Charts the changes in the strategic go-to-market strategy of Oracle Corp., with thousands of go-to-market partners in various sizes and business models – many of whom were his closest rivals. In the past, Oracle’s own sales force had played a dominant role in the go-to-market strategy, however, the new millennium brought with it changing market dynamics and partnerships were more important Oracle’s success. Oracle was forced to consider how the partnership to reinvent … Read more »

Charts the changes in the strategic go-to-market strategy of Oracle Corp., with thousands of go-to-market partners in various sizes and business models – many of whom were his closest rivals. In the past, Oracle’s own sales force had played a dominant role in the go-to-market strategy, however, the new millennium brought with it changing market dynamics and partnerships were more important Oracle’s success. Oracle was forced to consider how the partnership strategy to reinvent itself.
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from
Carlos Cordon,
Ralf W. Seifert,
Donna Everatt
Source: IMD
13 pages.
Release Date: 23 July 2003. Prod #: IMD177-PDF-ENG
Building Partnerships: Reinventing Oracle’s Go-to-Market Strategy HBR case solution

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