The move is the latest by Yammer to integrate with other third-party software. Last year, Yammer raised eyebrows a bit by integrating Salesforce.com’s competing Chatter social enterprise service into its own software. Later, it integrated Box.net and a batch of other services, like Microsoft SharePoint and NetSuite.

Yammer didn’t work directly with SAP on the integration but instead turned to an SAP developer called Freeborders to build a plugin that companies using SAP can install into Yammer. They call it the Yammer SAP Connector.

SAP’s main business is around Enterprise Resource Planning, or ERP software, which companies use to plan and operate their business. In SAP’s case, ERP is run as old-school, on-premise software rather than in the cloud as a software-as-service approach. SAP rival NetSuite sells its ERP software in the cloud.

The big deal about social enterprise software — which includes not only Yammer, but the recently IPOed Jive Software, Salesforce’s Chatter, and VMware’s Socialcast — is that collaboration across a department, a division, an entire company, or between a company and outside partners can be as easy as the social experience on Facebook or Twitter. It’s a big craze in enterprise software circles right now, spurred in part by overflowing and inefficient email in-boxes, and the Facebook generation entering the workforce.

I talked with Yammer CEO David Sacks about this yesterday, and he told me that one important aspect of the plugin is that it adds a “follow” button to SAP. So, if you’re an SAP user inside a particular company, you can follow a piece of data or a project or an event in SAP as readily as making a friend in Facebook.

The Connector plugin sends events from SAP to the Yammer ticker, which looks suspiciously like a Facebook activity stream. If something important to you happens in SAP, you’ll see it in Yammer first, and a link will take you directly to the SAP record.

SAP isn’t the only product being integrated into Yammer today. Yammer added five others: GageIn, a business content aggregation platform; Kindling, which bills itself as an ideation company; Moreover Technologies, a media monitoring concern; Planview, a portfolio management product; and SparqLight, which is used to manage workflow in the cloud.

By my count, that makes 15 different services that work with Yammer. The next logical one, on my scorecard, is Oracle. I asked Sacks about that. “It’s definitely on the road map,” he said. Yammer’s strategy is essentially to be a “social Switzerland” that works with all the important business software, whether it runs in the cloud or on-premise. “We’re not going to be beholden to any one technology,” Sacks told me. “We want to be the social layer that lays on top of all the important enterprise applications.”

Whatever Yammer is doing, it appears to be working. It finished 2011 with more than four million end users at 200,000 companies, and late last year it lured a key senior executive away from Salesforce. It is also said to be close to landing a $50 million investment, at an implied valuation variously reported to be between $500 million and $1 billion.

Sacks had nothing to say on the subject of raising money. Last year, Yammer raised $17 million from Chamath Palihapitiya’s Social+Capital Partnership; in 2010, it raised two rounds, a $25 million Series C led by US Venture Partners, and a $10 million B round led by Emergence Capital. But something tells me this is going to be a big year for Yammer.

Jive, you’ll remember, is the social enterprise software company whose cloud-based and on-premise-based software enables employees at large companies to collaborate and share information as readily as they do on Facebook or Twitter. Investors who might have been shut out from Facebook’s IPO filing may want to go after a smaller, more accessible target that’s just like Facebook — social — but which also has a clear, concise and limited mission to make workplaces more productive.

Last week, Jive reported quarterly results for the first time, and there’s certainly plenty to like. Its net loss wasn’t quite so bad as analysts had expected, while sales grew 53 percent and spurred its billings — a key metric for cloud companies who sell their software on a subscription basis — up 46 percent during the year. It signed new customers like Thomson Reuters, Starbucks and Verizon in the last year.

Jive went public late last year, only days before Zynga went, too, and so a lot of people missed out on Jive’s excitement.

All the love from the markets has me wondering who will be next among the cloud companies to take the public plunge. Workday, the cloud-based HR software company run by Aneel Busri, which last October raised $85 million at an implied valuation of $2 billion, was last seen looking for bankers to get it through an IPO sometime this year.

Workday will no doubt get a lot of attention due in no small part to the acquisitions of Taleo by Oracle last week and of SuccessFactors by SAP in December. But it will also get a lot of attention for the fact that many of its most recent institutional investors are the same ones who invested in Facebook: Fidelity, T. Rowe Price, Morgan Stanley and Janus among them. That makes for a nice tasty Facebook comparison right there. We’ll find out soon enough if investors see it that way.

