7 Subject Areas
Subject Areas
This chapter provides information on the subject areas with data you maintain in Oracle Analytics for Advertising and Customer Experience (CX). These subject areas, with their corresponding data, are available for you to use when creating and editing analyses and reports. The information for each subject area includes:
This section provides information on the subject areas with data you maintain in Oracle Fusion CX Analytics. These subject areas, with their corresponding data, are available for you to use when creating and editing analyses and reports. The information for each subject area includes:
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Description of the subject area.
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Business questions that can be answered by data in the subject area, with a link to more detailed information about each business question.
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Job-specific groups and duty roles that can be used to secure access to the subject area, with a link to more detailed information about each job role and duty role.
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Primary navigation to the work area that is represented by the subject area.
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Time reporting considerations in using the subject area, such as whether the subject area reports historical data or only the current data. Historical reporting refers to reporting on historical transactional data in a subject area. With a few exceptions, all dimensional data are current as of the primary transaction dates or system date.
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The lowest grain of transactional data in a subject area. The lowest transactional data grain determines how data are joined in a report.
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Special considerations, tips, and things to look out for in using the subject area to create analyses and reports.
Overview
This section details subject area information for Customer Experience data using Oracle Fusion CX Analytics.
Download this ZIP file that contains available subject areas that apply to the current version of Oracle Fusion CX Analytics. Once the file downloads, extract the file, open the folder, and then open the release-specific HTML file. For example, click 24R1_Fusion_CX_Analytics_SubjectAreas.html.
Offerings and Functional Areas
This table shows the offerings in Oracle Fusion CX Analytics and their source.
| Offering | Functional Area | Activation Dependency * | Subject Areas Covered | Source | Initial Release |
|---|---|---|---|---|---|
| Customer Experience Sales Analytics | Sales Pipeline | None |
|
Oracle CX Cloud (Fusion Sales) | 22R2 |
| Customer Experience Sales Analytics | Sales Pipeline Snapshot | Sales Pipeline |
|
Oracle CX Cloud (Fusion Sales) | 22R2 |
| Customer Experience Sales Analytics | Sales CPQ Integrated Analytics | Sales Pipeline |
|
Oracle CX Cloud (Fusion Sales)+ | 22R2 |
| Customer Experience Marketing Analytics | Marketing Campaign Closed Loop Analytics | Sales Pipeline |
|
Oracle CX Cloud (Fusion Sales)# | 22R2 |
| Customer Experience Service Analytics | B2B Service Analytics | None |
|
Oracle CX Cloud (Fusion B2B Service) | 22R2 |
| Subscription Analytics | Subscription Management Analytics | None |
|
Oracle Subscription Management | 22R3 |
| Subscription Analytics | Subscription Management Snapshot | Subscription Management Analytics |
|
Oracle Subscription Management | 22R3 |
| Customer Experience Marketing Analytics | Marketing Campaign Analytics | None |
|
Oracle Eloqua** | 22R3 |
| Customer Experience Marketing Analytics | Marketing Campaign Activity Detail Analytics | Marketing Campaign Analytics |
|
Oracle Eloqua** | 23R3 |
| Customer Experience Security Configuration | CX Security Data | None |
|
Oracle CX Cloud (Fusion Sales) | 23R3 |
| Customer Experience Sales Analytics | CX Resource HCM Worker Analytics | Sales Pipeline |
|
Oracle CX Cloud (Fusion Sales) | 23R3 |
* The functional area listed must be activated.
+ The pipeline or functional area is applicable when there's integration between Oracle Fusion Cloud Sales Automation and Oracle Configure, Price, Quote, otherwise the subject area won't have data.
# The pipeline or functional area is applicable when there's integration between Oracle Fusion Cloud Sales Automation and Oracle Eloqua Marketing Automation, otherwise the subject area won't have data.
** Enable the Odata flag for the Eloqua instance.
Security Assignment
Description
Using the Security Assignment subject area, you can create reports about the current security assignments. These reports enable you to track the security contexts and the users who have access to the security contexts.
Business Questions
This subject area can answer the following business questions:
- What is the total number of security contexts?
- What is the number of users by security context?
- Which user is assigned to which security context and when was the assignment done?
Duty Roles
The Security Reporting Duty role secures access to this subject area. See Common Duty Roles.
Primary Navigation
Folder: /Shared Folders/Common/Security Assignment
Workbook: Security Audit
Special Considerations
None.
Security Audit History
This section is applicable for CX Subscription Management Analytics only.
Description
Using the data in the Security Audit History subject area, you can create reports to track assignment of users to groups, groups to roles, and security context members to users.
Business Questions
This subject area can answer the following business questions:
- When was a group created?
