Introduction: Oracle is one of the toughest vendors a CIO will ever face. Whether squeezing better terms on licenses, wrestling over cloud contracts, hashing out SaaS deals, enduring an audit, or renewing support, Oracle’s playbook is aggressive and unapologetic.
This playbook provides blunt, tactical insights for CIOs to navigate five critical battlegrounds with Oracle—license Negotiations, OCI (Cloud) Negotiations, SaaS Negotiations, Audit Negotiations, and Support Renewal Negotiations—and come out with deals they can live with. There is no fluff, just insider advice on what Oracle will try and how to counter it.
Oracle License Negotiations
Negotiating Oracle licenses is a high-stakes game. Oracle’s sales reps are trained to maximize revenue at your expense, using every trick in the book. Never walk into these talks unprepared – if you don’t know your own license needs and usage cold,
Oracle will smell blood. Here’s how Oracle plays the licensing game and how a savvy CIO should respond:
- Quarter-End Pressure: Oracle often dangles hefty “last-minute” discounts as the quarter or fiscal year-end approaches, trying to rush you into signing. Counter-move: Don’t be fooled by artificial deadlines. Be willing to let the quarter lapse – Oracle’s urge to hit quotas means they might come back with an even better deal afterward. Make it clear you won’t sacrifice good terms just to meet their timeline.
- Bundle and Upsell: Expect Oracle to bundle products or add-ons you didn’t ask for (“You’ll get a better discount if you also take these modules…”). Counter-move: Strip the deal down to what you need. Push back on bundle offers and insist on itemized pricing. Oracle’s “package deals” often hide extra licenses that inflate your support costs later.
- Complex Licensing Terms: Oracle’s licensing policies (like processor core factors, named user plus, etc.) are notoriously convoluted. Sales reps may gloss over these, leading you to undercount usage. Counter-move: Do your homework. Bring in a licensing expert or use internal audits to verify your usage against contract terms. If Oracle claims you need more licenses because of some obscure rule, demand that they show exactly how they calculated it and challenge any overreach.
- Unlimited License Agreement (ULA) Temptations: Oracle may propose a ULA – an all-you-can-eat license deal for a set period – as a “cost saver.” Counter-move: Treat ULAs with skepticism. They make sense only if you have explosive growth and a deployment handle. If you do consider a ULA, negotiate the ability to certify (or exit) with clearly defined quantities and include key products you plan to use. Otherwise, you risk signing a blank check.
- Surprise “Options” in the Contract: It’s common to find Oracle sneaking in extra options or clauses (like unrestricted audit rights or restricting virtualization) in the paperwork. Counter-move: Read every line of the contract and attachments. Insist on removing or clarifying vague terms before signing. One effective tactic is negotiating explicit clauses for virtualization or cloud usage upfront – for example, an amendment that isolates licenses to certain environments so Oracle can’t later claim a compliance gap.
Internal Preparation: Before the first negotiation call, assemble a cross-functional team (IT, procurement, legal, and finance). Inventory all your Oracle deployments and current licenses and map them to business needs.
This internal clarity is your shield; it prevents Oracle from dictating what you must buy. A CIO with a solid internal license audit can confidently rebut sales scare tactics and keep the discussion on facts, not Oracle’s narrative.
Real-World Example – License Negotiation: Oracle told a global retail company that it needed to renew and expand its database licenses urgently at quarter-end for a “one-time 30% discount.” The CIO smelled a bluff. Armed with an internal usage report, she knew the company needed fewer licenses due to recent archiving efforts. She let Oracle’s quarter-end deadline pass.
When Q1 started, Oracle came back, oddly more motivated to deal. Ultimately, the retailer reduced its license count and still got a 30% discount – saving millions by not caving in to the artificial rush.
Common Traps to Avoid:
- Don’t buy shelfware: Oracle will push extras “just in case.” Avoid purchasing licenses that your team can’t definitively justify with near-term requirements.
- Don’t reveal your budget: Oracle will anchor their pricing if it sniffs out your budget or approval limits. Keep that info tight and force them to justify costs from a value perspective.
- Avoid verbal promises: An Oracle rep might promise future discounts or flexibility later – if it’s not in writing in the contract, it doesn’t exist. Lock down every concession now, not later.
Read our top 15 Oracle negotiation tactics and how to counter them.
