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- Herausgeber: Packt Publishing
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
Gain a complete overview of Oracle CX Cloud Suite and its tools for functions ranging from marketing to sales and commerce to service
Key Features
- Make optimal use of your Oracle CX Cloud Suite to improve business results
- Achieve improved customer insights through Oracle CX's advanced capabilities
- Learn how to design a CX solution architecture
Book Description
Oracle CX Cloud offers features and capabilities that help companies excel at sales, customer management, and much more. This book is a detailed guide to implementing cloud solutions and helping administrators of all levels thoroughly understand the platform.
Oracle CX Cloud Suite begins with an introduction to high-level Oracle architecture and examines what CX offers over CRM. You'll explore the different cloud-based tools for marketing, sales, and customer services, among others. The book then delves into deployment by covering basic settings, setting up users, and provisioning. You'll see how to integrate the CX suite to work together to interact with the environment and connect with legacy systems, social connectors, and internet services. The book concludes with a use case demonstrating how the entire Oracle CX Suite is set up, and also covers how to leverage Oracle ICS and Oracle CX Cloud for hybrid deployment.
By end of the book, you will have learned about the working of the Oracle CX Cloud Suite and how to orchestrate user experience across all products seamlessly.
What you will learn
- Differentiate between Oracle CRM and CX Cloud suites
- Explore a variety of Oracle CX Cloud tools for marketing and sales
- Set up users and database connections during deployment
- Employ Cloud Suite CX tools to aid in planning and analysis
- Implement hybrid Oracle CX solutions and connect with legacy systems
- Integrate with social media connectors like Facebook and LinkedIn
- Leverage Oracle ICS and Oracle CX Suite to improve business results
Who this book is for
This book is for administrators who want to develop and strengthen their Oracle CX Cloud Suite skills in the areas of configuration and system management. Whether you are a new administrator or an experienced professional, this book will enhance your understanding of the new Oracle CX features.
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Seitenzahl: 303
Veröffentlichungsjahr: 2019
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Oracle CX Cloud Suite
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First published: March 2019
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ISBN 978-1-78883-493-3
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Contributors
About the author
Kresimir Juric has spent many years in different positions and working with many different projects/clients. He has broad competence in designing and deploying various CX/CRM systems, helping customers grow their businesses and achieve their goals.
Kresimir has experience of introducing organizational change as an internal resource and as a consultant in organizations ranging from SOHO/SME to some of the biggest international corporations.
Kresimir has implemented CRM systems and organizational changes in the telecommunications, banking, hospitality, credit information, manufacturing, and pharmaceutical industries with the least possible organizational resistance.
About the reviewer
Hung Huynh graduated from University of Oslo with a master's degree.
He started his career as a system developer, creating IT tools to aid the construction of residential buildings. He later moved to Oracle and started a long career with Service-Oriented Architecture (SOA). He used his deep knowledge of the whole Oracle Fusion Middleware stack to help many customers to achieve their visions.
At the time of writing this, Hung Huynh has moved to the energy sector. Hung Huynh has held key positions such as architect and project manager for Sysco Digital Utility Platform.
Hung Huynh is an advocate for the data-driven approach to IT solutions. He has translated The Dataleader's Manifesto into both Norwegian and Vietnamese.
Packt is searching for authors like you
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Table of Contents
Title Page
Copyright and Credits
Oracle CX Cloud Suite
Dedication
About Packt
Why subscribe?
