????此外，還會有一系列與人力資本管理（比如人力資源）和客戶體驗軟件（如銷售應(yīng)用）等領(lǐng)域有關(guān)的云技術(shù)產(chǎn)品。此外，我們還會談到M6，這是Spark（服務(wù)器）產(chǎn)品中的一個硅片。此外，我們還會在大會上宣布其他硬件產(chǎn)品。

我們再回到云服務(wù)。從收益或利潤的角度來看，云服務(wù)與傳統(tǒng)軟件在貴公司整體業(yè)務(wù)中占多大的比例？

????我們無法給出云服務(wù)的數(shù)字。原因是，雖然我們有以訂閱方式提供的“軟件即服務(wù)”產(chǎn)品，而且我們也給出了這部分的數(shù)字：每年超過10億美元，但它并不包括所有在云中使用的甲骨文產(chǎn)品。（投資者期望甲骨文今年的收入在380億美元左右。）所以，它沒有涵蓋我們出售給Salesforce.com的所有產(chǎn)品，而他們可能會使用我們的產(chǎn)品運行他們的云服務(wù)。

但在你舉的例子中，甲骨文出售給Salesforce.com的是傳統(tǒng)軟件。這也是他們購買的原因。他們怎么使用這些軟件是他們的自由。我的意思是，你也沒有在收益中包括汽車的銷售。沒有人問：“汽車銷售占公司收益的比例是多少？”

????是的，我們沒有出售太多的汽車。但我們確實將軟件出售給經(jīng)營云的人。記住，云技術(shù)包含許多元素。有工具，有基礎(chǔ)設(shè)施，還有應(yīng)用。而且，不僅有你所想的共用云。在防火墻后面還有私有云。我之所以進行這樣的對比，是因為“云”是一個相對復雜的術(shù)語。它只是一個涵蓋性的術(shù)語。云意味著一整套東西。按照云的定義，我們出售的大量產(chǎn)品被用作私有云。還有我們自己的“軟件即服務(wù)”應(yīng)用，可供人們使用。這些數(shù)字一直都是公開的。

也就是超過十億美元的銷售額。

????是的。

增長速度如何？

????我們尚未公布這個數(shù)字，不過非常樂觀。

甲骨文對旗下的云產(chǎn)品滿意嗎？甲骨文進入云領(lǐng)域的時機夠早嗎？目前實現(xiàn)的目標是你們需要達到的嗎？更年輕、規(guī)模更小的競爭對手在云技術(shù)領(lǐng)域發(fā)展更快，對此你會感到擔憂嗎？我想這是三個問題。

????是的。乍一聽像是五六個問題。（準確的說，一共是四個問題。）

我知道你能接得住。

????我想甲骨文做過兩件事。云這個概念還沒有出現(xiàn)之前，當時還只有網(wǎng)絡(luò)軟件，拉里成立了一家叫NteSuite的公司。NetSuite的出現(xiàn)要早于Salesforce.com。所以，當時拉里認為，網(wǎng)絡(luò)軟件聽起來是個不錯的主意。（NetSuite公司致力于在線銷售軟件，目前市值80億美元；相比之下，Salesforce.com的市值已經(jīng)超過300億美元。甲骨文CEO拉里?埃里克森仍控制著NetSuite約44%的股份。）

????于是，我們開始了通過研發(fā)系統(tǒng)開發(fā)應(yīng)用，同時收購并未通過研發(fā)制造的應(yīng)用。例如，我們有銷售自動化解決方案，它由甲骨文系統(tǒng)自己開發(fā)。而我們收購了一家名為RightNow的公司，獲得了服務(wù)自動化解決方案。他們都是業(yè)內(nèi)領(lǐng)導者。而且，我們收購的每家公司都是如此。在人力資本管理（通常稱為人力資源軟件）領(lǐng)域，我們開發(fā)了核心產(chǎn)品。但我們收購了一款招聘應(yīng)用Taleo。我們沒有營銷自動化解決方法，所以我們收購了一家世界領(lǐng)先的營銷自動化服務(wù)提供商Eloqua公司。因此可以說，通過自主開發(fā)與收購的模式，我們具備了在業(yè)內(nèi)無可匹敵的能力。沒有任何其他公司具備這樣的能力。

????There will be another series of cloud announcements around things like human capital management [think: human resources] and customer experience software [like sales applications]. You'll also hear us talk about a thing called M6, which is a piece of silicon which is in the Spark [server] product line. And there will be a series of other hardware announcements.

Going back to the cloud, what percentage of overall business, expressed either in revenues or profits, is cloud vs. traditional software?

????We don't really give out a cloud number. The reason it's hard to do, is that while we have software as a service offered as a subscription -- and we give out that number: It's in excess of a rate of $1 billion a year -- that would not include all the things in the Oracle portfolio that are used in the cloud. [Investors expect Oracle to record revenues this year in the neighborhood of $38 billion.] So that doesn't include everything we sell to Salesforce.com, which is used for them to run their cloud, for example.

But in your example, what you're selling to Salesforce.com is traditional software. That's how they're buying it. What they do with it is their business. I mean, you don't include auto sales either in your revenue either. No one's asking you, "What's your percentage of revenue from selling automobiles?"

????Yeah, we don't sell too many automobiles. But we do sell software to people that run clouds. Remember, there's multiple elements to the cloud. There's tools. There's infrastructure. And there's applications. In addition, there's not just what you think of as the public cloud. There's a thing called the private cloud, behind the firewall. And the only reason I'm making these distinctions is that the word "cloud" is a relatively complicated term. It's an umbrella term. Cloud means a whole set of things. And by that definition of cloud, we sell tons of things that are used as a private cloud. And then we have our own [software-as-a-service] applications that people can use. And we've been public about that number.

Which is that billion-dollar-plus run rate.

????Yes.

Growing at what kind of rate?

????We don't publish that. It's a good number.

How satisfied is Oracle with its cloud offerings? Did you get into it early enough? Are you where you need to be now? Are you concerned with the younger, smaller competitors that grow much more quickly in cloud offerings? Three questions, I guess.

????Yeah. It sounded like five or six in one thought? [For the record, it was four questions.]

I know you're up to it.

????I think Oracle did a couple things. When there was no such word as cloud, and there was just software over the Internet, Larry started this company called NetSuite. NetSuite pre-dated Salesforce.com. So Larry had this idea that software over the Internet seemed like a pretty good idea way back at the time. [NetSuite, which focuses on online sales software, is worth about $8 billion today, compared with Salesforce.com's valuation of more than $30 billion. Larry Ellison, CEO of Oracle, continues to control nearly 44% of NetSuite's shares.]

????And so we went about the process of building applications organically through R&D, and simultaneously acquiring pieces that we weren't building through R&D. For example, we have a sales automation solution that was built organically by Oracle. We have a service automation solution that we bought, a company called RightNow. They are the leader. And by the way, every company we bought was the leader in their space. In human-capital management [usually known as human-resources software] we built a core product. And we bought Taleo, a recruiting app. We did not have a marketing automation solution. So we bought a company called Eloqua that is the leading marketing automation solution in the world. So this is now a combination of a build-and-buy strategy to build a suite of capabilities that's unmatched in the industry. Nobody has it.