- When was a role created?
- When was a user assigned to or removed from a group?
- When was a user assigned to or removed from a role?
- When was a user assigned to or removed from a security context?
Duty Roles
The Security Reporting Duty role secures access to this subject area. See Common Duty Roles.
Primary Navigation
Folder: /Shared Folders/Common/Security Audit History
Workbook: Security Audit
Special Considerations
None.
Usage Tracking
Description
Usage Tracking is a powerful feature that has been available in Oracle Analytics Cloud. In Oracle Fusion Analytics Warehouse you can track usage to determine which user queries are creating performance bottlenecks, based on query frequency and response time. Administrators set up the criteria to track user queries and generate usage reports that you can use in a variety of ways such as reports optimization, user session strategies, or plan usage by users, and departments based on the resources that they consume. When reviewing the business metrics, it is important to keep the usability considerations in mind including trends, slice-and-dice, and drilldowns. Where applicable, benchmark information showcasing performance with the peer group is available. Companies typically set strategic quarterly goals in terms of key metrics; where applicable, the business metrics show progress towards such goals.
Business Questions
This subject area can answer the following business questions:
- What are the average queries ran by the user by month?
- How many number of user sessions were created per month?
- How many distinct queries were run per month?
- How many distinct users used the system?
- How many distinct users used the system in a week?
- What are the average queries ran by the user in a week?
- How many logical queries ran by the top users?
Duty Roles
The Usage Tracking Analysis Duty role secures access to this subject area. See Common Duty Roles.
Primary Navigation
Folder: /Shared Folders/Common/Usage Tracking
Workbook: Usage Tracking
Special Considerations
None.
Warehouse Refresh Statistics
Description
The Warehouse Refresh Statistics subject area provides valuable information on pipeline activity and performance. You can use this subject area to create analytics on data refreshes, pipeline jobs, job failures, and details on rejected records. Together with data validation, this subject area helps reconcile data between the Oracle Fusion Cloud Applications source module and Oracle Fusion Analytics Warehouse, and improve data quality over time.
Business Questions
This subject area can answer the following business questions:
- When was the warehouse last refreshed, by each module?
- Which modules have high percentage of rejected records?
- What are the specific records that have been rejected for a certain module?
- What errors did the pipeline encounter, by specific jobs?
- Which jobs fail most frequently?
- What are the cascading effects, for example what other related records also fail due to a certain failure of a job?
Duty Roles
The Data Warehouse Refresh Analysis Duty role secures access to this subject area. See Common Duty Roles.
Primary Navigation
Folder: /Shared Folders/Common/Warehouse Refresh Statistics
Workbook: Warehouse Refresh Statistics
Special Considerations
None.
Business Questions
For each business question in this section, links are provided for more detailed information about the subject areas, job-specific groups, and duty roles associated with the business question.
Overview
For each business question in this section, links are provided for more detailed information about the subject areas, job-specific groups, and duty roles associated with the business question.
Download this ZIP file that contains available business questions that apply to the current version of Oracle Fusion CX Analytics. Once the file downloads, extract the file, open the folder, and then open the release-specific HTML file. For example, click 24R1_Fusion_CX_Analytics_BQs.html.
Note:
Job roles are the same as job-specific groups.Job-Specific Groups
Overview
This section provides job-specific groups that can be used to secure access to the subject area.