The deal can’t help but be seen as a response to SAP’s acquisition last year of SuccessFactors, a Taleo rival. Indeed, Taleo’s shares have appreciated significantly in recent months — from $29 to $42 a share over the course of two weeks in December — on speculation that it would be the next cloud company to fall to the recent burst of acquisitions in the cloud software space. And so it has.

If Taleo is a new name to you, perhaps you should go back and read this interview I did with its CEO Mike Gregoire (pictured), about a week after the SuccessFactors deal. The company had been on track to do $325 million in revenue, and has been growing at a 20 percent annual clip.

What’s strange is that Gregoire seemed uninterested in being acquired by Oracle at the time, mainly because he had lived through Oracle’s hostile takeover of PeopleSoft, and had been with that company “until the bitter end.” Apparently, Gregoire and his board have seen past any reticence about Oracle this time around.

The press release is below:

Oracle Buys Taleo

Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud

DUBLIN, CA–(Marketwire -02/09/12)- Oracle today announced that it has entered into an agreement to acquire Taleo Corporation (NASDAQ: TLEO – News), a leading provider of cloud-based talent management for $46.00 per share or approximately $1.9 billion, net of Taleo’s cash and debt. Taleo’s Talent Management Cloud helps organizations attract, develop, motivate and retain human capital to improve performance and drive growth.

Together, Oracle and Taleo expect to create a comprehensive cloud offering for organizations to manage their Human Resource operations and employee careers. The combination is expected to empower employees and managers to effectively manage careers throughout their entire employment, enable organizations to retain talent and optimize costs, and improve the employee experience through faster on boarding and better collaboration with team members via social media.

The Board of Directors of Taleo has unanimously approved the transaction. The transaction is expected to close mid-year 2012, subject to Taleo stockholder approval, certain regulatory approvals and other customary closing conditions.

“Human capital management has become a strategic initiative for organizations,” said Thomas Kurian, Executive Vice President, Oracle Development. “Taleo’s industry leading talent management cloud is an important addition to the Oracle Public Cloud.”

“Taleo’s integrated cloud-based talent management solutions optimize how organizations hire, manage, develop and reward their employees and gives companies the intelligence needed to capitalize on their most critical asset — their people,” said Michael Gregoire, Chairman and CEO, Taleo. “Joining forces with Oracle gives us the opportunity to better serve our customers.”

Last year, the judge offered Oracle a choice: Accept a judgment of $272 million in damages, reduced from $1.3 billion awarded at trial, or seek a new trial. Oracle says in court filings that it wants a new trial.

The key passage of the two-page court filing reads as follows (the word “remittitur” refers to the judge’s previous order reducing the award):

Oracle has no choice but to elect a new trial, as accepting the remittitur would force Oracle to risk waiving its right to appeal the Court’s decision on the motions for judgment as a matter of law and for a new trial. Oracle’s objective is to obtain clarification of the law and, if it is right about what the law is and what the evidence supports in this case, to vindicate the verdict of the jury and Oracle’s intellectual property rights as a copyright owner. Accepting the remittitur would be contrary to this objective.

And that means that the whole thing starts over again.

Calling the $1.3 billion award “grossly excessive,” U.S. District Court Judge Phyllis Hamilton in February granted an SAP request to throw out the award. Hamilton said that Oracle never proved that it lost enough business to justify so large a judgment.

Oracle had won the award in November, after accusing SAP’s now-shuttered TomorrowNow unit of copying its software without paying appropriate licensing fees. It had been the largest judgment ever in a copyright infringement case.

At trial, Oracle accused SAP’s now-shuttered TomorrowNow business unit of illegally downloading Oracle software and then making several thousand copies of it, in order to avoid paying the relevant license fees that are Oracle’s financial bread and butter. Oracle ultimately won the claim, but then the fight turned to damages.

Lawyers for Oracle had argued that the company’s damages should be tied to the value of a hypothetical license that TomorrowNow would have had to pay for the software, had it been properly licensed. For its part, SAP had argued that, as competitors, damages should have been calculated based on profits lost by Oracle and gained by SAP as a result of the infringement, and as such is in a much lower range than what Oracle argued for.

The case has caused a lot of personal enmity between Oracle and SAP, as well as with Hewlett-Packard, especially during the 11-month period when former SAP co-CEO Léo Apotheker was CEO of HP. Apotheker’s first days on the job at HP were marred by his apparent absence from HP headquarters, in what couldn’t help but look like an attempt to avoid being served with a subpoena. Maybe Oracle will try again.