Packt.com
Contributors
About the author
About the reviewer
Packt is searching for authors like you
Preface
Who this book is for
What this book covers
To get the most out of this book
Download the example code files
Download the color images
Conventions used
Get in touch
Reviews
Section 1: Brave New World
The King Is Dead, Long Live the King
Learning about CRM
The benefits of CRM
The limitations of CRM
Organizational limitations
Inside-out thinking
Technical limitations
Reasons for leaving CRM in the past
The customer experience of CX
Organizational benefits
A customer-centric philosophy
Outside-in thinking
The technological benefits of CX
The key capabilities of CX
Summary
Overview of Products
Oracle solutions and their roles in an enterprise
Oracle Sales Cloud
Oracle Sales Cloud to other systems
Other systems to Oracle Sales Cloud
Oracle Marketing Cloud
Other systems to Oracle Marketing Cloud
Oracle Marketing Cloud to other systems
Oracle Service Cloud
Other systems to Oracle Service Cloud
Oracle Service Cloud to other systems
Oracle CPQ Cloud
Other systems to Oracle CPQ Cloud
Oracle CPQ Cloud to other systems
Oracle Commerce Cloud  
Other systems to Oracle Commerce Cloud
Oracle Commerce Cloud to other systems
Oracle Social Cloud
Other systems to Oracle Social Cloud
Oracle Social Cloud to other systems
Oracle Sales Cloud resembling a CRM
Customer data management
Integrations
Conclusion
Oracle Marketing Cloud
Oracle Eloqua
Oracle Responsys
Oracle BlueKai
Oracle Maxymiser
Oracle Infinity
Oracle Content Marketing
Social Marketing
Conclusion
Oracle Service Cloud
Conclusion
Oracle CPQ Cloud
Conclusion
Oracle Commerce Cloud
Conclusion
Oracle Social 
Conclusion
Summary
CX Solution Architecture
Understanding the CX architecture
Solution architecture
Customer journey mapping
CX reference architecture
Deployment type
Principles
Components
Quality
Examples of architecture principles
Exploring a logical view
Logical architecture – commerce components
Logical architecture – loyalty and marketing components
Logical architecture – service components
Logical architecture – reference architecture
Oracle CX products
Commerce solution
Loyalty and marketing solution
Service components solution
Security and monitoring
Oracle Identity and Access Management
Oracle Enterprise Manager
Preparing for implementation
Summary
Section 2: Service Provisioning and Basic Settings
As-Is and To-Be Analysis
Technical requirements
The purpose of business analysis
Understanding business processes, tools, and methods
Basic elements of business processes
Types of business processes
Essential processes
Supporting processes
Management processes
Business process notations
BPMN 
UML notation
Class diagram
Use case diagram
Activity diagram
Understanding fishbone diagrams – Ishikawa diagram
Example of Ishikawa diagram analysis
Understanding Pareto diagrams
Example of Pareto diagram analysis
Diagram analysis
Understanding the As-Is analysis
Steps in As-Is analysis
Gap analysis
Deliverables
Service activation example
Now let's study a BPMN process example
Understanding the To-Be analysis
Summary
Adopting a Strategy - Organizational Changes
Understanding strategic management
Implementing a strategy
Yearly goals
Advantages of following strategic goals
Functional strategy
Action plans
The process of implementing a strategy
Organizational structure and processes definition
Organizational culture
Implementing process-tracking
Understanding the CX-specific strategy
The purpose of CX strategy
Creating a value proposition
Tailoring appropriate communication
Handling trade-offs
Determining organizational fit
Enabling continuity
Elements of a CX strategy
Summary
Organizing and Conducting an Implementation Project
Objectives of a CX strategy
Project management's inclusion in the project plan
Understanding project management methodologies
The traditional, or phased, approach
A traditional waterfall model
Advantage of traditional waterfall model
Disadvantage of the traditional waterfall model
A modified waterfall model
Advantages of the modified model
Disadvantages of the modified model
Critical chain project management
Event chain methodology
PRINCE2
The modern, or iterative, approach
Agile project management
Scrum
Lean project management
Extreme project management
Benefits realization management
Fit for purpose
Project planning
Delving into project planning
The planning process of the project
Project reach
Project assumptions
Project limitations
Product specifications
The extent of the project
Creating a WBS
Creating a WBS structure
Planning a WBS project
Assigning work
Scheduling
Critical path
Critical path calculation
PERT chart
Implementation phases of the project
Underlying processes
Implementation team
Summary 
Section 3: Getting the Oracle CX Suite to Work as One - Advanced Settings
Scenarios and Deployments
The rise of apps
Understanding cloud computing
Main characteristics of cloud computing
SaaS
PaaS
IaaS
Risks in cloud computing
User models
Public cloud
Private cloud
Hybrid deployment
Managed cloud
Cloud bursting
Security aspects
Legal regulations
Security controls
Federalization of security services
Examples of the use of cloud computing in business
Email archiving
Contact center
Customer relationship management
Business continuity
Exploring the possible Oracle CX deployments
Prerequisite knowledge of deployment
Demilitarized zone
Firewall
Connectors
Oracle Integration Cloud Services
Deploying the Cloud
Simple hybrid deployment
Complex hybrid deployment
Choosing an appropriate deployment model
Summary
Section 4: Use Case
Case Study - Oracle CX Cloud
CX Implementation
TELCO case description
Creating customer experience
The holistic approach and its challenges 
The TELCO's CX implementation
Prerequisites for successful implementation
Analysis
Strategy 
Requirements
Architecture
Products used
Logical view
Solution architecture
Cross-channel support architecture
Order management and fulfillment management architecture 
Unified solution architecture
Mapping of the products used  
Understanding the critical points of the CX implementation project plan 
Process approach to the implementation
Optimization of marketing investments
Alignment of implementation project with a business strategy
CX strategy outline
Metrics
Acquisition (increase sales)
Acquisition KPIs
Retention (monetize relationship)
Retention KPIs
Efficiency (leverage investment)
Efficiency KPIs
Summary
Other Books You May Enjoy
Leave a review - let other readers know what you think
Preface
With this book, we aim to familiarize the reader with all aspects of the Oracle customer experience (CX) and explain how to utilize these aspects to create the best customer experience possible.