Note:
Job roles are the same as job-specific groups.| Job-Specific Group Code | Job-Specific Group Name | Description | Associated Application Roles | Functional Area |
|---|---|---|---|---|
| ORA_ZBS_SALES_ADMINISTRATOR_JOB | Sales Administrator | Sales Administrator Job Group |
OA4F_CX_CAMPAIGN_MEMBERS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVN_DUTY OA4F_CONTENT_REPORTING_CONFIG OA4F_CX_SALES_LEAD_ACTIVITY_DUTY OA4F_CX_LEADS_DUTY OA4F_CX_SALES_LEAD_CUSTOM_DATA OA4F_CX_SALES_LEADS_DATA OA4F_CX_OPTY_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_CUSTOM_DATA OA4F_CX_SALES_OPTY_DATA OA4F_CX_REVN_LINE_ANALYSIS_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_DUTY OA4F_CX_SALES_ACCNT_DATA OA4F_CX_SALES_ACTIVITY_DUTY OA4F_CX_SALES_ACTIVITY_ASSIGNEE_DATA OA4F_CX_SALES_ACTIVITY_DELEGATOR_DATA OA4F_CX_SALES_ACTIVITY_RES_HIER_DATA OA4F_CX_SALES_ACTIVITY_CUSTOM_DATA OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_QUOTE_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ALL_DATA OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_MEMBERS_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_CONTENT_DUTY OA4F_CX_LEADS_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_PIPELINE_OAC_CONTENT_DUTY OA4F_CX_WIN_LOSS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_EFFECTIVENESS_OAC_CONTENT_DUTY OA4F_CX_OPPORTUNITY_QUOTES_OAC_CONTENT_DUTY OA4F_CX_SR_MANAGEMENT_OAC_CONTENT_DUTY OA4F_CX_RENEWAL_SALES_OAC_CONTENT_DUTY OA4F_CX_LEAD_CONVERSION_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_ACTIVITY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_MEMBERS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_OAC_CONTENT_DUTY |
CX Sales |
| ORA_ZBS_SALES_VP_JOB | Sales VP | Sales VP Job Group |
OA4F_CX_CAMPAIGN_MEMBERS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVN_DUTY OA4F_CONTENT_REPORTING_CONFIG OA4F_CX_SALES_LEAD_ACTIVITY_DUTY OA4F_CX_LEADS_DUTY OA4F_CX_SALES_LEAD_CUSTOM_DATA OA4F_CX_SALES_LEADS_DATA OA4F_CX_OPTY_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_CUSTOM_DATA OA4F_CX_SALES_OPTY_DATA OA4F_CX_REVN_LINE_ANALYSIS_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_DUTY OA4F_CX_SALES_ACCNT_DATA OA4F_CX_SALES_ACTIVITY_DUTY OA4F_CX_SALES_ACTIVITY_ASSIGNEE_DATA OA4F_CX_SALES_ACTIVITY_DELEGATOR_DATA OA4F_CX_SALES_ACTIVITY_RES_HIER_DATA OA4F_CX_SALES_ACTIVITY_CUSTOM_DATA OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_QUOTE_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ALL_DATA OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_MEMBERS_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_CONTENT_DUTY OA4F_CX_LEADS_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_PIPELINE_OAC_CONTENT_DUTY OA4F_CX_WIN_LOSS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_EFFECTIVENESS_OAC_CONTENT_DUTY OA4F_CX_OPPORTUNITY_QUOTES_OAC_CONTENT_DUTY OA4F_CX_SR_MANAGEMENT_OAC_CONTENT_DUTY OA4F_CX_RENEWAL_SALES_OAC_CONTENT_DUTY OA4F_CX_LEAD_CONVERSION_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_ACTIVITY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_MEMBERS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_OAC_CONTENT_DUTY |
CX Sales |
| ORA_ZBS_SALES_MANAGER_JOB | Sales Manager | Sales Manager Job Group |
OA4F_CX_CAMPAIGN_MEMBERS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVN_DUTY OA4F_CONTENT_REPORTING_CONFIG OA4F_CX_SALES_LEAD_ACTIVITY_DUTY OA4F_CX_LEADS_DUTY OA4F_CX_SALES_LEAD_CUSTOM_DATA OA4F_CX_SALES_LEADS_DATA OA4F_CX_OPTY_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_CUSTOM_DATA OA4F_CX_SALES_OPTY_DATA OA4F_CX_REVN_LINE_ANALYSIS_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_DUTY OA4F_CX_SALES_ACCNT_DATA OA4F_CX_SALES_ACTIVITY_DUTY OA4F_CX_SALES_ACTIVITY_ASSIGNEE_DATA OA4F_CX_SALES_ACTIVITY_DELEGATOR_DATA OA4F_CX_SALES_ACTIVITY_RES_HIER_DATA OA4F_CX_SALES_ACTIVITY_CUSTOM_DATA OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_QUOTE_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ALL_DATA OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_MEMBERS_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_CONTENT_DUTY OA4F_CX_LEADS_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_PIPELINE_OAC_CONTENT_DUTY OA4F_CX_WIN_LOSS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_EFFECTIVENESS_OAC_CONTENT_DUTY OA4F_CX_OPPORTUNITY_QUOTES_OAC_CONTENT_DUTY OA4F_CX_SR_MANAGEMENT_OAC_CONTENT_DUTY OA4F_CX_RENEWAL_SALES_OAC_CONTENT_DUTY OA4F_CX_LEAD_CONVERSION_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_ACTIVITY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_MEMBERS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_OAC_CONTENT_DUTY |
