甲骨文收购数据即服务中间商 Datalogix甲骨文 今天宣布收购数字营销公司、数据即服务中间商 Datalogix。此次收购不仅让甲骨文又增加了一款云工具，而且直指营销人员。甲骨文正与竞争对手 Salesforce.com 等激烈争夺营销市场。
甲骨文宣布收购消息时并未披露收购条款。
Datalogix 让甲骨文新增了一款数据驱动服务，可以帮助公司将消费者开支与在线广告活动联系起来。这是一套强大的组合工具，数字营销人员可以通过它了解在线广告活动是否转化为了线下购买。
甲骨文最新的财报让不少人惊讶不已，其云计算业务增幅巨大，宣称“云软件即服务、平台即服务和基础设施即服务 营收增长 45%，至 5.16 亿美元 ”。
甲骨文可能也意识到，其业务的未来在云上。考虑到甲骨文的总营收只增长了 3%，硬件收入只增长了 1%，其增速最大的领域明显是云。
而且甲骨文不仅仅观察到了云这一股趋势，数据驱动的营销工具也将成为未来潜力巨大的业务机会的一部分，而只需收购 Datalogix，甲骨文就能轻松进入这一市场。
星座研究公司 (Constellation Research) 首席研究员 R Ray Wang 表示，这笔交易的影响要超出大多数人的认识。“广告技术和数字营销的交叉是运用大数据的洞见，让广告活动参与到商业生命周期中。总之，甲骨文对于投资让广告活动参与到商业生命周期中的公司持很认真的态度。”
Datalogix 拥有 650 个客户，包括前 100 大广告主中的 82 个以及 8 家顶级数字媒体发布商中的 7 家。对于甲骨文而言，Datalogix 是很好的资产，尤其是考虑到 Datalogix 的客户既包括福特、卡夫食品等传统企业，也包括 Facebook、 Twitter 等科技公司。
尽管甲骨文很可能会让 Datalogix 独立运营，但肯定也有一些客户担心甲骨文在收购后会把 Datalogix 弄得一团糟。甲骨文不一定会这么做，但大公司收购好的小公司后任其衰败或彻改的例子也不少。这一问题对于 Facebook 而言尤其严重，因为 Facebook 将 Datalogix 作为衡量其线下消费者开支的关键工具。Facebook 需要将线下消费者开支与广告开支进行比较来证明投资回报率。
Datalogix 创办于 2002 年，目前已融资 8650 万美元。Datalogix 在今年 5 月获得了机构风险合伙公司 (Institutional Venture Partners) 和威灵顿管理公司 (WellingtonManagement) 的 4000 万美元 C 轮融资。Crunchbase 还报道称，Datalogix 在 8 月获得了另一笔未披露数额的融资。
Datalogix 的总部位于科罗拉多州的威斯特敏斯特市。
Oracle Continues March To Cloud Buying Data As A Service Broker Datalogix
Oracle added another piece to its growing cloud portfolio today, buying digital-marketing, Data as a Service broker Datalogix. The move not only gives Oracle another cloud tool, it’s one that’s aimed directly at marketers, an area where Oracle is fighting hard with rival Salesforce.com and others for dominance.
The announcement did not include terms.
Datalogix gives Oracle a data-driven service, designed to help companies link consumer spending with online ad campaigns, a powerful combination because it can help digital marketers understand if their online ad campaigns are actually translating into offline buying.
Oracle surprised some people in its latest earnings report when it showed significant growth in its cloud computing business, announcing “cloud software-as-a-service (SaaS), platform-as-a-service (PaaS) and infrastructure-as-a-service (IaaS) revenue was up 45% to $516 million.”
Oracle could be coming to the realization that the future of its business is in the cloud. Consider that total revenue was up just 3 percent and hardware revenue was up just one percent. Up is better than down, of course, but the biggest growth area is clearly in the cloud.
And the cloud isn’t the only trend at play here. Oracle recognizes that data-driven marketing tools are going to be part of a big potential business opportunity moving forward, and Datalogix gives them an easy in into that market simply by writing a check.
R Ray Wang, principle at Constellation Research says this is a bigger deal than most people realize. “The convergence of adtech and digital marketing is about taking big data insights and enabling the campaign to commerce lifecycle. The bottom line – Oracle is serious about investing in the campaign to commerce lifecycle,” Wang said.
Datalogix has 650 customers including 82 of the top 100 advertisers and 7 of 8 of the top digital media publishers. This is clearly a nice haul for Oracle, especially when you consider those customers include the likes of Ford and Kraft along with Facebook and Twitter.
While Oracle will more than likely welcome these big customers and leave Datalogix alone, there has to be some customer anxiety that the bigger company could mess with a key tool after acquiring it. It doesn’t necessarily make sense that Oracle would do that, but it wouldn’t be the first time a big company swallowed a good smaller one and let it rot or fundamentally changed it when it incorporated the acquisition into the larger organization. This could be particularly problematic for Facebook, which uses Datalogix as a key tool to power it’s offline consumer spending measurement, and then matches that to ad spend to prove ROI.
The company was founded in 2002 and has pulled in $86.5M in funding to-date. Its last significant round of funding was May of this year when it received $40M in Series C money from Institutional Venture Partners and Wellington Management. Crunchbase reports Datalogix also received an undisclosed amount of secondary funding in August.
Datalogix headquarters are in Westminster, Colorado.