Now SAP’s chairman, the 68-year-old engineer is trying to take advantage of cheaper memory chips in servers to speed up complex business calculations and allow companies to do in seconds what currently can take hours or days. The aim is to allow executives to quickly access and analyze business data even on hand-held devices.

Read the rest of this post on the original site »

If the name seems familiar, then perhaps you remember something of the episode resulting in Roehm’s acrimonious departure from Wal-Mart. The retailer hired her in 2006 in an attempt to bring its brand image into the 21st century and make Wal-Mart an acceptable choice for higher-end consumers.

A lengthy Wall Street Journal profile that year ran through the highlights of Roehm’s pre-Wal-Mart career: Racy double-entendre-laden ads for the Dodge Durango; a campaign with the tagline “That thing got a Hemi?” promoting Chrysler’s muscular engine. In 2004, she hatched an idea for something called the Lingerie Bowl, a pay-per-view event, tied to that year’s Super Bowl, which was to feature scantily clad women playing football. Car dealers and conservative groups complained, and Chrysler withdrew its sponsorship. Early successes at Wal-Mart included a 2006 TV campaign that poked fun at electronics retailer Best Buy.

However, Wal-Mart fired Roehm at the end of 2006 over accusations that she carried on a romantic relationship with a subordinate, Sean Womack. Wal-Mart also accused her, in a court filing, of using company-paid travel to conduct the affair. Roehm was also accused of accepting gifts from executives of an ad agency she ultimately selected, which Wal-Mart said violated company policy.

What followed was a full-blown ad-industry scandal. Womack’s wife turned over emails between Roehm and Womack, more or less proving the affair. Roehm sued Wal-Mart in 2007, accusing then-CEO Lee Scott and other senior executives of accepting gifts of travel and concert tickets from suppliers, and benefiting from preferential prices on items like boats from the Minnesota billionaire Irwin Jacobs. It only got uglier, until a judge dismissed her suit; the lawsuits appear to have ended.

Roehm doesn’t seem to have much history working on campaigns for business-to-business products of the kind that SAP produces. Even so, given her reputation for trying to shake things up with sleepy brands, it will be interesting to see what she does with SAP.

SAP is definitely on the move. Two months ago, it spent $3.4 billion to acquire SuccessFactors, a cloud-based maker of human resources software. That deal was only the latest in a string of deals by traditional software companies to roll up cloud-based outfits. SAP is also making noises about its own cloud, and will probably want to spend lavishly to market its Business ByDesign and HANA products this year, which SAP’s co-CEO Bill McDermott discussed last year with AllThingsD. That’s going to require some new marketing messages that will probably be like nothing the company has ever done before. It will be fun to see how it evolves.

What is Big Data?
Big Data technologies like Apache Hadoop provide a framework for large-scale, distributed data storage and processing across clusters of hundreds or even thousands of networked computers. The overall goal is to provide a scalable solution for vast quantities of data (terabytes/petabytes/exabytes) while maintaining reasonable processing times. These systems are incredibly effective for storing and analyzing large volumes of structured as well as unstructured or semi-structured data such as text, web or application logs, email, web pages, documents, and images.

Big Data in the Enterprise
Companies are capturing and digitizing more information than ever before. According to IDC, the world produced one zettabyte (1,000,000,000,000 gigabytes) of data in 2010. Fueling this data explosion are over five billion mobile phones, 30 billion pieces of content shared on Facebook per month, 20 billion Internet searches per month, and millions of networked sensors connected to mobile phones, energy meters, automobiles, shipping containers, retail packaging and more. Big Data is a platform for transforming all of this data into actionable items for business decision making.

The barriers to entry for Big Data analytics are rapidly shrinking. Big Data cloud services like Amazon Elastic MapReduce and Microsoft’s Hadoop distribution for Windows Azure allow companies to spin up Big Data projects without upfront infrastructure costs and allow them to respond quickly to scale-out requirements. Commercial vendor support from companies like Cloudera can speed development and deliver more value from Big Data projects. Bundled server options such as Oracle’s Big Data Appliance offer fast setup and scale-out solutions. Finally, modular data center designs are emerging as a way to efficiently manage hardware and scale-out rapidly and cost-effectively.