This book will also teach the reader about the basics of business analysis, solution architecture, project management, and strategic thinking.
Finally, this book will use examples that combine everything that's learned in this book in the form of a use case scenario.
Who this book is for
This book is for everyone who has any interest in learning about Oracle CX and customer experience in general. This book caters to the technical, management, and organizational aspects of customer experience adoption and implementation. Whether you are a technical or business person, this book will explain all aspects of Oracle CX so that, in the end, you will understand the whole CX story.
What this book covers
Chapter 1, The King Is Dead, Long Live the King, lays the foundation for the book, helping to define the differences between CRM and CX solutions and the purpose of a customer's journey.
Chapter 2, Overview of Products, provides a description of and explains the most common use cases for all the solutions in the Oracle CX portfolio.
Chapter 3, CX Solution Architecture, describes possible solution architectures using Oracle CX solutions.
Chapter 4, As-Is and To-Be Analysis, discusses methodologies and tools used to conduct appropriate As-Is business analysis, understand the findings, and develop appropriate To-Be plans.
Chapter 5, Adopting a Strategy - Organizational Changes, discusses the need for organizational changes and the strategy needed for implementation so that the company is able to provide the best possible customer experience.
Chapter 6, Organizing and Conducting an Implementation Project, discusses how to organize and conduct an Oracle CX implementation project.
Chapter 7, Scenarios and Deployments, provides a general explanation of cloud computing and deployment types, and explains how Oracle CX can be used in cloud and hybrid deployments. After this chapter, you should be able to select an appropriate deployment option.
Chapter 8, Case Study - Oracle CX Cloud, takes all of the topics discussed in the previous chapter in order to design an Oracle CX solution with appropriate implementation strategy for a telecommunications company.
To get the most out of this book
The reader should have a general knowledge of the technical and organizational aspects of CRM systems and customer relations. It would be beneficial to have some knowledge of marketing activities, organizational structures, and project implementation processes.
Download the example code files
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Conventions used
There are a number of text conventions used throughout this book.
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Get in touch
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Section 1: Brave New World
In this section, we will go through the various concepts of customer relationship management (CRM) and customer experience and understand the differences between them, explore what each Oracle CX suite offers, and finally look into Oracle solutions and Single Sign-On (SSO).
The following chapters will be covered in this section:
Chapter 1
,
The
King Is Dead, Long Live the King
Chapter 2
,
Overview of Products
Chapter 3
,
CX Solution Architecture
The King Is Dead, Long Live the King
You must be familiar with the term customer relationship management (CRM). Companies have adopted CRM to the degree that even technical and business departments are called CRM, or have CRM as a part of their name.
In this chapter, we will compare CRM and customer experience (CX) and explain the differences.
You will learn about the following topics:
CRM and its shortcomings
The customer journey of CX and the need for it
How CX enables us to accomplish objectives for the best customer experience
Learning about CRM
Like many other contemporary concepts, the concept of CRM in everyday practice provokes doubts related to its meaning and its scope. The reason for this lies in the fact that CRM is both a strategy, a process, and a system. It is difficult to define a concept that is ambiguous because it covers such a wide area. It should be noted that CRM is a concept developed within the framework of marketing relations and business philosophy that strives to meet the individual needs of consumers; making consumers happy and building systematic interaction with consumers transforms them into clients. In order to do this, a communication system needs to be established that will ensure immediate interaction with the consumer.
