Title Page ii) Acknowledgements iv) Certificate from Company v) Executive Summary (Abstract) vi) Table

of Contents

SN Contents Pg No
1 Intro
2 Industry / Company Overview
3 Objectives
4 Research Methodology
5 DA, Results
6 Conclusions
7 Limitations

vii) List of tables and figures viii)Abbreviations

1. Introduction

1.1. About the project

The name of the project is Oracle Human Capital Management. It is a new project under Oracle Digital
Prime Apps a wing established to market Oracles Cloud based SaaS, PaaS and IaaS to the mid-market
companies (200 to 10,000 employees).

Oracle Human Capital Management (OHCM) is a program to the check Cloud Readiness of mid-market
Territory. By Cloud Readiness it is meant whether a company is prepared to move from traditional ways
of management (manual offline mode or Excel) to a Cloud based automated ERP.

1.2. Definition and purpose of the project

The digital world of work has changed the rules of business. Organizations should shift their entire
mindset and behaviors to ensure they can lead, organize, motivate, manage and engage the 21st century
workforce, or risk being left behind. To successfully implement this companies need to leave the
traditional ways of management and implement the modern automated cloud based services.

The purpose of the project was to contact relevant mid-market companies, check how they are
managing and evaluate their readiness to include digitized applications in their systems.

1.3. Scope of the project

The scope of this project follows SMART criteria.

Specific The purpose of the project was clearly defined at the start of the project.
The team members knew their precise sets of accounts from different states in India.
It was a work-from-home type of project.
Measurabl The output after the internship is measured by means of benchmarking.
e During the project there were numerous calls on best practices that are to be
followed, update on how much a team member has achieved by that time etc.
Attainable Each team member was given a specific sets of companies to carry out the project
which was realistic and achievable.
Relevant The project was relevant as Oracle needed information about cloud readiness of
mid-market companies while the students got necessary corporate experience both
from Oracle and from some surveyed companies.
Time- The project was designed in such a way that all the team members would finish
bound their assigned tasks before 14th July 2017 which is before the deadline of Oracle.
2. Industry and Company overview

2.1. Industry overview

Even in the face of worldwide recession, the global software market experienced solid growth over the
last five years. The industry is expected to continue its momentum to reach approximately $406.6 billion
in 2017 with a CAGR of 7.1% over next five years (2012-2017).

The market capitalization of top software companies is shown below 1. The other companies together
constitute a small proportion, so they are not being mentioned here.

Market Capitalizati on (2017)

5.57%
2.90%
6.10% 1.37% 2.30%
2.57%
47.80%

11.56%

19.84%

Mi cros oft Oracl e SAP

VMware Adobe Systems Fi s erv
Sa l esforce.com Syma ntec Amadeus IT Hol di ngs

2.2. Company overview

Oracle Corporation is a multinational computer technology corporation, headquartered in Redwood

Shores, California. The company specializes primarily in developing and marketing database software and
technology, cloud engineered systems and enterprise software products particularly its own brands of
database management systems. In 2017 Oracle is the second-largest software maker by revenue, after
Microsoft.

The company also develops and builds tools for database development and systems of middle-tier
software, enterprise resource planning (ERP) software, customer relationship management (CRM)
software and supply chain management (SCM) software.

Oracle India Private Limited is the Indian part of Oracle. With more than 13000 employees Oracle India is
one of the leading IT / Software company in India.
3. Theoretical Background

3.1. Theoretical framework, background theory.

3.1.1. SAAS: SOFTWARE AS A SERVICE

Cloud application services, or Software as a Service (SaaS), represent the largest cloud market and are
still growing quickly. SaaS uses the web to deliver applications that are managed by a third-party vendor
and whose interface is accessed on the clients side. Most SaaS applications can be run directly from a
web browser without any downloads or installations required, although some require plugins.

Because of the web delivery model, SaaS eliminates the need to install and run applications on individual
computers. With SaaS, its easy for enterprises to streamline their maintenance and support, because
everything can be managed by vendors: applications, runtime, data, middleware, OSes, virtualization,
servers, storage and networking.

Popular SaaS offering types include email and collaboration, customer relationship management, and
healthcare-related applications. Some large enterprises that are not traditionally thought of as software
vendors have started building SaaS as an additional source of revenue in order to gain a competitive
advantage.

3.1.2. PAAS: PLATFORM AS A SERVICE

Cloud platform services, or Platform as a Service (PaaS), are used for applications, and other
development, while providing cloud components to software. Developers gain a framework they can
build upon to develop or customize applications with PaaS. PaaS makes the development, testing, and
deployment of applications quick, simple, and cost-effective. With this technology, enterprise operations,
or a third-party provider, can manage OSes, virtualization, servers, storage, networking, and the PaaS
software itself. Developers, however, manage the applications.

