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.

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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41740: H

yperi

on E

nte

rpri

se P

lannin

g S

olu

tion

Floyd Conrad

Global Domain Expert

Ivo Bauermann

Director Product Marketing

<In

sert

Pic

ture

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Sessio

n A

genda

•Enterprise Planning facts

•Enterprise Planning overview

•Hyperion Strategic Finance

•Hyperion Planning

•Product demonstration

•Product demonstration

•Q & A

Ora

cle

’s E

nte

rprise P

erf

orm

ance

Managem

ent S

yste

m

BI A

pplications

EPM

Work

space

BI A

pplications

Perf

orm

ance M

anagem

ent

Applications

OLTP &

OD

SSyste

ms

Data

Ware

house

Data

Mart

SA

P, O

racle

, Sie

bel,

People

Soft

, C

usto

mExcel

XM

LB

usin

ess

Pro

cess

OLA

P

Fusio

n M

iddle

ware

Busin

ess Inte

llig

ence F

oundation

Ente

rpri

se P

lannin

g -

Mark

et Leadin

g

Solu

tion w

ith O

ngoin

g M

om

entu

m

Ente

rpri

se P

lannin

g - C

usto

mers

Acquis

itio

n

908

972

1,041

1,151

1,189

1,264

1,334

1,433

1,485

1,551

1,637

1,736

1,000

1,200

1,400

1,600

1,800

2,000

908

159

183

206

230

244

269

289

320

336

350

375

400

0

200

400

600

800

1,000

FY05-Q1

FY05-Q2

FY05-Q3

FY05-Q4

FY06-Q1

FY06-Q2

FY06-Q3

FY06-Q4

FY07-Q1

FY07-Q2

FY07-Q3

FY07-Q4

Hyperion Planning

Hyperion Strategic Finance

Pro

vid

e V

alu

e to C

om

panie

s in

Capital In

tensiv

e Industr

ies

Industry

Customer Examples

Manufacturing

BMW, Dell, ABB, Northrop Grumman, Baker Hughes,

Dole Foods, Rockwell Automation

CPG

Heinz, Coca-Cola, Coty, Brown-Forman, Carlsberg

Oil & Gas

Marathon Oil, Pride International, Teppco, Shell

Canada, Petrobas

Mining & Resources

Newmont Mining, Anglo Platinum, Anglo Gold,

Xstrata

Xstrata

Retail

Burger King, Denny’s, Toys R Us, Radioshack. Men’s

Warehouse

Pharmaceuticals

Pfizer, Nycomed

Telco & Media

BT, Verizon, Telenor

Entertainment & Hospitality

Hyatt, Harrah’s, Marriott, Six Continents Hotels

Energy & Utility

ConocoPhillips, Sempra Energy, Edison International,

Unisource Energy

Banking

JP Morgan Chase, Merill Lynch, Bank of America,

Bancwest, Deutsche Bank, Lloyds TSB, GE Capital

Align the E

nte

rpri

se P

lannin

g P

rocess

Corp

ora

te

Develo

pm

ent

Long-T

erm

Pla

nnin

g

Valu

e

Managem

ent

Tre

asury

Str

ate

gie

s

Seed B

udgets

with

Update

Str

ate

gic

Pla

ns

Str

ate

gic

Pla

nnin

g

Hyperi

on S

trate

gic

Fin

ance

Seed B

udgets

with

Str

ate

gic

Targ

ets

Str

ate

gic

Pla

ns

with L

ate

st

Fore

casts

Peri

odic

Fore

casts

Annual

Budget

Capital

Pla

nnin

g

Work

forc

e

Pla

nnin

g

Pla

nnin

g, B

udgeting a

nd F

ore

casting

Hyperi

on P

lannin

g

Com

panie

s L

ack Inte

gra

ted M

odeling to A

ssess

Fin

ancia

l Im

pact of C

orp

ora

te S

trate

gy

Challenges:

•Complex spreadsheet models

•Spreadsheets are error prone

•Limited accounting integrity

•Lack of integrated models make

Board

of D

irecto

rsS

enio

r M

anagem

ent

Banks

scenario analysis cumbersome

•Long simulation times

Corp

ora

te F

inance

Senio

r M

anagem

ent

Investo

r C

om

munity

Acquis

itio

n T

arg

ets

Overc

om

e a

Majo

r Liq

uid

ity C

risis

Befo

re

�Lost investment-grade credit rating

$22 Billion global provider of power

and automation technologies

Aft

er

�Credit rating back to investment grade

�Lost investment-grade credit rating

�Needed recapitalize balance sheet

�No cash flow modeling capability

�No simulations at the divisional or

business unit level

�Credit rating back to investment grade

�$4 Billion debt restructuring

�Simulate capital structure and cash flow

�3% accuracy in net income projection

Inte

gra

ted F

inancia

l M

odeling C

ritical to

Manage C

orp

ora

te V

alu

e

CFO

Tre

asury

Corp

ora

te

Fin

ance

Corp

ora

te

Develo

pm

ent

�Top-Down Target Setting

�Contingency Planning

�Strategy Screening

�Covenant/Ratio Analysis

�Funding Alternatives

�Rating Agencies

�Mergers & Acquisitions

�Valuation Analysis

�Divestitures

Hyperi

on S

trate

gic

Fin

ance

Accounting Inte

gri

ty a

nd M

odeling S

peed

•Analyze Trail Feature

•Visualize model logic

•Consolidation Intelligence

•Complex entity structures

•“Deal Period” Functionality

•Create M&A simulations

•Create M&A simulations

•Debt Scheduler

•Cashflow implications of debt

•Funding Options

•Optimize capital structure

•“What-If” Analysis Toolkit

•Unlimited scenarios

Inte

gra

ted F

inancia

l Sta

tem

ents

Pro

vid

e a

Com

ple

te F

inancia

l Pic

ture

•Balance sheet

•Income statement

•Cash flow

•Operating

•Investment

•Financing

•Financing

•Tax calculations

•Interest calculations

•Shareholder value

•Economic profit

Sim

ula

te E

ffects

of M

erg

ers

& A

cquis

itio

ns

•Deal period

•Target valuation

•Synergies

•EPS impact

•Offer prices

•Offer prices

•Goodwill

•Financing:

