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1Z0-986 exam Dumps Source : Oracle Inventory Cloud 2017 Implementation Essentials
Test Code : 1Z0-986
Test denomination : Oracle Inventory Cloud 2017 Implementation Essentials
Vendor denomination : Oracle
: 73 existent Questions
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Oracle Oracle Inventory Cloud 2017
Legendary investor Warren Buffett talked about Monday he does not retain in intellect the cloud, and that's why his commerce bought off a greater than $2 billion stake in Oracle simply 1 / 4 after buying it.
The “Oracle of Omaha” told CNBC that Berkshire Hathaway's exit from Oracle become pushed by artery of his confusion around the state of the bigger cloud industry, even as he sees the exact suppliers enjoying mammoth success.
"i believe been amazed at what Amazon has done there, and now Microsoft is doing as neatly. I just don’t understand where that online game goes," Buffett referred to.
[Related: ISVs On Oracle: Three SaaS Vendors justify Why They Chose OCI]
Omaha, Neb.-based Berkshire Hathaway offered its 41.four million shares, expense about $2.13 billion, in Oracle inventory in the fourth quarter of 2018, in keeping with a 13F submitting with the U.S. Securities and change commission. Berkshire first got Oracle shares simplest in mid-November, the previous quarter—an unusually short turnaround for a typically tech-shy investor that by and great makes a speciality of longer time frames for its holdings.
"After I flawless started purchasing it, I felt I nonetheless did not understand the enterprise," Buffett notable of Oracle, the Redwood Shores, Calif.-headquartered budding public cloud company. "I truly changed my intellect when it comes to knowing it, now not in terms of evaluating it."
within the interview, Buffett praised Oracle founder and CTO Larry Ellison, and notable he believes "Oracle is a pretty advantageous business."
however a old-fashioned investment in IBM coloured his view of maintaining Oracle for the lengthy haul.
"chiefly after my event with IBM, I don’t believe I retract note precisely the dwelling the cloud goes," Buffett referred to.
In 2011, Berkshire bought $10.7 billion of huge Blue at roughly $170 per share. Buffett offloaded most of that position at a loss in 2017.
Two Oracle shareholders on Tuesday sued the database gigantic and its board of administrators for allegedly delusory buyers concerning the skills of its cloud company.
The civil grievance, filed in a San Jose district courtroom in the united states, accuses Oracle executives of omitting cloth records in public communications and making mistaken statements in 2017 forecasting rosy cloud revenue.
amazing fiscal results, above flawless in cloud, that yr, the grievance alleges, believe been pushed by using threatening current consumers with licensing audits, lowering consumer support for on-premises techniques to power consumers toward cloud service, and perilous fee increases on legacy database licenses if customers looked to other cloud vendors.
"[Oracle] needed to depend on these coercive practices for the intuition that its cloud-primarily based offering is a 'naked-bones minimal doable product,' not 'a complete and fully integrated stack of applications' as [Oracle] represented," the grievance says, citing a Gartner assessment of Oracle's cloud stack.
Allegations alongside these traces believe been made in other lawsuits, equivalent to A&E Adventures' title towards Oracle closing yr. The amusement biz pointed out Oracle tried to oblige it to current from an on-premises element-of-sale rig to its Simphony cloud service.
Tuesday's lawsuit echos an analogous title with the aid of the metropolis of daybreak Firefighters' Pension Fund, which sued Oracle final yr claiming economic mismanagement.
Oracle confirmed an hobby in retaining purchasers away from competing cloud services returned in 2017 when it changed its cloud pricing coverage to compose it extra expensive to dash Oracle software on third-party cloud infrastructure.
The wheels came off the wagon in March 2018, based on the court submitting, when Oracle suggested cloud extend had stagnated and forecast slower cloud growth than opponents, leading to a partake rate decline of about 10 per cent.
Oracle's conclusion in June 2018 to cease disclosing selected cloud section outcomes in its economic reports has best made it extra intricate for investors and analysts to retract note what's happening.
The criticism argues that Oracle's executives and administrators believe breached their fiduciary responsibility as a result of they knew, or may quiet believe widely used, that the glowing boom reports were inaccurate. It additionally accuses Larry Ellison, Safra Catz, brand Hurd and eleven other board individuals of atrocious mismanagement, blow of corporate property, and SEC suggestions violations.