来源：techcrunch
Oracle's Larry Ellison: How to Manage Your Most Precious AssetsJohn Foley, Oracle
Private sector employers hired 2.2 million workers in the US last year. Their ability to maximize the contributions of those talented individuals—to integrate, train, motivate, and keep them—now depends on how good those companies are at helping employees reach their full potential.
It’s called human capital management, and it’s rapidly evolving from a back office records-keeping function to a competitive differentiator that companies are using to attract the best and the brightest. The trend is being driven by global competition for hard-to-find skills, changing demographics in the workforce, and the experiences and expectations of a new generation of workers.
Oracle CEO Larry Ellison says HCM has emerged as one of the two most important functions in business—the other being customer service.
“It’s all about people,” Ellison told attendees at Oracle CloudWorld in San Francisco on January 29. “Taking care of your employees is extremely important, and very, very visible.”
Ellison is now taking that message directly to Chief Human Resources Officers and other executives responsible for HR operations, service delivery, recruitment, talent management, and the technology that supports those disciplines.
The venue for this meet up is Oracle HCM World, a first-time event that runs from February 4 to 6 at The Venetian Las Vegas.
Oracle CEO Larry Ellison
The speakers and attendees at Oracle HCM World will be a cross section of business execs responsible for transforming a workforce into a tour de force, including Marie-Ann Morgan, Vice President of HR International withElizabeth Arden RDEN -0.18%, and Levent Arabaci, Executive VP of HR withHitachi Ltd. Topics on the agenda include data-driven HR leadership, recruiting, on-boarding employees, succession planning, rewards, and workforce management—all under the umbrella of HCM transformation.
The time is right for a serious brainstorming session on HCM best practices. According to a just-released survey by PwC, 63 percent of CEOs are concerned about the availability of key skills in their companies, and 50 percent say they will be increasing headcount over the next 12 months. The quality of those hires, and the speed with which their ideas and competencies are leveraged, will determine how successfully companies close the skills gap.
The data points above are from PwC’s 17th annual CEO Survey. Ed Boswell, a principal with PwC and the firm’s US advisory people & change practice leader, will be a keynote speaker at Oracle HCM World, as will John Doel, principal with KPMG, and Maureen Brosnan, managing director of HCM with Accenture.
This dramatically better approach to people management is best accomplished (in fact, it’s really only possible) with a new generation of socially-enabled tech tools—what Ellison describes as a 21st Century HCM system. One thing that’s very different about these new platforms is that they’re used by every employee in the company, not just by HR specialists.
These next-gen HR apps must be as easy and familiar to use as LinkedIn or Facebook and, like those social apps, run on virtually any mobile device. “The social network is the paradigm of the modern service application,” Ellison says.
A modern-day HCM system is cloud-based, faster and cheaper to deploy than on-premises systems, and applies business intelligence to deliver actionable insights. It must also have best-in-class capabilities in global HR, workforce optimization and management, rewards, and other core HR competencies. Check out Oracle HCM Cloud for the best example of this.
After carefully laying out this new and improved approach to HR, Ellison was asked why? Why was he putting such a major emphasis on HCM? “It’s the application everyone in the company uses,” he explained. “And it’s the application that manages your most precious assets—your people.”
llison points to Oracle—with 125,000 employees and still growing–as an example of why it’s so important for companies to create a collaborative work environment that places a premium on talent and innovation.
“What is Oracle? A bunch of people,” Ellison says. “And all of our products were just ideas in the heads of those people—ideas that people typed into a computer, tested, and that turned out to be the best idea for a database or for a programming language. I don’t think it’s very different whether you’re a technology company or a law firm or a retailer.”
Or a media company, which is where I worked for years before joining Oracle as a new employee eight months ago. That is to say, I’m walking the walk when it comes to modern HR. I’ve been on boarded, manage my own employee profile, and use Oracle social tools and messaging to collaborate with colleagues across the company every day.
As mentioned earlier, HCM is only half of the equation for companies in today’s service-centric economy. Customer service is the other half, and businesses must excel at both, Ellison says. His message boils down to this: Take care of your employees and take care of your customers.
There’s a virtuous cycle in doing so. It’s long been said that happy employees make happy customers. So businesses must be careful not to excel at HCM and disappoint at CX—or vice versa. They must strive to be great at both. “You can’t do one without the other,” says Ellison.
Winning Teams
And they must attract top talent, Ellison says, in much the same way that the Miami Heat recruited and built its NBA championship-winning basketball team. Is there a LeBron James of new product development in your company? A Dwyane Wade of sales?
Because attracting the very best people in your line of business, whether they’re dunking a basketball, renting cars, or selling financial services, provides a competitive edge. “I would say it’s simply the difference between winning and losing,” says Ellison.
That’s why HCM has moved to the top of the business priority list. And why HR execs have become trusted advisors to CEOs trying to build their own championship teams.
For more on how HCM has risen to become a CEO-level issue, see “How CEOs Can Transform HR Into A Revenue Driver,” by Oracle President Mark Hurd.
I would also recommend two columns by Bertrand Dussert, Oracle VP of HCM Transformation and Thought Leadership: “HR Should Hire ‘Scary’ Data People” and “HR Executives Need To Think Like The CMO.”
Hurd and Dussert will be among the more than two dozen expert speakers atOracle HCM World. I hope you to see you there.
For more on talent management, see these articles:
Kids, Code, And The Future Of Technology
The Customer Within: How ‘Employee Experience’ Is HR’s Competitive Differentiator
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