CX Sales |
| ORA_ZBS_SALES_REPRESENTATIVE_JOB | Sales Representative | Sales Representative Job Group |
OA4F_CX_CAMPAIGN_MEMBERS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVN_DUTY OA4F_CONTENT_REPORTING_CONFIG OA4F_CX_SALES_LEAD_ACTIVITY_DUTY OA4F_CX_LEADS_DUTY OA4F_CX_SALES_LEAD_CUSTOM_DATA OA4F_CX_SALES_LEADS_DATA OA4F_CX_OPTY_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_CUSTOM_DATA OA4F_CX_SALES_OPTY_DATA OA4F_CX_REVN_LINE_ANALYSIS_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_DUTY OA4F_CX_SALES_ACCNT_DATA OA4F_CX_SALES_ACTIVITY_DUTY OA4F_CX_SALES_ACTIVITY_ASSIGNEE_DATA OA4F_CX_SALES_ACTIVITY_DELEGATOR_DATA OA4F_CX_SALES_ACTIVITY_RES_HIER_DATA OA4F_CX_SALES_ACTIVITY_CUSTOM_DATA OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_DUTY OA4F_CX_SALES_OPTY_QUOTE_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_CUSTOM_DATA OA4F_CX_SERVICE_REQUEST_ALL_DATA OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_MEMBERS_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_CONTENT_DUTY OA4F_CX_LEADS_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_CONTENT_DUTY OA4F_CX_SALES_PIPELINE_OAC_CONTENT_DUTY OA4F_CX_WIN_LOSS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_EFFECTIVENESS_OAC_CONTENT_DUTY OA4F_CX_OPPORTUNITY_QUOTES_OAC_CONTENT_DUTY OA4F_CX_SR_MANAGEMENT_OAC_CONTENT_DUTY OA4F_CX_RENEWAL_SALES_OAC_CONTENT_DUTY OA4F_CX_LEAD_CONVERSION_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_ACTIVITY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_MEMBERS_OAC_CONTENT_DUTY OA4F_CX_SALES_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_LEAD_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_OAC_CONTENT_DUTY OA4F_CX_LEADS_OAC_CONTENT_DUTY OA4F_CX_OPTY_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_REVN_LINE_SNP_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_OPTY_PROG_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_CONTENT_DUTY OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_OAC_CONTENT_DUTY |
CX Sales |
| ORA_SVC_CUSTOMER_SERVICE_REPRESENTATIVE_JOB | Customer Service Representative | Customer Service Representative Job Group |
OA4F_CX_SERVICE_REQUEST_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_CONTENT_DUTY OA4F_CX_SR_MANAGEMENT_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_OAC_CONTENT_DUTY |
CX Service |
| ORA_SVC_CUSTOMER_SERVICE_MANAGER_JOB | Customer Service Manager | Customer Service Manager Job Group |
OA4F_CX_SERVICE_REQUEST_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_CONTENT_DUTY OA4F_CX_SR_MANAGEMENT_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_OAC_CONTENT_DUTY |
CX Service |
| ORA_OSS_SUBSCRIPTION_SPECIALIST_JOB | Subscription Specialist | Subscription Specialist Job Groups |
OA4F_CX_SUBCRIPTIONS_ANALYSIS_DUTY OA4F_CX_SUBSCRIPTION_CUSTOM_DATA OA4F_CX_SUBCRIPTION_BILL_LINE_ANALYSIS_DUTY OA4F_CX_SUBCRIPTION_HISTORICAL_TREND_ANALYSIS_DUTY OA4F_CX_SUBCRIPTIONS_ANALYSIS_CONTENT_DUTY OA4F_CX_SUBCRIPTION_BILL_LINE_ANALYSIS_CONTENT_DUTY OA4F_CX_SUBCRIPTION_HISTORICAL_TREND_ANALYSIS_CONTENT_DUTY OA4F_CX_SUBCRIPTIONS_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SUBCRIPTION_HISTORICAL_TREND_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SUBCRIPTION_BILL_LINE_ANALYSIS_OAC_CONTENT_DUTY OA4F_CX_SUBSCRIPTION_CUSTOM_DATA OA4F_CX_SUBSCRIPTION_BUSINESS_UNIT_DATA |
CX Subscription |
Common Job-Specific Groups
The common job-specific groups are applicable across the analytics applications that are part of Oracle Fusion Analytics Warehouse such as Oracle Fusion HCM Analytics and Oracle Fusion ERP Analytics.
| Job-Specific Group Code | Job-Specific Group Name | Description | Associated Application Roles | Associated Application Role Names | Functional Area |
|---|---|---|---|---|---|
| ORA_FND_INTEGRATION_SPECIALIST_JOB | Integration Specialist | Individual responsible for planning, coordinating, and supervising all activities related to the integration of enterprise information systems. Has author privileges. |
Author OA4F_COMMON_DATA_ADMIN_ANALYSIS_DUTY |
Not applicable | Common |
Data Roles
Overview
This section provides data roles that can be used to secure access to the subject area.