Oracle OCI (Cloud Infrastructure) Negotiations
Oracle’s push into the cloud (OCI) comes with aggressive tactics. They’re desperate to grow cloud market share and will use every angle – even audits and license deals – to rope you in.
As a CIO, treat OCI negotiations as a separate deal from your on-prem licenses, even if Oracle tries to entwine them. Know exactly what (if anything) you want from OCI before Oracle tries to sell you the moon.
- Audit Leverage (“ABC” – Audit, Bargain, Close): Oracle has been known to threaten or initiate a software audit, then “graciously” offer a bargain: forgive or reduce the compliance penalties if you buy OCI credits or cloud subscriptions. Counter-move: Separate the issues. Don’t let an audit panic you into a cloud deal that doesn’t make business sense. If faced with this tactic, rigorously verify the audit findings (they might be exaggerated) and consider calling Oracle’s bluff – they often back off if you show you’d rather fix compliance directly than be strong-armed into the cloud.
- Attached Cloud Deals: Oracle may offer big discounts on an on-prem purchase if you “attach” a cloud commitment to it. For example, “We’ll give you 50% off Database licenses if you also spend $500K on OCI.” Counter-move: Calculate the true cost. That database discount might pale in comparison to the waste of unwanted cloud services. If you truly need both, fine – but if the cloud piece is filler, negotiate each separately. Don’t let Oracle artificially inflate its cloud numbers at your expense.
- Multi-Year Cloud Commitments: Oracle’s cloud contracts often lock you in for 3+ years of spending with little flexibility. They might push a large upfront commitment to OCI (paid annually or entirely upfront), claiming it’s the only way to get a good rate. Counter-move: Push for shorter terms or phased commitments. Insist on a wind-down clause – e.g., the ability to reduce or exit after a year if OCI isn’t meeting expectations. Also, explore a pay-as-you-go with a smaller commitment; Oracle can be surprisingly flexible if they think you might otherwise walk away entirely.
- Opaque Pricing and Usage Terms: Oracle might present a glossy cloud proposal with complex pricing (universal credits, bring-your-own-license, etc.), which makes it hard to tell what you’re paying for. Counter-move: Demand a clear breakdown. For OCI, require transparency on unit costs (CPU hour, storage, bandwidth) and what discounts you’re getting. Benchmark these against the AWS/Azure quotes you’ve obtained. Use competitive pricing to keep Oracle honest – if OCI isn’t at least in the ballpark (accounting for any Oracle-specific benefits), be ready to say no.
- “All or Nothing” Posture: Sometimes Oracle will posture that a cloud deal is tied to your overall relationship health (“If you don’t move to OCI, your legacy products might not get as much love”). Counter-move: Call this out. Make it clear you’ll consider OCI only for its technical and economic merits. Remind them you have alternatives – a strong reference to exploring AWS, Azure, or Google Cloud can realign the conversation. Oracle needs cloud customers; use that to negotiate terms, not to surrender them.
Internal Preparation: Evaluate your cloud strategy internally before engaging Oracle. Identify workloads that could move to OCI versus ones that are better on other clouds or staying on-prem. Involve your cloud architects and finance team to model OCI costs vs competitors.
If you conclude OCI doesn’t fit, be ready to justify that decision so Oracle’s sales tactics don’t sway you. If OCI is potentially attractive (e.g., for Oracle database workloads), pinpoint exactly how much and how long you’d use it – this becomes your negotiation baseline. Know your walk-away cloud alternative (even if that means staying on-prem for now).
Real-World Example—Cloud Deal: A midsize bank received an Oracle audit notice when discussing a possible move to the cloud. Oracle’s message was: “Buy $2M in OCI credits, and we can resolve these compliance issues.” The CIO didn’t bite. Instead, she spent time quantifying the audit exposure (it turned out to be wildly inflated).
Armed with data and a comparison of running the same AWS databases, she returned to Oracle. Confronted with facts, Oracle dropped the audit penalties significantly without the cloud purchase. In a twist, the CIO later adopted OCI on her timeline, but with a properly negotiated contract that included a one-year exit clause and 45% discount, independent of the audit threat.
Common Traps to Avoid:
- Overbuying Cloud Credits: Don’t commit to more cloud capacity than you can realistically use. Unused OCI credits are budget you can’t get back. It’s safer to start with a modest commitment and expand later than to overspend now and have resources sitting idle.