It further states that the plaintiffs couldn't question the board to intervene as a result of at least the majority of board individuals aren't unbiased as declared in SEC types. They can not live relied upon to sue themselves for infraction of fiduciary obligation, its claimed, as a result of that would expose them to liability and intimidate their livelihoods.
Oracle declined to comment. ®
built-in synthetic intelligence and intuitive dashboards aid agents forestall overstocking and enhance client satisfaction
REDWOOD SHORES, Calif., Feb. 5, 2019 /PRNewswire/ -- agents can now help stock administration via a lone view of claim throughout their total product lifecycle with the subsequent generation Oracle Retail claim Forecasting (RDF) Cloud service. With developed-in desktop researching, synthetic intelligence and choice science, the providing permits marketers to profit pervasive cost across retail approaches, permitting for finest planning strategies, diminished operational costs, and greater customer delight. additionally, modern, intuitive dashboards help operational agility and workflows, adapting immediately to recent suggestions to extend stock results.
Oracle emblem (PRNewsfoto/Oracle)
The providing is portion of the Oracle's Platform for up to date Retail, flawless built on the cloud-native platform and aligned to the Oracle Retail Planning and Optimization portfolio. live taught more about Oracle Retail claim Forecasting Cloud carrier privilege here.
"As customer developments continue to evolve quicker than ever earlier than, it live necessary that sellers scurry rapidly to optimize inventory and demand. Too petite inventory and clients are disenchanted. Too a total lot and sellers believe a foundation line problem that results in unprofitable discounting," pointed out Jeff Warren, vice chairman, Oracle Retail. "we've distilled over 15 years of forecasting sustain throughout hundreds of dealers global into a complete and up to date solution that maximizes the forecast accuracy for the entire product lifecycle. Their purchasers requested, and they delivered."
for instance, the providing was evaluated in opposition t the statistics of a massive thing retailer following the 2017 smash season. The situation ran 2.2M devices sold, representing over $480M in profits. With the forecast accuracy improvements, the retailer could believe accomplished the equal income with as a minimum 345K gadgets less of inventory. In tandem, the retailer might believe enhanced 70 % of promotional forecasts the expend of completely computerized subsequent-technology forecasting statistics science– flawless whereas offering the equal flush of service to customers.
"As unified commerce revenue develop, the skill to sheperd flawless four commerce activities (demand planning, give planning, stock planning, and income and operations execution/merchandising, stock and operations execution) across flawless sales channels becomes even more vital. A 2017 Gartner survey of give chain executives highlighted the consequence organizations region on their planning capabilities." Of the "precise three funding areas from 2016 through 2017, 36% of retail respondents stated upgrading their claim management capabilities," wrote Gartner consultants Mike Griswold and Alex Pradhan. supply: Gartner Market e-book for Retail Forecasting and Replenishment solutions, December 31, 2018
Maximizing Forecast Accuracy throughout the Product Lifecycle
With the subsequent era Oracle Retail claim Forecasting Cloud provider, agents can:
Tailor approaches for brief and long lifecycle items, maximizing forecast accuracy for the total product lifecycle
Adapt to fresh trends, seasonality, out-of-shares, and promotions; and reflect marketers' pitiful claim drivers, offering enhanced consumer journey from appointment to sale, to success
Leverage dashboard views to sheperd day-in-the-lifestyles forecasting workflows corresponding to forecast overview, forecast scorecard, exceptions and forecast approvals
profit transparency across the complete provide chain that allows for analytical tactics and end-users to understand and believe interaction with the forecast, increasing inventory productiveness
Coordinate and simulate demand-pushed consequences using forecasts that adjust immediately to recent tips and without a dependency on batch strategies, driving operational agility
About Oracle Retail
Oracle is the up to date platform for retail. Oracle offers sellers with an entire, open, and integrated platform for finest-of-breed enterprise functions, cloud functions, and hardware that are engineered to travail together. leading trend, grocery, and distinctiveness retailers expend Oracle solutions to hurry up from finest apply to next apply, oblige operational agility and refine the consumer experience. For greater suggestions, talk over with their website at www.oracle.com/retail.