| Data Role Code | Data Role Name | Description | Functional Area |
|---|---|---|---|
| OA4F_CX_SALES_ACTIVITY_ASSIGNEE_DATA | Sales Activity By Assignee Data Security | Data security role to access activity data by Assignee. | CX Sales |
| OA4F_CX_SALES_ACTIVITY_DELEGATOR_DATA | Sales Activity By Delegator Data Security | Data security role to access Sales activity data by Delegator. | CX Sales |
| OA4F_CX_SALES_ACTIVITY_RES_HIER_DATA | Sales Activity By Resource Hierarchy Data Security | Data security role to access activity data by Resource Hierarchy. | CX Sales |
| OA4F_CX_SALES_ACTIVITY_CUSTOM_DATA | Sales Activity Custom and System Access Group Data Security | Data security role to access Activity data by Activity Access Group data. | CX Sales |
| OA4F_CX_SALES_LEAD_CUSTOM_DATA | Lead Custom and System Access Group Data Security | Data security role to access Lead data by Access Group data | CX Sales |
| OA4F_CX_SALES_LEADS_DATA | Lead Data Security | Data security role to access Lead data. | CX Sales |
| OA4F_CX_SALES_OPTY_CUSTOM_DATA | Opportunity Custom and System Access Group Data Security | Data security role to access Opportunity data by Access Group data. | CX Sales |
| OA4F_CX_SALES_OPTY_DATA | Opportunity Data Security | Data security role to opportunity data. | CX Sales |
| OA4F_CX_SALES_ACCNT_DATA | Sales Account Data Security | Data security role to access sales account data. | CX Sales |
| OA4F_CX_SERVICE_REQUEST_CUSTOM_DATA | Service Request Custom and System Access Group Data Security | Data security role to access B2B Service Request data by Activity Access Group data. | CX Service |
| OA4F_CX_SERVICE_REQUEST_ALL_DATA | Service Request All Data Security | Data security role to allow acess to all Service Request data. | CX Service |
| OA4F_CX_SALES_OPTY_QUOTE_CUSTOM_DATA | Opportunity Quote Custom and System Access Group Data Security | Data security role to access Opportunity Quote data by Access group data. | CX Sales |
| OA4F_CX_SUBSCRIPTION_BUSINESS_UNIT_DATA | Subscription Business Unit Data Security | Data Security role to access Subscription Business Unit based data | CX Subscription |
| OA4F_CX_SUBSCRIPTION_CUSTOM_DATA | Subscription Custom and System Access Group Data Security | Data Security role to access Subscription data by Access group data | CX Subscription |
Duty Roles
Overview
This section provides subject area and content-related duty roles that you can use to secure access to the subject areas and specific content. For each duty role in this section, links are provided for detailed information about the job-specific groups, subject areas, and business questions associated with the duty role.
| Duty Role Code | Duty Role Name | Duty Role Description | Functional Area | Gets access to Subject Area Display Name OR Associated Role |
|---|---|---|---|---|
| OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_DUTY | Sales Opportunity Activity Analysis Duty | Controls presentation catalog access to CX - Opportunity Activity subject area. | CX - Sales | CX - Opportunity Activity |
| OA4F_CX_SALES_LEAD_ACTIVITY_DUTY | Lead Activity Analysis Duty | Controls presentation catalog access to CX - Lead Activity subject area. | CX - Sales | CX - Lead Activity |
| OA4F_CX_SALES_ACTIVITY_DUTY | Sales Activity Analysis Duty | Controls presentation catalog access to CX - Activity subject area. | CX - Sales | CX - Activity |
| OA4F_CX_REVN_LINE_SNP_ANALYSIS_DUTY | Opportunity Revenue Line Snapshot Duty | Controls presentation catalog access to CX - Opportunity Revenue Line Snapshot subject area. | CX - Sales | CX - Opportunity Revenue Line Snapshot |
| OA4F_CX_REVN_LINE_ANALYSIS_DUTY | Opportunity Revenue Analysis Duty | Controls presentation catalog access to CX - Opportunity Revenue Line subject area. | CX - Sales | CX - Opportunity Revenue Line |
| OA4F_CX_OPTY_SNP_ANALYSIS_DUTY | Opportunity Snapshot Duty | Controls presentation catalog access to CX - Opportunity Revenue Line subject area. | CX - Sales | CX - Opportunity Snapshot |
| OA4F_CX_OPTY_PROG_ANALYSIS_DUTY | Opportunity Stage Progression Duty | Controls presentation catalog access to CX - Opportunity Stage Progression subject area. | CX - Sales | CX - Opportunity Stage Progression |