- Ignoring SLAs and Lock-in: Ensure the contract has meaningful service level agreements and clear exit options. Avoid getting locked into Oracle’s cloud because it’s bundled in; negotiate data portability and assistance if you migrate out.
- Mixing Cloud with License Negotiations: Keep cloud discussions separate from software licensing savings. If Oracle offers a great deal on the cloud but muddies the license compliance or renewal picture, untangle it. You don’t want a situation where your cloud spend is effectively paying for a discount on something else – each deal should stand on its own merits.
Oracle SaaS Negotiations
Oracle SaaS (Fusion apps for ERP, HCM, SCM, etc.) can be as tricky as its database deals. Oracle will push hard for an enterprise-wide SaaS adoption, often proposing more modules or users than you need.
The key for CIOs is to stay grounded in business requirements and timelines. Go into SaaS negotiations with a clear picture of who will use the software, when they’ll start, and what features are truly needed – and don’t budge from that reality.
- Suite Creep (“Why not take it all?”): Oracle reps love to sell the full SaaS suite – even if you only need, say, ERP Financials, they’ll suggest adding HCM, SCM, etc., claiming “integrated suite” benefits. Counter-move: Narrow the scope. Politely decline modules that aren’t an immediate need. Make Oracle compete on the module you care about. You can always add more later (ideally at pre-negotiated prices). Taking unneeded apps now because they’re “bundled in” means paying for subscription and shelfware implementation.
- Front-Loaded Subscriptions: Oracle often wants you to subscribe from Day 1, even if you won’t go live for months. This means you pay full price while the project is still being implemented. Counter-move: Negotiate ramp-up terms. For example, only pay a small percentage of the subscription until go-live, or start with a lower user count and scale up over time. Oracle may resist, but remind them you have other SaaS options that offer flexible ramp plans. Align payments with value received.
- Rigid Multi-Year Contracts: A standard Oracle SaaS deal might be 3 years fixed, with all licenses locked in upfront. That’s risky if your user count or business conditions change. Counter-move: Push for flexible renewal and reduction options. Try to include a clause to adjust seat counts annually or at least a right to drop a portion at renewal without penalty. At minimum, negotiate a cap on price increases when the initial term is up (e.g., no more than 5% increase at renewal) so a huge uptick does not ambush you.
- Undefined User Definitions: Oracle’s SaaS pricing often hinges on user types or usage metrics, which can be vaguely defined. (What exactly is a “Self-Service User”? Where are the boundaries on an “Enterprise” user?) Counter-move: Pin this down. Get Oracle to define user roles and privileges clearly in the contract. If you don’t, you could end up in a compliance dispute later because some user used the system in a way Oracle decided wasn’t covered. Clarity now avoids pain later.
- Overlooked Successor Clauses: Technology evolves, and Oracle might replace or rename products (for example, rolling out a new cloud module that overlaps with what you bought). Counter-move: Include protections to get equivalent access if Oracle changes its SaaS offerings. A savvy CIO will ask for a “successor product” clause – if your chosen SaaS module is deprecated, you can move to the new one with a similar scope at no additional cost. Oracle won’t offer this upfront, but it’s a reasonable ask to safeguard your investment.
Internal Preparation: Write your deployment plan on paper before discussing numbers with Oracle. Know how many users (by type) you need in each phase, what your growth or contraction outlook is, and set a firm timeline for implementation.
Involve your business process owners – if the HR team says only 500 employees will use the HCM self-service portal, don’t let Oracle sell you 5,000 “just in case.” Also, alternative SaaS providers should be researched for leverage. If Oracle senses you’re considering Workday, SAP, or others, it changes the power dynamic and can win you concessions on price and terms.
Real-World Example – SaaS Deal: A manufacturing firm was negotiating Oracle Fusion ERP and HCM Cloud. Oracle’s initial quote was for a 3-year, 5,000-user package – far above the firm’s 3,000 employees. The CIO pushed back, basing the counter on actual headcount and a phased rollout (starting with 1,000 users in year one). He also demanded a contractual cap of 5% on subscription price increases at renewal. Eager to land the SaaS deal, Oracle agreed to 3,000 users, which will be able to increase later at the same per-user price and a 0% increase for the first renewal. By sticking to real needs and having the nerve to walk away, the CIO avoided overspending on 2,000 phantom users and saved the company from a surprise cost jump in year four.
