have two-way integration with Eloqua marketing automation. The Eloqua integration, in particular, is truly out the box and works flawlessly.