| OA4F_CX_OPTY_ANALYSIS_DUTY | Opportunity Analysis Duty | Controls presentation catalog access to CX - Opportunity subject area. | CX - Sales | CX - Opportunity |
| OA4F_CX_LEADS_DUTY | Lead Analysis Duty | Controls presentation catalog access to CX - Leads subject area. | CX - Sales | CX - Leads |
| OA4F_CX_CAMPAIGN_MEMBERS_DUTY | Campaign Members Analysis Duty | Controls presentation catalog access to CX - Campaign Members subject area. | CX - Sales | CX - Campaign Members |
| OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_DUTY | Opportunity Quote Analysis Duty | Controls presentation catalog access to CX - Opportunity Quote subject area. | CX-Sales | CX - Opportunity Quote |
| OA4F_CX_SERVICE_REQUEST_ANALYSIS_DUTY | Service requests Analysis Duty | Controls presentation catalog access to CX - B2B Service Requests subject area. | CX - Service | CX - Service Request |
| OA4F_CX_SALES_OPTY_QUOTE_LINE_ANALYSIS_DUTY | Opportunity Quote Line Analysis Duty | Controls presentation catalog access to CX - Opportunity Quote Line subject area. | CX-Sales | CX - Opportunity Quote Line |
| OA4F_CX_SUBCRIPTIONS_ANALYSIS_DUTY | Subscription Analysis Duty | Controls presentation catalog access to CX - Subscriptions subject area. | CX - Subscription | CX - Subscription |
| OA4F_CX_SUBCRIPTION_HISTORICAL_TREND_ANALYSIS_DUTY | Subscription Historical Trend Analysis Duty | Controls presentation catalog access to CX - Subscription Historical Trend subject area. | CX - Subscription | CX - Subscription Historical Trend |
| OA4F_CX_CAMPAIGN_ACTIVITY_ANALYSIS_DUTY | Campaign Activity Analysis Duty | Controls presentation catalog access to CX - Campaign Activity Analysis subject area. | CX - Marketing | CX - Campaign Activity Analysis |
| OA4F_CX_CAMPAIGN_ACTIVITY_DETAIL_ANALYSIS_DUTY | Campaign Activity Detail Analysis Duty | Object security role to control presentation catalog access to "CX - Campaign Activity Detail Analysis" subject area. | CX - Marketing | CX - Campaign Activity Detail Analysis |
| OA4F_CX_SUBCRIPTION_BILL_LINE_ANALYSIS_DUTY | Subscription Bill Line Analysis Duty | Controls presentation catalog access to CX - Subscription Bill Line subject area. | CX - Subscription | CX - Subscription Bill Line |
| OA4F_CX_CAMPAIGN_MEMBERS_CONTENT_DUTY | Campaign Member Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Campaign Members subject area. | CX-Sales | NA |
| OA4F_CX_CAMPAIGN_OPTY_REVN_CONTENT_DUTY | Campaign Opportunity Revenue Line Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Campaign Opportunity Revenue Line subject area. | CX-Sales | NA |
| OA4F_CX_SALES_LEAD_ACTIVITY_CONTENT_DUTY | Lead Activity Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Lead Activity subject area. | CX-Sales | NA |
| OA4F_CX_LEADS_CONTENT_DUTY | Lead Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Leads subject area. | CX-Sales | NA |
| OA4F_CX_OPTY_ANALYSIS_CONTENT_DUTY | Opportunity Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity subject area. | CX-Sales | NA |
| OA4F_CX_REVN_LINE_ANALYSIS_CONTENT_DUTY | Opportunity Revenue Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity Revenue Line subject area. | CX-Sales | NA |
| OA4F_CX_CAMPAIGN_ACTIVITY_ANALYSIS_CONTENT_DUTY | Campaign Activity Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Campaign Activity Analysis subject area. | CX - Marketing | NA |
| OA4F_CX_REVN_LINE_SNP_ANALYSIS_CONTENT_DUTY | Opportunity Revenue Line Snapshot Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity Revenue Line Snapshot subject area. | CX-Sales | NA |
| OA4F_CX_SALES_ACTIVITY_CONTENT_DUTY | Sales Activity Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Activity subject area. | CX-Sales | NA |
| OA4F_CX_SALES_OPPORTUNITY_ACTIVITY_CONTENT_DUTY | Sales Opportunity Activity Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity Activity subject area. | CX-Sales | NA |
| OA4F_CX_SALES_OPTY_QUOTE_ANALYSIS_CONTENT_DUTY | Opportunity Quote Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity Quote subject area. | CX-Sales | NA |
| OA4F_CX_SALES_OPPTY_QUOTE_LINE_ANALYSIS_CONTENT_DUTY | Opportunity Quote Line Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity Quote Line subject area. | CX-Sales | NA |
| OA4F_CX_SERVICE_REQUEST_ANALYSIS_CONTENT_DUTY | Service Request Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Service Request subject area. | CX-Sales | NA |