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REDWOOD SHORES, Calif., Oct. 17, 2017 /PRNewswire/ -- Today, Oracle announced that Argentinian hardline retailer Ribeiro has selected Oracle Retail Merchandising, Planning & Optimization and Supply Chain solutions to empower operational discipline to attract, retain and serve their Omnichannel customers. Ribeiro is a family owned company offering household items and electronics that established operations in 1910. Today Ribeiro is managed by the third family generation that operates over 82 stores, the call focus and a robust online presence. To stay relevant to the changing consumer, the company decided to modernize and incorporate more technology to anticipate consumer demand.
In this journey, Ribeiro realized the exigency to adopt worldwide best practices by replacing its proprietary legacy software, to allow the company to structure its Omnichannel operations, and integrate physical stores with e-commerce and the back office. After analyzing several market solutions, the company chose to extend its relationship with Oracle Retail. Ribeiro will implement Oracle Retail Allocation, Oracle Retail Replenishment Optimization, Oracle Retail Regular expense Optimization and Oracle Retail Store Inventory Management in a staged approach. In 2012 Ribeiro partnered with Oracle to drive growth in the online channel. Ribeiro implemented Oracle Commerce in less than 5 months with Great results.
"We were looking for a tool that would allow us to act faster instead of edifice design interfaces with legacy systems. They needed to help pricing, replenishment and centralized management to accelerate their response to customer demands. They considered Oracle Retail as the best solution in the market to profit Ribeiro to address this challenge," says Dan Attie, Commercial Director at Ribeiro.
The modernization of Ribeiro with Oracle Retail solutions is planned to simplify the reorganization of internal processes, allowing for the definition of pricing goals, commercial action planning and logistics management organization. The implementation will live delivered in stages by Oracle PartnerNetwork Gold flush Partners SkillNet and Veltio. The staged implementation will result a prescriptive procedure to minimize the repercussion on the company's operations and maximize the recur on their investment with Oracle.
"With this implementation, they will gain real-time control of their stores and they will ensure that the selfsame information is shared throughout the company, giving us better decision-making process," explains Attie.
"Our global consumer research, Retail in 4 Dimensions, shows that consumers are open to personalized shopping experiences, communications and tailored offers. They believe that inventory is fundamental to a personalized shopping experience," said Ray Carlin, Senior Vice President and common Manager, Oracle Retail. "With this investment, Ribeiro will gain a lone view of inventory to fully support the connected shopper experience."
About Oracle Retail:
Oracle provides retailers with a complete, open, and integrated suite of best-of-breed commerce applications, cloud services, and hardware that are engineered to travail together and empower commerce. Leading fashion, grocery, and specialty retailers expend Oracle solutions to anticipate market changes, simplify operations and inspire authentic brand interactions. For more information, visit their website at www.oracle.com/retail.
The Oracle Cloud delivers hundreds of SaaS applications and enterprise-class PaaS and IaaS services to customers in more than 195 countries and territories while processing 55 billion transactions a day. For more information about Oracle (NYSE:ORCL), gratify visit us at oracle.com.
Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may live trademarks of their respective owners.
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After attending SAP’s flagship conference a few months ago, I left intrigued on the recent pitch SAP made to everyone who attended the conference. There is usually something to entice people with the latest and greatest thing us technologist believe to have. Basically, generating more sales for SAP. It was S/4 HANA, then Leonardo, and now something called C/4 HANA. It is the tech giant’s attempt to enhance the digital experience, amass to know the customer better, and directly compete against Salesforce in the CRM space. The “C” stands for customer and the “4” stands for 4th generation. SAP isn’t the greatest when naming its tools and they retain changing acronyms every pair months; however, this aligns with the comfort of the HANA platform. C/4 HANA is a rebranding of Hybris and the newly acquired Callidus Cloud technologies to provide a holistic customer experience.
In the press release announcing C/4 HANA, Bill McDermott, SAP CEO, says, “SAP was the last to accept the status quo of CRM and is now the first to change it. The legacy CRM systems are flawless about sales; SAP C/4 HANA is flawless about the customer.” Really? SAP CRM was the legacy provider and generally behind the status quo. They must believe conveniently forgot they were the flagship CRM provider with SAP CRM. It was the retreat to CRM application until Siebel and ultimately Salesforce came along and disrupted the total industry with cloud computing and a no code approach to SaaS. SAP then followed up with CRM on claim and C4C.
With flawless that aside, McDermott is correct. CRM systems are more than just sales oblige automation, but technologies that profit commerce believe a lone view of the customer. The more they understand their customers through their behavior, orders, people, etc, the better they can service them which ultimately leads to a better relationship and more revenue.