•Cash

•Debt

•Shares

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ture

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“provide financial statements and

Ray F

ulc

her

Manager of Financial Analysis

Northrop Grumman

analyses to upper management

illustrating the impact of financing

choices and different offer prices

within minutes”

Manage C

apital Str

uctu

re

•Cash generation

•Debt to equity ratio

•Repay or borrow debt

•Issue or buy-back shares

•Financing costs

•Credit ratings

•Dividend pay-out

Built-

in F

undin

g O

ptions O

ptim

ize

Fin

ancin

g C

hoic

es

Sele

ct fr

om

pre

defined

financia

l in

str

um

ents

Dete

rmin

e a

llocation o

f surp

lus c

ash

Define h

ow

to fund

cash d

eficits

Hyperi

on C

rysta

l B

all A

dds M

onte

Carl

o S

imula

tion

to M

anage R

isk a

nd U

ncert

ain

ty

Align the E

nte

rpri

se P

lannin

g P

rocess

Corp

ora

te

Develo

pm

ent

Long-T

erm

Pla

nnin

g

Valu

e

Managem

ent

Tre

asury

Str

ate

gie

s

Seed B

udgets

with

Update

Str

ate

gic

Pla

ns

Str

ate

gic

Pla

nnin

g

Hyperi

on S

trate

gic

Fin

ance

Seed B

udgets

with

Str

ate

gic

Targ

ets

Str

ate

gic

Pla

ns

with L

ate

st

Fore

casts

Peri

odic

Fore

casts

Annual

Budget

Capital

Pla

nnin

g

Work

forc

e

Pla

nnin

g

Pla

nnin

g, B

udgeting a

nd F

ore

casting

Hyperi

on P

lannin

g

Budgeting P

rocess is H

ighly

Ineff

icie

nt

•Tim

e–takes too long, results

obsolete

•Q

uality–political/negotiation, not

reflective of business

•C

ost–many wasted resources,

dubious benefits

•Fle

xib

ility–lack of responsiveness

Senio

r M

anagem

ent

•Fle

xib

ility–lack of responsiveness

to changes

FP

&A G

roup

Dept A

Dept B

Dept C

Str

eam

line P

lannin

g, B

udgeting a

nd

Fore

casting

•Centralized, not distributed

•Short budget cycles

•Collaboration across organization

•Consistent assumptions and

calculations

•Accurate data and plans

•Accurate data and plans

•Accountability

•Align top-down with bottom-up

•Driver-based planning

•Rolling forecasting

Allocate

Str

ate

gic

Targ

ets

to D

eta

iled

Budget Levels

Allocate

Str

ate

gic

Targ

ets

to D

eta

iled

Budget Levels

Captu

re B

ott

om

-Up P

lans A

cro

ss the E

nte

rpri

se

Guid

e U

sers

Thro

ugh B

udget Pro

cess to

Ensure

Com

ple

teness

•Budget wizard to guide

planners

•Include instructions

•Set due dates

•Alerts and progress

monitoring

monitoring

•Send email reminders

•Report on budget status

Captu

re D

eta

iled H

eadcount and C

om

pensation

Pla

n w

ith H

yperi

on W

ork

forc

e P

lannin

g

•Packaged solution for quick

implementations

•Plan salary and other

compensation at any level

•Add, edit and delete

employees and new hires

employees and new hires

•Pre-defined or custom

calculations for taxes, etc.

•Integrates actuals

from HR systems

•Test scenarios in real-time

for impact analysis

Optim

ize R

esourc

e A

llocation w

ith H

yperi

on

Capital Expense P

lannin

g

•Packaged solution

•Customizable

•Plan for asset purchases

and asset related expenses

•Transfer, retire, and

•Transfer, retire, and

improve assets

•Directly linked

to main plan

•Interfaces with

external systems

Com

pare

Bott

om

-Up w

ith T

op-D

ow

n P

lan

•Check if on target

•Assess plan feasibility

•Revenue growth

•Expense reductions

•Working capital limits

•Investment limits

•Assets allocation

•Headcount plan

Monitor

Execution to P

lan

Dete

ct and A

nticip

ate

Are

as o

f C

oncern

•Online dashboards

•Quick overview

•KPI’s

•Identify trends

•Drill-down

•Send alerts

Analy

ze a

nd E

xplo

re P

lan V

ari

ations

Unders

tand Issues a

nd C

auses

•Ad-hoc analysis

•Gain detailed insight

•Visualize large data sets

•Trend analysis

•Extrapolate data

•Seek correlations

•Predictive modeling

•Identify optimal choices

Report

Pla

n S

tatu

s to M

anagem

ent

Assess Im

pact on S

trate

gy a

nd P

lan

•Formatted reporting

•Management overview

•Summary of key facts

•Automated distribution

•Accurate information

•Support management

decisions

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ture

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>

Pro

ductD

em

onstr

ation

Oracle Confidential. For Internal Use Only.