| OA4F_CX_SERVICE_REQUEST_LIFECYCLE_ANALYSIS_CONTENT_DUTY | Service Request Lifecycle Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Service Request Lifecycle subject area. | CX - Service | NA |
| OA4F_CX_SERVICE_REQUEST_MILESTONE_ANALYSIS_CONTENT_DUTY | Service Request Milestone Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Service Request Milestone subject area. | CX - Service | NA |
| OA4F_CX_SUBCRIPTION_BILL_LINE_ANALYSIS_CONTENT_DUTY | Subscription Bill Line Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Subscription Bill Line subject area. | CX - Subscription | NA |
| OA4F_CX_SUBCRIPTIONS_ANALYSIS_CONTENT_DUTY | Subscription Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Subscriptions subject area. | CX - Subscription | NA |
| OA4F_CX_SUBCRIPTION_HISTORICAL_TREND_ANALYSIS_CONTENT_DUTY | Subscription Historical Trend Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Subscription Historical Trend subject area. | CX - Subscription | NA |
| OA4F_CX_OPTY_SNP_ANALYSIS_CONTENT_DUTY | Opportunity Snapshot Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity Snapshot subject area. | CX-Sales | NA |
| OA4F_CX_OPTY_PROG_ANALYSIS_CONTENT_DUTY | Opportunity Stage Progression Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Opportunity Stage Progression subject area. | CX-Sales | NA |
| OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_DUTY | Campaign Opportunity Revenue Analysis Duty | Controls presentation catalog access to CX - Campaign Opportunity Revenue subject area. | CX-Sales | CX - Campaign Opportunity Revenue |
| OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_CONTENT_DUTY | Campaign Opportunity Revenue Analysis Content Duty | Controls presentation catalog access to DV projects and business metrics built against the CX - Campaign Opportunity Revenue subject area. | CX-Sales | NA |
| OA4F_CX_CAMPAIGN_OPTY_REVENUE_ANALYSIS_OAC_CONTENT_DUTY | Campaign Opportunity Revenue Analysis OAC Content Duty | Controls presentation catalog access to business metric Overview Dashboards built against the CX - Campaign Opportunity Revenue Analysis subject area | CX-Sales | NA |
Common Duty Roles
You can select the subject area for each of the Oracle Fusion Analytics Warehouse products and review the data lineage details. This enables you to understand the column and table lineage from the presentation layer to the physical layer.
| Duty Role Code | Duty Role Name | Details | Functional Area | Gets access to Subject Area Display Name OR Associated Role |
|---|---|---|---|---|
| OA4F_COMMON_DATA_ADMIN_ANALYSIS_DUTY | Data Warehouse Refresh Analysis Duty | Object security role to control presentation catalog access to Common - Warehouse Refresh Statistics subject area. | Common | Common - Warehouse Refresh Statistics |
| OA4F_COMMON_USAGE_TRACKING_DUTY | Usage Tracking Analysis Duty | Object security role to control presentation catalog access to Common - Usage Tracking subject area. | Common | Common - Usage Tracking |
| OA4F_SECURITY_REPORTING_DUTY | Security Reporting Duty | Object security role to control presentation catalog access to Security Assignment and Security Audit History subject areas. | Common |
Common - Security Assignment Common - Security Audit History |
Subject Area Metric Details
CX - Activity
This table describes the Activity Metrics.
| Metric | Metric Definition |
|---|---|
| # of Activities | The total Activities |
| # of Appointments | The total Appointments (Activity function = Appointments) |
| # of Call Reports | The total Call Reports (Activity function = Call Reports) |
| # of Completed Activities | The total Completed Activities (Status = Complete) |
| # of Expired Activities | The total Expired Activities (Status not equal to Complete/Cancelled & Current Date > Activity Due Date) |
| # of Open Activities | The total Open Activities (Status not equal to Complete/Cancelled) |
| # of Tasks | The total Tasks (Activity function = Task) |
| Average Activity Duration For Completed Activities | Average time to Complete the Activity |
| Average Number of Activities Per Team Member | Average number of Activity per Team Member. This metric is compurted as follows: # of Activities/# of Resources |
CX - Campaign Activity Analysis
This table describes the Marketing (Eloqua) Campaign Activity Analysis metrics.