Enterprise PaaS provides line-of-business software developers a self-service portal for managing
computing infrastructure from centralized IT operations and the platforms that are installed on top of
the hardware. The enterprise PaaS can be delivered through a hybrid model that uses both public IaaS
and on premise infrastructure or as a pure private PaaS that only uses the latter.

Similar to the way in which you might create macros in Excel, PaaS allows you to create applications
using software components that are built into the PaaS (middleware). Applications using PaaS inherit
cloud characteristic such as scalability, high-availability, multi-tenancy, SaaS enablement, and more.
Enterprises benefit from PaaS because it reduces the amount of coding necessary, automates business
policy, and helps migrate apps to hybrid model.

3.1.3. IAAS: INFRASTRUCTURE AS A SERVICE

Cloud infrastructure services, known as Infrastructure as a Service (IaaS), are self-service models for
accessing, monitoring, and managing remote datacenter infrastructures, such as compute (virtualized or
bare metal), storage, networking, and networking services (e.g. firewalls). Instead of having to purchase
hardware outright, users can purchase IaaS based on consumption, similar to electricity or other utility
billing.

Compared to SaaS and PaaS, IaaS users are responsible for managing applications, data, runtime,
middleware, and OSes. Providers still manage virtualization, servers, hard drives, storage, and
networking. Many IaaS providers now offer databases, messaging queues, and other services above the
virtualization layer as well. Some tech analysts draw a distinction here and use the IaaS+ moniker for
these other options. Users gain infrastructure on top of which they can install any required platform.
Users are responsible for updating these if new versions are released with IaaS.

3.1.4. DAAS: DESKTOP AS A SERVICE

DaaS has a multi-tenancy architecture and the service is purchased on a subscription basis. In the DaaS
delivery model, the service provider manages the back-end responsibilities of data storage, backup,
security and upgrades. Typically, the customer's personal data is copied to and from the virtual desktop
during logon/logoff and access to the desktop is device, location and network independent. While the
provider handles all the back-end infrastructure costs and maintenance, customers usually manage their
own desktop images, applications and security, unless those desktop management services are part of
the subscription.

Desktop as a Service is a good alternative for a small or mid-size businesses (SMBs) that want to provide
their end users with the advantages a virtual desktop infrastructure offers, but find that deploying a VDI
in-house to be cost-prohibitive in terms of budget and staffing.

DaaS

SaaS

PaaS

IaaS
3.2. Peer Comparisons

Oracle is unique in that it offers the most complete connected cloud stack in the market today.

IBM has hardware and the cloud and a number of data centers, but offers mostly Infrastructure
as a Service. IBM has very few SaaS Cloud applications, very few compared to Oracle which has
close to 700 SaaS Cloud Applications.
Amazon is similar: no hardware manufacturing, offers mostly Infrastructure as a Service, very
few SaaS applications compared to Oracle.
Salesforce uses Amazon to expand their cloud footprint, has a non-standard proprietary cloud
and again very few Cloud Applications salesforce.com does not offer or support all the business
processes.
Workday is similar to salesforce.com: no hardware, few applications does not support complete
processes for your entire business.

Oracles approach to cloud is about developing and provides EXTRA VALUE and is best in class
innovations at every layer of the stack from: IaaS, PaaS, DaaS, SaaS, and even offering the latest in high
performance / scalability / security in the cloud on its foundational hardware and Oracle supports
commodity hardware in the cloud as well.

And the SaaS Cloud Applications have built-in 130+ Modern Best Practice processes across all
applications: ERP, EPM, HCM, SCM,CX, so one dont need to re-create the business process wheel from
scratch and all of this is built on the same standards based Oracle Cloud Platform.
At times, Oracle is also seeing our customers and partners wanting to create their own unique
innovations, to extend and enrich Oracle Cloud Applications, with the underlying standards based
platform of change. The Oracle platform allows customers and partners to easily enrich, connect,
secure, mobilize and collaborate with other clouds, existing systems and 3 rd parties.

Also with Oracle Platform as a Service, Oracle is not only seeing the movement of traditional database
workloads and app development workloads to the cloud; Oracle offers storage services, compute
services and networking in the cloud. It is a platform for change built on well-known standards that
developers already know, where they can easily enrich and extend these cloud applications and be
upgrade safe.

And one can also enrich your current applications and your data across your entire business with Data as
a Service, Big Data and the Internet of Things.

Oracle Cloud Applications and Oracle Cloud Platform give the speed of SaaS, the foundational platform
to build upon and the modern business process standardization that can get your company modernized
quickly and allow business to grow all at the any pace chosen.