Companies likely to get the most out of Big Data analytics include:

• Supply chain, logistics, and manufacturing — With RFID sensors, handheld scanners, and on-board GPS vehicle and shipment tracking, logistics and manufacturing operations produce vast quantities of information offering significant insight into route optimization, cost savings and operational efficiency
• Online services and web analytics — Internet companies invented Big Data specifically to handle processing information at Internet scale. Implementation of these analytical platforms is now viable for smaller online services companies to provide an edge over competitors for advertising, customer intelligence, capacity planning and more. Companies who don’t offer online services but do have an ecommerce or other online presence will benefit greatly from understanding customer behavior and buying patterns via clickstream, cohort analysis and other advanced analytics.
• Financial services — Financial markets generate immense quantities of stock market and banking transaction data that can help companies maximize trading opportunities or identify potentially fraudulent charges, among various other uses. New regulations also require detailed financial records to be maintained for longer periods.
• Energy and utilities — Smart instrumentation such as “smart grids” and electronic sensors attached to machinery, oil pipelines and equipment generate streams of incoming data that must be stored and analyzed quickly to uncover and fix potential problems before they result in costly or even disastrous failures.
• Media and telecommunications — Streaming media, smartphones, tablets, browsing behavior and text messages are captured at ever-increasing rates all over the world, representing a potential treasure trove of knowledge about user behavior and tastes.
• Health care and life sciences — Electronic medical records systems are some of the most data-intensive systems in the world and making sense of all this data to provide patient treatment options and analyze data for clinical studies can have a dramatic effect for both individual patients and public health management and policy.
• Retail and consumer products — Retailers can analyze vast quantities of sales transaction data to unearth patterns in user behavior and monitor brand awareness and sentiment with social networking data.

Data Warehouse Integration
To apply this new technology effectively, it is important to understand its role and when and how to integrate Big Data with the other components of the data warehouse environment. In a vast majority of cases, Big Data does not replace the data warehouse. Hadoop is built for speed and flexibility across huge sets of often unstructured data, but is best used for fairly simple workloads, such as sorting, aggregating, converting, and filtering. Hadoop is also not intended to manage schema structure, referential integrity or security. Database management systems are therefore still a vital part of the overall solution architecture. So how will Big Data Analytics be incorporated with existing BI/DW investments?

Hadoop provides an adaptable and robust solution for storing large data volumes and aggregating and applying business rules for on-the-fly analysis that crosses boundaries of traditional ETL and ad-hoc analysis. It is also common for the results of Big Data processing jobs to be automated and loaded into the data warehouse for further transformation, integration and analysis. This allows Big Data to be integrated with data from other sources and exposed to users via BI tools, dashboards and reports. Several options are available for extracting data from Hadoop into the data warehouse. IBM, Informatica, Microsoft, Oracle and SAP have released or announced tools to interface between Hadoop and relational database management systems.

User-Friendly Tools for Big Data
Tools like Apache Pig and Apache Hive provide SQL-like frameworks for advanced data analysts to run queries directly against data stored in Hadoop. This is an effective way to do targeted, one-time analysis, perform exploratory data mining, or develop queries that may later be automated and loaded into a data warehouse. However, these tools require technical expertise and do not cater to end users.

Luckily, there are some exciting end-user tools coming in 2012. Tableau has support for drag and drop Hadoop reporting currently in beta and Microsoft recently announced the Hive ODBC driver and the Hive add-in for Excel which will allow end-user access to data stored in Hadoop through Excel, PowerPivot and Analysis Services. Tools that enable end users to slice, dice and visualize data in Hadoop will become increasingly important components of a company’s Big Data analytics arsenal over the coming years.

Big Data adoption will continue to be driven by large and/or rapidly growing data being captured by automated and digitized business processes. Successful adoption of this technology requires turning this raw information into usable knowledge throughout the enterprise. To accomplish this, companies will need to intelligently incorporate Big Data into their existing information management systems and take advantage of the developing ecosystem of integration and analysis tools. As we move into the age of Big Data, companies that are able to put this technology to work for them are likely to find significant revenue generating and cost savings opportunities that will differentiate them from their competitors and drive success well into the next decade.

Harlan Smith is a Manager in the Business Intelligence and Performance Management practice at Hitachi Consulting, specializing in business intelligence engineering, architecture and project/program management. Harlan is a graduate of the University of Puget Sound in Tacoma, WA, and currently lives in Seattle where he has been a consultant since 2005. Follow him @smithharlan on Twitter.

The new forecast calls for companies and governments to spend a combined $3.8 trillion on information technology, which would amount to growth of 3.7 percent from 2011. The previous forecast had called for growth of 4.6 percent.