Common Traps to Avoid:
- Buying Too Much, Too Soon: Don’t let Oracle’s vision of enterprise-wide adoption seduce you if your organization isn’t ready. It’s better to start small and expand than to sign up for modules that are never used. You’ll pay subscription fees and possibly implementation costs on those unused modules – a direct hit to ROI.
- Ignoring Renewal Terms: Many customers celebrate the upfront SaaS deal and forget about renewal. Oracle knows switching is painful once you’re hooked into their platform. Without negotiated caps, they might raise prices significantly. Always secure the renewal terms in the initial deal.
- Underestimating Implementation Time: If your project takes longer than expected (which is common), you could burn through a year of subscription with little to show. Negotiate protections for delays – e.g., the ability to delay the start of the subscription or get credits. If Oracle won’t budge on timing, at least minimize the initial user count so the financial bleed is smaller during implementation.
Oracle Audit Negotiations
Oracle software audits are infamous. One day, you get that friendly-but-firm audit notice, and suddenly, you’re in the hot seat. Oracle’s License Management Services (LMS) or GLAS team will come in looking for any compliance gap to turn into revenue.
The audit process is inherently adversarial, even if Oracle frames it as routine. For CIOs, the mantra is “trust, but verify” – and maybe just verify twice. You must manage the audit diligently and negotiate any findings as hard as you’d negotiate a purchase.
- High-Stakes Fishing Expeditions: Oracle audits often cast a wide net – they’ll ask for deployment data across all your systems, hoping to catch something (unused options, extra installations, virtualization no-no’s, etc.). Counter-move: Contain the scope. Provide only what the contract obligates you to. A common approach is funneling all communication through a single point of contact (someone experienced with Oracle audits) and having legal review requests. Don’t let Oracle wander freely through your network or data – it’s your right to manage the process.
- Inflated Findings: It’s not unusual for Oracle’s initial audit report to claim you’re under-licensed by an eye-popping amount – sometimes millions of dollars – often based on aggressive interpretations of usage. Counter-move: Challenge everything. Take the time (and it will be time-consuming) to validate each finding against your records. Oracle might, for example, count every CPU in a VMware cluster as needing to be licensed, even if Oracle was constrained to one segment. If you have evidence of hard partitioning or soft clusters that limit usage, present it. This is where having third-party licensing experts can pay off – they’ll know Oracle’s tricks and how to rebut them with technical and contractual counter-evidence.
- Audit-Time Sales Pitches: Oracle’s strategy might be to quickly pivot from audit results to a sales offer – “You’re out of compliance, but if you buy XYZ licenses or a cloud package, we can settle this.” Counter-move: Separate the wheat from the chaff. An audit is a legal/contractual true-up, not a sales opportunity – at least, you shouldn’t treat it as one until you’ve verified the claims. If you decide to settle by purchasing, ensure it’s for what you owe (once verified), not an inflated bundle. And if a broader deal (like a ULA or cloud subscription) is on the table, ensure it genuinely addresses the compliance issues and provides value – not just cover them up temporarily.
- Tight Deadlines and Pressure: Oracle may impose tight timelines (“respond in 30 days” or “settle by next week for this offer”) to unsettle you. Counter-move: Use the time you’re entitled to. Most contracts say you must allow an audit, but not that you must roll over immediately. If you need more time to analyze data or consult experts, ask for it. Oracle won’t want to extend an audit indefinitely, but they also know pushing too hard could backfire (you always have the option to litigate if they act unreasonably). Showing that you’re methodically working through the findings can earn you extensions and signals that you won’t be bullied.
- Settling Without Future Protection: Suppose you settle (license purchase or other agreement) to close an audit. Oracle might happily take your check and close it, but leave you exposed to the same issues in the future. Counter-move: Any settlement must come with clear documentation. Ensure Oracle signs off that compliance issues are fully resolved by this settlement. If you buy licenses for virtualization use, update the contract to permit that usage explicitly in the future. Essentially, close the loophole that caused the audit in the first place. You do not want a recurring audit nightmare on the same issue.