3.3. Oracle Cloud Applications as of August 2016

3.4. Oracle Digital Prime Apps (ODP)

The shift to cloud democratizes access to enterprise-grade solutions. The potential customers
are no longer limited to the worlds biggest companies. Oracle is now able to serve small,
rapidly-growing companies that are changing the world. These are the disruptors of the future.
More and more, these smaller companies around the world are moving their systems to the
cloud to reap the benefits of cloud-based solutions. They want to take advantage of the
flexibility to work between on premise and cloud solutions. Theyre eager to innovate and
theyre ready to make the transition.
 According to International Data Corporation, Worldwide Small and Medium Business (SMB) Cloud
Revenue rose to $43.2 billion in 2016 from $12.8 billion five years earlier. And a recent Amdocs survey
on Cloud Adoption in SMBs shows that around 57% of SMBs globally are subscribing to cloud-based
services. The same survey showed that 7 in 10 SMBs would prefer to have a single cloud provider.

4. Objectives
Oracle is seeing a change in the way customers behave. Theyve become less dependent on traditional
F2F buying. Instead, theyre making more purchasing decisions based on marketing information and
references from their professional and social media networks. This is especially true in the SMB and mid-
market space, where customers make an estimated 50-70% of their purchasing decision before speaking
to an Oracle sales representative.
To reach these companies, Oracle adopted a modern approach to communications and sales.
According to Amdocs, Communication needs to be multichannel and targeted at the local level. They
should be country and industry specific.
So Oracle must be capable of listening to, engaging and selling to them using the most modern digital
tools and channels.
That is where ODP comes in.
The objective of the internship is twofold.
One, to filter out the mid-market companies from an extended list of companies and carry out analysis
(based on number of employees, revenue generated, comparing them with industry average etc.).
And two, doing a survey on some randomly selected companies to know their HR policies and
preferences and whether they are willing to switch to a new Cloud based automated system.

5. Research Methodology

Research Methodology consists of 3 phases.

5.1. Phase 1: Data Profiling: Collecting information about the Cloud Readiness of Mid-Market
companies pertaining to states of Rajasthan, Gujarat, Madhya Pradesh, Chhattisgarh, Bihar, Jharkhand,
West Bengal, Sikkim, Assam, Arunachal Pradesh, Mizoram, Manipur, Meghalaya, Tripura and Nagaland.
The companies belonged to various sectors like Government, Public, Education, Private, Hospitality,
Health Care, Banking and many others. An excel file was maintained with necessary columns.

From a given company, number of employees (white collar), name of Head HR (any senior HR personnel
if name of Head HR is not found), contact details (phone number and email id), industry it belongs to and
revenue of the company were to be collected.

Based on the number of employees (white collar) companies are accepted or rejected for future
processing. Oracle only required those type of employees, those had access to computers and thus could
use Oracle Digital Products. If there were less than 200 such employees then the company was rejected
and no other data were collected. Else other data were collected and selected for next phase.

Sources of data: The above-mentioned data was mainly collected from secondary sources. These include
official website, LinkedIn Profile of the company, IndiaMart, Moneycontrol, Emis database and
Wikipedia. Sometimes when number of employees were not provided anywhere, data was collected by
calling the company itself.

5.2. Phase 2: Targeting selected companies: The companies which had more than 200 white collar
employees were selected for this phase. The sole purpose of this was to find out the readiness of those
companies for HR automation and whether they are currently content using their present system.

There were 2 ways to accomplish this.

Sending a google form with some questions via mail and hoping that HRs would take some time
out and fill it.
Calling them and ask them in an indirect way about their current policies and systems. Then
filling the google form based on their answers.

5.3. Phase 3: Analysis: Based on the data collected from previous 2 phases, analysis was done. This
included

Revenue per employee generated

Ratios of white collar to blue collar employees and Comparing with industry average. Finding
probable causes if there are any outliers.
Based on the Likert scale feedbacks,
1. Significance testing of proportion of companies, content with their system and whether
they would be willing to buy Oracle Digital Prime Apps.
2. How relevant is data to an company compared to industry average.

6. Data Analysis and Results:

The results of the 3 phases are given below

6.1. Phase 1: Data Profiling: From a list of 3829 companies, a basic filtration was conducted and
companies having less than 200 white collar employees and where no information could be collected,
were rejected for further analysis. After this the number of companies came down to 2441. This was the
base for Phase 2.

6.2. Phase 2: Targeting selected companies: 500 companies were selected in completely random fashion
from those 2441 companies. These 500 companies were targeted with the questionnaire either by mail
or by calling them. Definitive answers were received from 311 companies which formed the base of
Phase 3.

6.3. Phase 3: Analysis: Here the various calculations and analysis based on the previously collected data
is done.

6.3.1. Revenue/Employee: This is the significance of revenue generated per employee. More value
signifies higher productivity. Better margin can also influence Revenue per employee.

The data is as follows.