The following does a side by side comparison of both SAP C/4 HANA and Salesforce. It would live impossible to compare everything apples to apples, but I focused on elevated flush functionality and provided a very simplistic view for understanding purposes. Each application is broken into four major clouds: Marketing, Commerce, Sales and Service. There is an underlying data layer or “Platform” for each application that serves as the foundation layer for each cloud along with the capability of extending the functionality beyond what each cloud offers.
The current version of SAP Marketing Cloud is similar to salesforce’s Pardot. Both accomplish a very advantageous job on tracking customer behavior, crusade management, and leveraging machine-based learning for smarter lead nurturing.
However, Salesforce Marketing Cloud is more than just Pardot. They believe provided other features in Journey Builder, companionable Studio and Advertising Studio that brings together commerce, sales and service powered by Einstein, synthetic intelligence software, that uses hundreds of millions of data points to track consumer behavior. For example, a marketer can automatically circle off advertising of a specific product to a customer if a service request has been dwelling in. There is nothing more irritating than having a promotion gleam in front of you on how incredible the product is when you just had an issue with it. Salesforce Marketing Cloud allows you to consolidate flawless companionable media content about your brand and create service tickets existent time to address issues people are posting. Mobile Studio uses location-based technologies and allows you to deliver mobile messages alongside email, ads, and web campaigns to create a consistent customer journey across every channel.
As of today (Aug 2018), only crusade management leverages SAP Leonardo. On the roadmap SAP will further that capability to Lead Conversion Propensity and Customer Retention. One highlight for SAP Marketing Cloud is the Agency Collaboration. It enables customers and marketing agencies to collaborate on marketing activities. You can hand over the keys to the castle for flawless marketing activities in your system or allow agencies access to a portion.
Though Salesforce Commerce Cloud is a visionary leader for eCommerce in its ease to install, facile to manage and simple licensing, it isn’t truly comparable to the vast capabilities of SAP Commerce Cloud. Salesforce made a thrust for relevance in the commerce space in 2018 with the purchase of CloudCraze. It gives consumers a personalized shopping journey through multiple channels including web, mobile, companionable and in-store. However, CloudCraze and Salesforce Commerce Cloud are built on two different platforms and since this is a recent acquisition, the roadmap of integration is quiet unclear. Additionally, the Commerce Cloud is a one size fits flawless approach to any industry. This could require additional investments in customizations or colleague channel components to apt one’s commerce model.
The SAP Commerce Cloud (previous known as Hybris) as been the leader in the B2B space for nearly a decade. It was named the best commerce platform for 2018 according to the Gartner (magic quadrant below). The industry accelerators, comprising layouts and customer journey templates can amass customers up and running very quickly. The most significant differentiator is the integration across the C/4 HANA platform. A customer can review their expense lists, anatomize inventory levels and note order document flows from S/4 HANA in SAP Commerce Cloud in existent time without middleware or custom integration. It brings your ERP system to the customer. Additionally, customer service can easily assist customer with issues by having the faculty to emulate the customer’s cart and finish off purchases.
Although Salesforce and SAP proffer similar functionality in this area, SAP’s integration to S/4 HANA gives it a slight competitive edge. The main selling point for the SAP C/4 Sales Cloud is bringing ERP data through to CRM. No exigency for middleware or integration. Seamlessly connect customer order information, document current and invoicing into SAP Sales Cloud. This can live done with Salesforce but does require additional adapters to live configured or developed.
SAP has made strides in improving the functionality and user interface, but quiet believe some ways to go. Along with the integration, SAP Sales Cloud has aboriginal features for Leonardo backed account scoring, mapping and route optimization, existent time inventory availability (roadmap for Q3 2018) and, with the CallidusCloud acquisition, a very robust sales person compensation engine.
The Salesforce Sales Cloud is the crux of the salesforce platform and lucid industry leader and stays the leader in the Gartner Magic Quadrant for sales automation for the 12th year in a row. It is well-known to explore at Salesforce Sales Cloud as more than just a sales automation tool, but a platform for commerce visibility and collaboration. It is facile for a non-technical user to extend the application functionality to address workflow and approval processes throughout the organization. It is workable to accomplish in the SAP Sales Cloud, but very cumbersome and clunky.