Internal Preparation: The best time to prepare for an Oracle audit is long before you’re in one. Implement robust software asset management for Oracle products: track where each license is deployed, who’s using what options, and keep evidence of configuration (especially around virtualization and cloud). Also, set internal policies so that a central team approves any Oracle installation (even a test instance) – this prevents well-meaning engineers from unknowingly triggering compliance issues (like enabling a pack or feature without a license). When an audit does happen, convene a dedicated team (including IT, procurement, legal, and possibly an outside Oracle licensing advisor) to manage it. Being organized and unified in response is half the battle.
Real-World Example – Audit Showdown: An Asia-Pacific telecom received an Oracle audit report claiming a $15 million shortfall, largely due to how Oracle counted virtualization. The CIO’s team didn’t panic; they dug into the technical setup. They proved that Oracle database instances were pinned to specific servers (using Oracle’s hard-partitioning rules) and that Oracle’s auditors had double-counted usage in a clustered environment. Faced with detailed evidence and contractual proof, Oracle revised the compliance gap down to just $1 million. Even then, the CIO negotiated that purchase to be offset by credits for a cloud pilot project the company was planning – effectively turning a scary audit into a modest investment with future benefits. The key was meticulous internal data and the courage to call out Oracle’s overreach.
Common Traps to Avoid:
- Taking Oracle’s Findings at Face Value: An audit report is not gospel. Many accept it without question – a costly mistake. Always validate with your analysis. Oracle often makes wrong assumptions (accidental or strategic).
- Letting Sales Drive the Audit: Keep Oracle’s sales reps at arm’s length during an audit. They’ll be eager to “help” by offering solutions, but you need objective facts first. Treat the audit as a legal process; involve sales only when you’re ready to explore resolutions, not before.
- Lack of Documentation: If you settle, document everything. If Oracle gives you a concession (e.g., forgiving some fees or granting a special license term), get it in writing, signed by both parties. Tribal knowledge or handshake deals with the rep won’t hold up later if people change roles or memory fades.
- No Post-Audit Action: After closing an audit, many companies sigh with relief and move on – until the next audit. That’s a trap. Immediately fix the processes that led to the findings. If you had a virtualization setup that confused licensing, update your architecture or license agreements to clarify it. Make sure the next audit (and there will be a next one) finds nothing new.
Oracle Support Renewal Negotiations
Annual support fees to Oracle are the “tax” you pay for using their software – typically 22% of your license purchase price yearly. And that’s just the start: Oracle often hikes the support bill 3-4% annually (recently even as high as 8% in some cases) with little justification beyond “policy.”
Support renewals are a golden goose for Oracle – and a perennial pain for CIOs trying to control costs. The blunt truth: Oracle rarely volunteers support savings; you have to take them.
Here’s how to handle support renewal talks with steely resolve:
- Sticker Shock and 8% Escalation: Don’t be surprised if your renewal quote is higher than last year’s, even if you didn’t add anything. Oracle has implemented across-the-board increases (e.g., an inflation adjustment of +8% that many customers saw). Counter-move: Challenge the increase. Push back and ask for a justification. Often, Oracle reps will “see what they can do” and come back with a smaller uplift or even hold last year’s price for a cycle if they fear losing you. It helps to have a credible alternative (see next point).
- Exploring Third-Party Support: Firms like Rimini Street, Spinnaker, and others specialize in Oracle support at roughly half the cost. Oracle, of course, hates this and will scare you with the loss of upgrades or supportability. Counter-move: Get a quote from a third-party support provider for some or all of your Oracle portfolio. Presenting this option to Oracle is powerful leverage – it shows you are ready to leave their support ecosystem. In many cases, demonstrating serious interest in third-party support has made Oracle suddenly more flexible, such as offering a longer price freeze or a one-time discount to keep your business. And if they don’t budge, moving some systems to a third party can save significant money (just weigh the risks for critical systems).
- Dropping Unused Licenses: If you have Oracle licenses you’re no longer using, you might think it’s smart to terminate support. Oracle’s tactic then is “repricing” – they’ll say if you drop support on Product A, the discount on your remaining Products B and C goes away, so you end up paying the same for less. Counter-move: Evaluate the cost vs. benefit. Sometimes it’s still worth shedding dead weight licenses even with repricing – you cut future exposure and simplify your estate. Another approach is to negotiate a partial termination without reprice (it’s rare, but if you’re making a new purchase or have leverage, ask for it). Or consider converting those licenses to a cloud subscription or other arrangement Oracle is pushing, as a way to get value for them rather than paying maintenance endlessly.