For perspective, the difference on a dollar basis is about $100 billion, which is certainly real money, but when you consider the various puts and takes affecting the projected spend, it makes a certain amount of sense.

Gartner says that all four of the major technology sectors it tracks — computing hardware, enterprise software, IT services, and telecom equipment and services — will see their growth rates slow this year.

You can probably guess why: The uncertain global economy, the euro zone sovereign debt crisis and the disruptions on the hardware supply chain from last year’s flooding in Thailand on hard-drive production have all teamed up to perform a triple whammy on the tech sector. The Thailand problem will probably last until well into 2013, Gartner’s Richard Gordon says in a statement, echoing what Seagate CEO Steve Luczo told AllThingsD in an interview in November.

Telecom equipment spending will probably suffer the least, Gartner says. Sales in that sector will grow by nearly 7 percent to $475 billion, followed by the enterprise software market, which will grow by 6.4 percent to $285 billion. The chart at the right, which I screengrabbed from Gartner’s handout, breaks down the revised outlook by each sector versus what the previous growth outlook had been.

Gartner also trimmed its average annual growth projection for IT spending through 2015. It now expects spending to grow by about 5 percent on average, down only slightly from 5.4 percent, but in the wider scope of a few trillion dollars, a fractional change still amounts to hundreds of billions of dollars.

Aneel Bhusri

Allen is said to have advised Workday on its recent funding round, which closed in October. As exclusively reported by AllThingsD at the time, Workday raised $85 million at an implied valuation of $2 billion. The Series F was led by T. Rowe Price, Morgan Stanley Investment Management, Janus and Bezos Expeditions, the personal investment entity of Amazon CEO and founder Jeff Bezos. Bloomberg also says that Michael Dell’s personal investment vehicle, MSD ventures, was in on that funding round, which grew to $100 million since the closing.

Previous investors include Dave Duffield and Greylock Partners, who are in for $90 million across four rounds; and New Enterprise Associates, which joined a $75 million Series E round in 2009.

Apparently encouraged by the successful IPO of Jive Software earlier this month, and the performance of its shares, which are up nicely since the debut, Workday now appears poised go through with the IPO that CEO Aneel Bhusri (pictured) hinted in October would take place during the second half of 2012.

And there’s no question that Workday is in a hot space. SAP’s $3.4 billion acquisition of SuccessFactors last month, plus Salesforce.com’s deal for Rypple last week, attest to the urgency with which larger companies want to be in the HR software business.

Think about it: Every company — of any size — needs to keep track of its people, their salaries, performance-review information and so on. And why bother with software that runs on the local machines, when the cloud is so much more efficient?

Bhusri was a senior executive and co-chairman of PeopleSoft’s board, and was on hand for that company’s hostile takeover by Oracle. After losing that battle, he and co-founder Dave Duffield concluded that the next battlefield for enterprise software would be in the cloud.

Workday’s average customer has between 10,000 and 15,000 employees. Among its 250-odd customers, the biggest is Flextronics, the huge electronics manufacturing company, which has 200,000 employees. Others include Time Warner, Thomson Reuters, Chiquita Brands and, perhaps unsurprisingly, Salesforce.com. Workday has some two million employees in its system.

And while there’s no S-1 filing with the US Securities and Exchange Commission to peruse yet, the IPO watch on Workday officially begins now.

Despite everything, corporate spending on IT was going to hold steady, went the conventional wisdom. Big tech companies selling to big companies — except the financial ones — were supposed to have the situation well in hand. All those big companies looking to get things done in a faster, cheaper and more efficient manner would be writing big checks to the big lumbering tech companies, which would translate into operational savings: Faster servers, faster PCs, cloud services, better software.

At least that was the conventional wisdom until today. Now Oracle has gone and harshed whatever buzz there was left. Once investors got their heads around the wider implications of the software giant’s disappointing quarter, they concluded that the entire enterprise tech sector required a sharp spanking. Here’s a rundown of the damage:

• Oracle shares fell by $3.40 or nearly 12 percent, and briefly traded within 20 cents of their 52-week low.
• IBM, recently the engine of steady, dependable tech growth, fell $5.77, or more than 3 percent.
• Cisco Systems fell 49 cents, or more than 2 percent, and teamed up with Big Blue as the day’s worst Dow performers.
• Salesforce.com fell 5 percent.
• VMWare fell nearly 10 percent.
• SAP fell $3.49, or more than 6 percent.
• Hewlett-Packard held up (relatively) better than the rest, falling only 47 cents, or less than 2 percent.