Additionally, Salesforce reinvented its user interface with the Lightning Experience. They built the interface from the ground up having mobile in intellect with feedback from thousands of customers. It enables salespeople to travail smarter and faster. Everything well-known for the salesperson is at their fingertips. For example, the Kanban view for list. A salesperson can update their opening Pipeline by dragging it from one stage to another. With the SAP Sales Cloud user interface, there were too many tabs and clicks to amass to the information the user really needed. The salesforce user sustain is far better and more intuitive than the SAP Sales Cloud. The user sustain is what drives adoption and should live kept in intellect when reviewing CRM options.
The Salesforce mobile sustain was designed for the phone and the main emphasis was how many functions can a person accomplish with the swipe of a thumb. Salesforce moreover optimized the interface for the Apple watch. SAP Sales Cloud mobile platform is very similar to the web platform with too many tiny clicks to amass information. It is not efficient and cumbersome for people on the road.
The functionality between SAP Service Cloud and Salesforce Service Cloud is very similar. The former focusing more on bailiwick service requests and the latter focusing on a traditional call focus support. Both provide machine learning for service tickets, scholarship management and smart routing through telephony integration.
The selfsame advantages for each application relish above with SAP Service Cloud seamlessly integrated with the back office for invoicing and credits while Salesforce Service Cloud provides the user convenient widgets to address customers very quickly.
When I was at an age where marriage was top of intellect for my family, my dad sat me down and ran through well-known qualities for my spouse to have. relish flawless dads, he was providing me decades of wisdom. As Indians the most well-known portion of marriage he conveyed is “you aren’t just marrying the girl, but the total family.” Oh so upright of technology. Just relish the Google vs Apple vs Amazon, you are not choosing a technology, but an ecosystem.
Solution Implementation Partners
Both SAP and Salesforce believe a vast colleague network with Salesforce probably a slight edge on volume of solution implementation (SI) partners due to reduced barriers to entry. However, there is a significant disagreement between approaching ERP implementations and CRM implementations. With ERP implementations, they are very well defined because at the cease of the day the numbers must live correct. SI’s are gathering requirements from Operations and Finance people. ERP implementations retract at least a year to 18 months…and those are considered the quick ones.
A CRM implementation approach is vastly different. The primary stakeholders are Sales and Marketing from the onset. To amass solid requirements from a sales person is a near impossible task. Generally, requirements are vague and broad. “Give me flawless the information and let me conclude what I want to expend and when.” Even after requirements and development, there needs some course correction. “I know you did exactly what I asked, but now that I note it, can they change things around.” The ERP SI’s don’t maneuver this well and change request dash about; however, with salesforce SI’s, this is dash of the mill project delivery.
With that said, if SAP is relying on its SI’s to deliver C/4, I haven’t seen the robust change in approach, resource and organizational change from its major SI’s. SAP has introduced a Great technology, but it will retract a bit of time for the colleague network to really design out on how to implement it.
Both technologies accomplish believe a wide array of product offerings in their respective marketplaces; however, the Salesforce marketplace, as known as the AppExchange, has a plethora of free and paid applications to meet every exigency a commerce has. Just relish the iPhone, if you feel relish there is something missing in your salesforce instance, confidence me, there is an app for that.
Gartner cited in a report: “Salesforce customers note the vendor not just as a CRM software provider, but as a strategic advisor on how to innovate and grow their commerce overall. This is a rare position of confidence that very few competitors can match.” For SAP, they will eventually decipher the issue, but it takes a bit more endeavor to amass to the privilege person, a bit more time and sometimes the code fix will smash something else. As of today, the SAP CRM technical documentation is light and isn’t readily available for flawless modules.
The training Salesforce provides through its Trailhead is remarkably well done. Salesforce takes novice user through each duty and has users build demos. It is a clearly thought out and well executed procedure to educate users on how to become a salesforce expert. You don’t believe to live technically inclined to live a expert administrator in Salesforce. Users can merit badges as they travail their artery through each learning path.
Aside from the responsive customer service organization, salesforce has a vast community that has formed to profit anyone in the salesforce community. People retract pride on the gamification aspect of support and serves as the first resource of support.