Through such interaction, anonymous individuals as mass consumers are transformed into individualized and personalized units, which not only systematically collect information, but also systematically provide information. That in itself presents a challenge when discussing CRM, since strategy, processes, and systems are part of one whole system. We will focus on all of these areas in this book, but for this chapter, we will mainly focus on the systems aspect of CRM.
Such a communication system, especially in the case of a large number of consumers, cannot be built without the use of modern technology. That's why CRM systems integrate into marketing and information systems, as well as management systems. Data is the basis for creating a consumer image and consumer profile that contains all the information and connections that you deem relevant; that is, a 360-degree view of the consumer, which effectively enables you to cater to their needs. Such a system also enables the selection of quality clients in terms of securing loyal consumers. Consequently, CRM enables the construction of a defensive marketing strategy that seeks to retain consumers and make good use of existing clients, which, in nature, requires less effort and resources than the implementation of an offensive marketing strategy.
CRM covers a complete sales process, and its strength manifests from contact between businesses and individual consumers. CRM has a presence not only in area sales activities, but is important in pre-sale and post-sale activities. CRM has evolved from so-called call centers that, except for sales purposes, and were used for post-sale activities, for supporting users of products or services.
CRM is currently a key component of ensuring modern businesses survive.
The benefits of CRM
CRM software is used for customer-information systems and capturing, storing, processing, and sharing data within a company.
The main benefits of this are as follows:
The IT system organizations need to support CRM systems which enforce you to define the roles of surrounding systems and to integrate them accordingly
Data is kept in a highly organized and accessible manner, and
CRM usually comes with predefined dataset relationships
Data security
A uniformed consumer view, that is, a 360-degree view
A product and services catalogue
Configure, Price, and Quote
(
CPQ
) functionalities
Data analytics with drill-down reports
Process engines
Business rules engines
Campaign management
Loyalty management
A sales funnel and pipeline
Customizable user interfaces
Case management
These benefits are organizational, providing a great inside view of your organization, which enables you to optimize your internal processes and resource usage, while preventing errors using the business rules and process engines.
The limitations of CRM
CRM imposes significant limitations on organizations that implement it. These limitations were not apparent for 20 years, but now they are hindering businesses in their efforts to deliver a great customer experience, and impose technical complications with exorbitant financial costs.
The most common problems with implementing CRM are those that stem from an organization's inconsistencies. Simply put, they occur when CRM is run by a separate department or departments within an organization, and there is no real perception of a CRM end-to-end strategy. These departments are most often marketing departments, specialized CRM departments, or sales departments. Relationships with consumers are not painful in the aforementioned departments; problems usually arise in departments that are in contact with consumers, such as customer service, personnel in stores, and so on. These departments usually do not have enough influence when the time comes to define CRM solutions, strategies, and processes. Relationships with users are not painful in parts of the organization that are, by their nature, tuned to their needs; problems arise elsewhere.
Contemporary organizations usually have obscure units, such as police cells, whose task is to sanction naughty users. Sadly, such departments often use traditional police methods from the era of an economic system that was common to the whole world, regardless of the political system. It is a kind of economic communism, or a monopoly. One bidding, one showing attitude toward users, which in essence comes down to the phrase you need us and we know what is best for you, or, as Ford said, you can get model T in any color you want, as long it is black. With fierce competition today, this approach is not a viable business strategy.
CRM systems fails to incorporate customer experience and customer needs in all departments, including departments that are, by nature, not customer-facing. To enable an appropriate customer experience, applications and strategies must be accepted by the whole organization in an easy and encompassing manner.
Organizational limitations
Although CRM usually involves a substantial amount of information regarding customers, data is used only for maximizing profit and does not take into account what is important to the customer. This kind of thinking is called inside-out thinking.
Inside-out thinking
The features of inside-out thinking include the following:
A company is concerned only about the baseline
Appropriate customer experience is not imperative
More importance is given to internal processes than to processes that tailor interactions with customers or partners
Budgets are always assigned to internal needs
Usually, an incorrect process triggers the implementation of inappropriate systems and, subsequently, assigning people to roles whose incompetent or are inappropriate
Technical limitations
CRM is a monolithic system, and the purchase of your CRM will enable you to cover some parts of your customer-relationship strategy, but not all, and not in a good manner.
Integrating CRM with other applications and systems is not an easy task, and there are many caveats to consider and compromises to be made.
Time to market (TTM) can be long, which makes it costly. Usually, any change in CRM triggers changes in a myriad of other systems.