Okay, you get the picture. Investors wanted out of any stock that touched enterprise tech today. Oracle is considered a bellwether. The result was predictable. But does the crux of the argument that fueled today’s fear have any merit? Maybe not.

There are reasons to hope it’s not quite so bad. For example, IT consulting house Accenture, which saw its own stock fall more than 4 percent today, recently reported a pretty good quarter, with record revenues and earnings. Its strength came from $7.8 billion in new bookings, which isn’t exactly a negative indicator.

Second, even if corporate spending does slow down, tech M&A deals could help larger companies grow despite themselves. Oracle, Cisco and IBM have a combined $87 billion in cash and short-term investments among them. And as we’ve seen, there’s still plenty of appetite among large tech companies for gobbling up smaller ones, especially in the red-hot software-as-service space.

Recent examples include SAP’s $3.4 billion acquisition of SuccessFactors, Oracle’s $1.5 billion deal for RightNow, and Salesforce’s grab of Rypple.

And the potential targets are numerous: There’s Taleo, NetSuite, Workday; even newly public Jive Software.

Finally, the currency weakness that has Oracle and so many other companies running uphill when dealing with non-U.S. customers isn’t going to last forever. Yes, it’s true that IT companies like it better when the dollar is weak against the euro. Considered from that angle, Oracle and other global tech companies suffer less from a demand problem than a temporary — though it is going on way too long — currency problem.

But even if the euro crisis does last well into next year, there are still the BRIC countries, which Intel, another significant tech bellwether, can’t stop praising. And — dare I say it? — the U.S. economy is showing signs of coming back to life. In several states, private payrolls are growing just enough to offset the declines in employment at state and local governments, and as new tax revenue flows, government payroll declines will slow, as well. As 2012 wears on, the U.S. might find itself rolling into an honest-to-goodness recovery, which would fuel improvements to IT budgets. Though the hard-drive shortage caused by the flooding in Thailand won’t make this any easier.

So don’t worry. Or don’t worry too much.

So what happened? A few things, as Oracle execs tried to explain on a conference call.

• The currency effect: As President and CFO Safra Catz explained, what had been a 1 percent tailwind for currency effects turned into a 2 percent headwind. With all the violent swings in the value of currencies around the world as compared to the U.S. dollar, Oracle suffered a negative effect that pinched revenue.

• Deals didn’t close during the quarter: Catz said that in the final days and weeks of the quarter, some customers added an extra layer of executive approval to close deals to buy Oracle stuff. That meant that some deals Oracle had expected to close before the quarter’s end moved into the next quarter. Catz said that Oracle has taken steps to better manage deal flow to take this into account. It is consistent, however, with recent statements from other enterprise IT vendors, like IBM and NetApp.
• Transitions: Oracle’s SPARC server business just switched to a new chip called the T4, which was unveiled late in the quarter. The machines require a total upgrade, and that means a lot of testing with existing applications, which can slow down deals for the new machines, while at the same time sapping demand for the prior generation of products. That had a lot to do with hardware sales dropping by 14 percent year over year to $953 million. As Catz put it: “We saw good early demand for the new SPARC SuperCluster, but only released the product for general availability at the very end of the quarter, allowing us to ship only a couple.”

Catz also predicted that hardware sales will decline as much as 14 percent this quarter, although CEO Larry Ellison was bullish on its growth prospects later this year. New software license revenue, a key metric gauging software sales, is expected to grow in a range of 2 percent to 12 percent. Total sales are expected to grow in the range of 3 percent to 7 percent, and per-share earnings are expected to come in between 56 and 59 cents, which is in line with the consensus of analysts.

There were a few things that went right. Ellison did what he usually does on a conference call, and crowed about examples where Oracle is beating a competitor. This time, the targets were IBM, Cisco Systems and SAP, but not his usual punching bag, Hewlett-Packard. Oracle won several competitive deals from Big Blue and Cisco, as well, with customers as varied as Australia’s University of Melbourne, the U.S. Food and Drug Administration and the Hyundai Kia Motor Company.

Ellison also hinted that Apple is a big Oracle customer. He mentioned a “a very large American smartphone manufacturer” that had bought more than 30 Oracle Exadata systems as it built out its cloud. Unless I’m missing something, there’s really only one company that fits that description, and that’s Apple. Its use of Oracle gear within the mix at its North Carolina data centers has been speculated about before, but never confirmed by Apple directly. (Big surprise, that.)