[GUEST ACCESS MODE: Data is scrambled or limited to provide examples. Make requests using your API key to unlock full data. Check https://lunarcrush.ai/auth for authentication information.]  AlphaSense [@AlphaSenseInc](/creator/twitter/AlphaSenseInc) on x 24.7K followers Created: 2025-07-03 14:10:04 UTC Former $ORCL employee explains how deals are made between $ORCL and their partners: - The expert emphasized that $ORCL typically expects heavy upfront discounts in reseller partnerships. The expert noted, based on experience at $ORCL and $SAP, that discounts can start as high as XX% in the first year, particularly to demonstrate value and sales effectiveness. Over time, the discount would decrease gradually, for example, to XX% in year two, especially if performance targets are met. Agreements are often structured with scaled discounting tied to revenue milestones, reflecting $ORCL's tough stance in partner negotiations and its position as a market leader, particularly in healthcare, where it holds nearly XX% EHR market share. - The expert highlights that common mistakes in partnering with $ORCL often stem from poor communication and misaligned sales efforts. A frequent pitfall is when $ORCL field reps focus on closing their own deals and are unaware of, or uninterested in, promoting the partner’s solution, even when a reseller agreement exists. This can happen if the partner hasn't established strong internal relationships, making the field reps view the partner as a distraction rather than value-add. - To avoid this, the expert strongly recommends building alliances early, especially by attending key $ORCL events and engaging directly with alliance managers and sales reps. Additionally, during early negotiation phases, partners should proactively align their communication, ensuring both parties know who is talking to which stakeholders within the client organization. Missteps here can lead to duplicated or conflicting outreach, undermining the deal and partnership. - According to the expert, $ORCL generally avoids pilots unless the solution is very new (like cutting-edge AI applications in Oracle Health). Instead, $ORCL typically prefers multi-year agreements with opt-out clauses. These deals often include significant discounts or incentives, such as lower user pricing or waived support fees, to secure longer commitments and fit their SaaS business model. - On the decision-making side, CIOs and CFOs are the primary stakeholders, given $ORCL's strong ties to technology and finance departments. If a partner can open relationships in non-traditional areas, like with a Chief Health Officer or surgical care leaders, it can be a strong differentiator and value add. In the long term, if a partnership progresses from a simple reseller model to co-development, especially on OCI, it signals a far deeper, more strategic relationship. Co-development often involves $ORCL product teams directly and makes the partner’s solution more embedded, defensible, and easier for $ORCL reps to sell.  XXXXX engagements  **Related Topics** [sap](/topic/sap) [discount](/topic/discount) [$sap](/topic/$sap) [$orcl](/topic/$orcl) [stocks technology](/topic/stocks-technology) [sap se](/topic/sap-se) [Post Link](https://x.com/AlphaSenseInc/status/1940775049297813576)
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AlphaSense @AlphaSenseInc on x 24.7K followers
Created: 2025-07-03 14:10:04 UTC
Former $ORCL employee explains how deals are made between $ORCL and their partners:
The expert emphasized that $ORCL typically expects heavy upfront discounts in reseller partnerships. The expert noted, based on experience at $ORCL and $SAP, that discounts can start as high as XX% in the first year, particularly to demonstrate value and sales effectiveness. Over time, the discount would decrease gradually, for example, to XX% in year two, especially if performance targets are met. Agreements are often structured with scaled discounting tied to revenue milestones, reflecting $ORCL's tough stance in partner negotiations and its position as a market leader, particularly in healthcare, where it holds nearly XX% EHR market share.
The expert highlights that common mistakes in partnering with $ORCL often stem from poor communication and misaligned sales efforts. A frequent pitfall is when $ORCL field reps focus on closing their own deals and are unaware of, or uninterested in, promoting the partner’s solution, even when a reseller agreement exists. This can happen if the partner hasn't established strong internal relationships, making the field reps view the partner as a distraction rather than value-add.
To avoid this, the expert strongly recommends building alliances early, especially by attending key $ORCL events and engaging directly with alliance managers and sales reps. Additionally, during early negotiation phases, partners should proactively align their communication, ensuring both parties know who is talking to which stakeholders within the client organization. Missteps here can lead to duplicated or conflicting outreach, undermining the deal and partnership.
According to the expert, $ORCL generally avoids pilots unless the solution is very new (like cutting-edge AI applications in Oracle Health). Instead, $ORCL typically prefers multi-year agreements with opt-out clauses. These deals often include significant discounts or incentives, such as lower user pricing or waived support fees, to secure longer commitments and fit their SaaS business model.
On the decision-making side, CIOs and CFOs are the primary stakeholders, given $ORCL's strong ties to technology and finance departments. If a partner can open relationships in non-traditional areas, like with a Chief Health Officer or surgical care leaders, it can be a strong differentiator and value add. In the long term, if a partnership progresses from a simple reseller model to co-development, especially on OCI, it signals a far deeper, more strategic relationship. Co-development often involves $ORCL product teams directly and makes the partner’s solution more embedded, defensible, and easier for $ORCL reps to sell.
XXXXX engagements
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