Reasons for leaving CRM in the past
It is no secret that the majority of CRM-implementation projects fail or do not deliver appropriate value to a company. The usual method for CRM adoption is Big Bang, which demonstrates that most organizations still consider CRM, and subsequently, customer interaction, in a very rigid manner. With this method of implementation, there is very little space left for adopting changes that are needed to respond to the ever-changing business environment and consumer needs. It is not enough to implement CRM on time and inside budget. Technology needs to be flexible so that companies can rapidly incorporate new strategies and business objectives during the implementation of CRM. In a sense, CX/CRM projects do not end; they need to evolve alongside the market's evolution.
A CRM system, as a monolithic system, is not able to be flexible, no matter how well you have planned it or how skilled your team is. Another important aspect is that CRM systems are not tailored to support new channels of communication, such as cell phones and social media channels. CRM systems are great as a transactional database, and that was good enough for 20 years, but in today's world they are holding businesses back.
The customer experience of CX
CRM systems are great for storing and managing customer-related information. However, CRM systems fail to tailor communication, and, subsequently, the experience that customers have with companies, catering predominantly to organizational, internal needs.
Customer experience implies a holistic approach and this includes all the times a customer is in touch with the company or brand (that is, via the web and advertising, considering a factors such as reputation, packaging, location, delivery speed, ease of use, reliability, and so on); this is appropriate customer care.
Every client's experience with an organization provokes an emotional response. This could be a pleasant experience if they encounter good things when interacting with a business or they could have a bad experience. The experience of a transaction with an organization, that is, how well a client is treated, remains with the buyer, and affects their future decisions.
If you do not provide a personal touch and do not behave toward the client as an individual, then you are showing that you do not acknowledge their needs in an appropriate manner, and so you do not really care about them.
A CX system defines customer loyalty as the emotional connection that clients have with the organization. Customer engagement describes the health of the relationship between the buyer and the brand. It defines it as how well an organization delivers what it has promised through its brand, to what extent it has a fair relationship with its customers, and how well it deals with complaints and objections.
As part of the complaint process, a company must first develop an understanding that, a client who has had a good experience becomes an organization's or brand's promoter, and transmits that information through word of mouth, thus becoming an ambassador for the brand. Have you thought about rewarding those who complain? We are asking the question, how do you provide a good service?
Each time a customer complains, the damage to the customer is twofold—the economic cost of making the complaint and the emotional damage. Companies that do not recognize the emotional damage caused by customer complaints fail to enable their employees to recognize it too, risking the most important thing, and that is loyalty:
CX is not about data management, it is not about internal systems; its main goal is to make the experience simple and transparent for the customer.
The objectives of the technology are as follows:
To create a single, integrated, engaging, and highly personalized customer experience
To create omnichannel communication, seamlessly integrated into one screen
To create a unified platform that provides social, predictive analytics, and enables integration with other systems
Organizational benefits
CX technology enables businesses to tailor customer experiences and use data in the best time and way to create the best possible customer experience, essentially allowing companies to think in an outside-in manner.
A customer-centric philosophy
For the successful introduction of a CX system, a vision is needed that will encompass the entire business, and must start at the highest organizational level. A customer-centric philosophy takes into account the financial objectives and business strategy of the company, and upgrades the marketing strategy. It determines how the company builds profitable relationships with clients and gains their trust.
The introduction of CX technology is not enough by itself; it is necessary to change the culture, organizational structure, and priorities of the company.
This, in a nutshell, describes a company with a customer-centric philosophy.
Outside-in thinking
The features of outside-in thinking include the following:
Understanding customer needs and objectives
Listening to your customers and taking note of what they need and suggest
Always thinking about how your decisions impact your customers
Making the experience easier and more transparent for your customers
Using the customer-journey technique to map exercises frequently
Closing the loop using customer feedback
The technological benefits of CX
CX suite is not a monolithic system like CRM systems are, which, in itself, is a substantial benefit. CX enables businesses to tailor the system to their needs, to quickly change systems, and to adopt a new strategy when needed, all while offering a great customer experience.
Data integration between systems is seamless and data is kept in an appropriate system. It has much easier implementation; since you do not have to implement a large monolithic system, and there is no need for the big bang approach.
The key capabilities of CX
Nowadays, a sustainable competitive advantage can be best achieved if value proposition is really needed for users—save time for your customers by quickly and easily finding out why this product or service will be bought by consumers. After this process, customers will have growing confidence in your company, because you are speaking truthfully about the advantages and disadvantages of your products and services in a simple way.