- Timing and Fiscal Year Games: Oracle knows you likely need support continuously, and they schedule renewals typically in their Q4 (May/June) when they’re busiest. Some customers feel they have no choice but to sign and pay. Counter-move: Create a plan 6-12 months in advance. Engage Oracle early about the renewal – yes, well before that quote shows up. If you start early, you can signal that you’re evaluating options. Oracle reps loathe the idea of a big support deal not renewing; if you give them enough heads-up that you might trim or cancel, it will escalate within Oracle. That’s when you might get an outreach from higher-ups to “discuss your support situation,” which is your opening to negotiate better terms.
- Decoupling New Purchases from Support: Oracle sometimes offers a concession on support if you buy more licenses or cloud services (“Invest $1M in new licenses, and we’ll give 10% off your support renewal”). Counter-move: Weigh this carefully. It might be worthwhile if those new licenses were needed; you get a bundle discount. But don’t buy stuff you don’t need just to save on support – that’s robbing Peter to pay Paul. Also, ensure the support discount is permanent (or at least lasts several years), not a one-time coupon. If you take a deal like this, document that the support base is adjusted so that future increases apply to the lowered amount.
Internal Preparation: Comb through your support contracts well before renewal. Identify which line items are mission-critical and which are candidates for third-party support or retirement. It’s often eye-opening to see how much you pay for legacy systems no one uses – those are prime for elimination or outside support.
Also, engage your finance team to project the multi-year cost if you do nothing – the cumulative 3-8% annual hikes over five years are substantial. Use that data to build urgency internally for pursuing alternatives. Finally, if you explore third-party support, coordinate with legal because Oracle may retaliate (for example, by cutting off access to future patches or asserting IP use restrictions). You want a unified stance if you go that route.
Real-World Example – Support Renewal: A large software company was spending $10 million a year on Oracle support, with an expected increase to $10.8 million due to an announced 8% hike. The CIO formed a task force and discovered that 25% of those fees were for products the company had retired or would retire within a year. Instead of rubber-stamping the renewal, they formally notified Oracle of their intent not to renew that 25%. Oracle account managers panicked – $2.5 million at risk! In response,
Oracle offered a deal: keep those licenses on support for one more year and purchase a small amount of Oracle Cloud credits in exchange for a 0% increase on the entire $10M support bill for the next two years. The CIO took that offer to the CFO: it meant immediate savings (no 8% uplift = ~$800k saved) and time to transition off the unused products. By playing hardball on support, the company turned a looming increase into a flatline cost and even got a foot in the cloud door on their terms.
Common Traps to Avoid:
- Renewing Blindly: Approving the renewal quote each year is easiest. But this is exactly what Oracle counts on. It’s a trap because, over time, you’ll be paying far more and have no leverage. Always review and question your renewal—every year.
- Accepting “Support is Non-Negotiable”: Oracle reps often claim support prices can’t be changed. While support pricing is certainly standardized, large customers have obtained concessions by leveraging volume or alternate options. Don’t take “no” from a salesman without verifying from others or pushing higher up.
- Ignoring Contract Details: Check if your support contract has any caps or clauses (sometimes, multi-year deals or previous negotiations embed terms). Also, note the notice period for cancellation – if you miss it, you’re stuck for another year. Some Oracle contracts auto-renew; know those dates so you’re not caught off guard.
- Not Communicating Internally: If you decide to cut support or switch to a third party, prepare the IT ops teams for what that means (no new patches from Oracle, etc.). Ensure all stakeholders (app owners, security, etc.) are on board. A common pitfall is canceling support to save money, and then an emergency arises and someone panics because Oracle won’t help. Avoid that with proper internal alignment.
Conclusion: Negotiating with Oracle is not for the faint of heart. The common thread across licenses, cloud, SaaS, audits, and support is preparation and backbone. Oracle will use complexity and pressure to its advantage at every turn.
The most successful CIOs treat every Oracle interaction as a calculated business negotiation: they come armed with data, understand Oracle’s tactics, and are ready with countermeasures.
Most importantly, they are willing to say “no” and walk away from a bad deal – and that’s often what it takes to eventually get a good one. With a no-nonsense approach and the abovementioned strategies, you can turn even Oracle’s hardball tactics into an opportunity to secure fair, if not favorable, terms for your organization.
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