It is already pitiful when you try to compare pricing. Salesforce keeps it confusing on purpose, but SAP takes it to a total recent flush when it comes to pricing. Again, it won’t live an apples to apples comparison and this is just list pricing. These can live negotiated in the privilege circumstances. I am only comparing the middle tier pricing for both offers because that can amass you most of what a commerce needs.
Essentials — $25/user/month — this gets you access to the platforms and faculty to travail with custom objects. No opening access
Enterprise Sales Cloud — $150/user/month
Commerce Cloud — revenue-based subscription model
Sales Cloud — $117/user/month
Commerce Cloud — fixed and consumption subscription model (based on the number of orders)
Summary and Conclusion
Here is a high-level pros and cons for each application:
It is hard to determine a clear-cut winner because the artery both companies believe dedicated themselves to innovation and advancement of their products, their deficiencies will live addressed by the time I complete this document. For example, they will note what salesforce does with the Mulesoft acquisition and believe a seamless connector to any back office system. The choice between technologies depends on the situation, commerce requirements, and the ecosystem for each organization.
There is a compelling dispute to choose SAP CRM because of the seamless integration with the back-office processes. This allows for a complete solution without data being migrated back and forth between systems. The 4th attempt…I live substantive 4th generation CRM product from SAP finally hits the brand of what a CRM should live instead of just an afterthought. If companies want to reduce the technology footprint and are implementing S/4 HANA for ERP, the C/4 solution is a viable option.
In a technology innovation fight, it is hard not to back the company that has been in the top 3 of Forbes “Most Innovative Company” for the last 8 years. Salesforce dominates the market for customer-relationship software. The company had 19.6 percent of the market in 2017, according to industry research hard IDC. Oracle was №2 with 7.1 percent, and SAP had 6.5 percent. The artery salesforce’s revenues believe been growing, they don’t point to signs of slowing down anytime soon. If you already believe Salesforce implemented with the integrations to an ERP system, then it makes sense to stick with the current technology stack. The commerce case or ROI on just changing technologies for the sake of change isn’t a very compelling sell for executives. The SAP C/4 functionality and what SAP has on their roadmap isn’t persuasive enough to supplant an existing salesforce solution.
It will live pitiful to note how both companies compete against each other. SAP will invest a significant amount of capital and resources to retain enhancing and believe C/4 on par with the comfort of the HANA platform. Salesforce is a CRM company, and this is their only focus. The winner is the cease consumer, who will profit from the rapid innovation and addition of features to the overall delivery.
Sameer is a technology executive focused on helping businesses with digital transformations. Skilled in commerce Process Improvement, Sales Efficiency, Analytics, Customer Relationship Management (CRM), and Enterprise Resource Planning (ERP).
SAP Cloud for Customer (SAP C4C) is a software as a service (SaaS) platform for sales and service. The platform is composed of SAP Cloud for Sales and SAP Cloud for Service, which are marketed as divorce entities by SAP. SAP Cloud for Customer runs on the SAP HANA Cloud Platform (HCP). It is available on a per user subscription basis.
SAP said it designed SAP Cloud for Customer with a mobile-first approach to meet the requirements of today's sales and service professionals who exigency information about customers any time and in any location. The focus is on ease of expend and getting more production out of the tool rather than spending time entering information. The user sustain was built specifically for SAP Cloud for Customer and is based on Fiori design principles.
For SAP Cloud for Sales, the emphasis is on allowing sales professionals to expend more time selling and less time interacting with a sales oblige automation application. In one example, a salesperson in a retail environment can expend a cell phone to capture images of stock on a retail shelf, and recognition software can compare this with a template of how the shelf should look. SAP claims the process is less error supine and saves time in restocking inventory.
It includes embedded analytics that can profit prognosticate sales success based on historical data, competing products and other factors. For example, if a salesperson adds another product to the mix, the random of winning the deal may extend because data indicates that the combination has been successful in the past. Users can change assumptions on the soar and further up with recent scenarios.
Specific features include account management functions; integration with companionable media; integration with Microsoft Outlook, Google Gmail, and Lotus Notes; opening management; real-time analytics; support for mobile devices, including iPhone, iPad, Android and BlackBerry; and integration with SAP ERP, SAP CRM, and SAP JAM.
Cloud for Service includes similar functions that service professionals can expend to ensure they believe the privilege parts needed on a service call.
SAP Cloud for Customer competes with sales oblige automation platforms from Salesforce.com, Microsoft, and other smaller vendors.