The customer knows exactly what is waiting for them in the buying process, and knows how, after the purchase, they will contact you if there is a problem or they have an additional desire. When these qualities are transmitted to the online environment in the context of easily finding what they are looking for, the key to success is to create comprehensible content for users and a customized user experience for prospective clients. Various studies have shown that customer experience will be the most important segment of organizational advancement in the coming years.
Optimizing user experience has the goal of simplifying and speeding up processes, and enabling the easy completion of the requested action.
Oracle CX is a set of applications that form a strategic end-to-end platform for companies. Oracle CX is enabling companies to implement and maintain CX capabilities in their business. These applications are shown in the following diagram:
The Oracle CX cloud consists of the following applications:
The Oracle
Sales Cloud
provides tools for customer data management, sales cataloging, sales force automation, sales prediction, analytics, and communication with customers and partners.
The
Marketing Cloud
is used for creating campaigns and tracking them throughout their lifespan. Campaigns can be personalized for each customer or segment. Customers can be segmented using all the information available from the Marketing Cloud or another application that you are using in your company.
The
Service Cloud
is used for customer service management. This application is mainly used in contact centers and enables companies to track customer cases using its omnichannel-communication capabilities.
The
CPQ
application enables users to establish pricing and quoting processes so that they can easily manage and update product pricing and orders.
The
Oracle Commerce and Content
applications use templates and other pre-built components, enabling users to implement and manage their storefronts on the web.
The
Oracle Social
application combines
latent semantic analysis
(
LSA
)
,
natural language processing
(
NLP
), and its own proprietary algorithms to provide comprehensive social listening, analysis, and social engagement features.
Summary
In this chapter, we have covered topics describing the differences between CRM and CX. We have explained why companies need to adopt a CX implementation approach, and we have described a CX portfolio.
The sunset of current technological and social CRM developments shows that it is high time for companies to have systems that are able to translate the benefits of products/services into a language that is comprehensible to users, and to adapt the way they present their products/services to users.
There are four essential principles of customer experience:
Interaction must be in both directions customer-company and company-customer, and the loop must be closed.
The customer must be engaged in every step of communication.
The company has to be able to cater to the customer's needs and wants.
The customer must be able to choose. This shows that the company values them and tailors the experience specially for them. The selection process must be easy and transparent for customers to understand and use.
That is customer experience in a nutshell.
In the next chapter, we will see how it can be implemented in the real world using Oracle's CX offering. We will also discuss best practices and prerequisites.
Overview of Products
People today have interaction with multiple sales channels, with multiple devices, and share experiences using social media. Recognizing the impact of today's possibilities is essential for sustaining and growing an enterprise's business. To help your business thrive in today's sales environment, Oracle offers a whole suite of solutions—Oracle CX.
In this chapter, we will explain the main topics covered in this book, focusing on business benefits. The goal of this chapter is to ensure that you understand the role of each of these solutions.
Here is what we will cover in this chapter:
Oracle Sales Cloud
Oracle Marketing Cloud
Oracle Service Cloud
Oracle CPQ Cloud
Oracle Commerce
Oracle Social Cloud
Oracle CX
Oracle solutions and their roles in an enterprise
We will now explain in which cases you should use Oracle Cloud solutions; we will not go into the solutions themselves and how to use them.
Before you read on, you should be familiar with the principle of Master Data Management (MDM).
MDM is a method that helps you to define the flow of data in your organization while maintaining data integrity and a single point of reference.
Essentially, what it means is that you should keep data as a contact address in one system; other systems should only retrieve it when needed, keep it for processing, and delete it after processing is finished and not store it. Other systems should not permanently store data for which they are not the MDM system.
Oracle Sales Cloud
Oracle Sales Cloud is the closest you can come to a traditional Customer Relationship Management (CRM) solution. Like all other CX solutions in the CX suite, it can be used in isolation or combined with other offerings.
Oracle Sales Cloud's primary role in a complex deployment should be giving a 360-degree view of your contacts and customers; that is, Oracle Sales Cloud should be the MDM system for contacts and customers.
In CRM terminology, a contact is a person and an account is a company.
In the example of John Smith, CEO of ACME inc., the contact/account designation would be as follows:
Contact
: John Smith
Account
: ACME inc.