| Metric | Metric Definition |
|---|---|
| # of Bouncebacks | The total Emails that returned a Bounceback (hard or soft) |
| # of Email Clickthroughs | The total Email Clickthroughs. This includes multiple clicks by the same recipient |
| # of Email Opens | The total Email Opens |
| # of Emails Delivered | the total Emails Delivered |
| # of Emails Sent | The total Emails Sent |
| # of Existing Visitor Clickthroughs | The total Email clickthrough by returning visitor |
| # of Form Submissions | The total Form submissions. This includes multiple submissions by the same contact |
| # of Hard Bouncebacks | The total Emails that returned a Hard Bounceback. A hard bounce back is an Email that permanently couldn't be delivered. |
| # of Landing Page Views | The number of times the landing page was viewed. If a visitor visits the page multiple times, all those views are counted. |
| # of New Contacts | The total new Contacts (New contact is the contact that is created as a result of Campaign response) |
| # of New Leads | The total new leads generated by the Campaign. (A lead is generated if a contact is newly acquired and responds to the campaign. Contacts are considered leads only once, so contacts are considered new leads only the first time they respond to a campaign. For subsequent responses, the contact is considered an existing lead. ) |
| # of New Visitor Clickthroughs | The total Email clickthrough by New visitor |
| # of Page Views | The total number of times the page was viewed. If a visitor visits the page multiple times, all those views are counted. |
| # of Possible Forwarders | The total original recipients that forwarded the email atleast once |
| # of Responses | The total response activity for the campaign |
| # of Soft Bouncebacks | The total Emails that returned a Soft Bounceback. A soft bounce back is an Email that temporarily couldn't be delivered. |
| # of Spam Unsubscribers by Email | The total Email recipients that marked the email as Spam |
| # of Unsubscribes by Email | The total Email recipients that Unsubscribed. (Globally or Spam Unsubscribed) |
| # of Visitors | The unique visitors to a webpage |
| Average Landing Page Time | The average amount of time spent on a Landing page. This metric is computed as follows: (Landing Page Time / Landing Page Views) |
| Average Responses | The average number of campaign responses (Total Response / Campaign Count) |
| Bounceback Rates | The Email Bounceback rate. This metric is computed as follows: (Total Soft and Hard bouncebacks / Total Emails sent) * 100 |
| Clickthrough Rate (CTR) | The Clickthrough Rate. This metric is computed as follows: (Total Clickthroughs / Total Emails Delivered) * 100 |
| Delivered Rate | The email Delivered Rate. This metric is computed as follows: (Total Emails delivered / Total Emails sent) * 100 |
| Hard Bounceback Rate | The Hard Bounceback rate. This metric is computed as follows: (Total Hard bouncebacks / Total Emails sent) * 100 |
| Landing Page Time | The total amount of time visitors spent on a Landing Page in seconds |
| Open Rate | The Email Open Rate. This metric is computed as follows: (Total Emails Opened / Total Emails Delivered) * 100 |
| Possible Forward Rate | The Possible Forward Rate. This metric is computed as follows: (Total Possible Forwarders / Total Emails Delivered) * 100 |
| Soft Bounceback Rate | The Soft Bounceback rate. This metric is computed as follows: (Total Soft bouncebacks/Total Emails sent) * 100 |
| Unsubscribed Rate | The Unsubscribe Rate. This metric is computed as follows: (Total Unsubscribes / Total Emails Delivered) * 100 |
| # of Outbound Activities | The total outbound activities associated with a Campaign |
| # of Inbound Activities | The total inbound activities |
| # of Marketing Activities | Total number of activities (total outbound+inbound) |
| # of Campaign Members | Total contacts that entered in the Campaign |
| # of Campaigns | The total Campaigns included in the Analysis |
| # of External Activities | The activity that occurred outside Oracle Eloqua |
| Inbound Activity Rate | The total inbound activities divided by the total Campaign member (Total Inbound Activities/Campaign Members)*100 |
| Response Rate | The total campaign responses divided by the total campaign member (Total Responses/Campaign Members)*100 |
CX - Campaign Activity Detail Analysis
This table describes the Marketing (Eloqua) Campaign Activity Detail Analysis metrics for the associated Contacts, Accounts, and Assets.
| Metric | Metric Definition |
|---|---|
| # of Email Sent | The total Emails Sent |
| # of Emails Delivered | The total Emails Delivered. This metric is computed as follows: (# of Email Sent - # of Email Bounceback) |
| # of Email Opens | The total Emails Opens |
| # of Unique Opens | The Unique Email Opens. One open is counted against each recipient that opens the email. |
| # of Email Clickthroughs | The total Email Clickthroughs. This includes multiple clicks by the same recipient. |
| # of Unique Email Clickthroughs | The total Unique Email Clickthroughs. This includes one click per recipient. |
| # of Email Bounceback | The total Emails that returned a Bounceback (hard or soft) |
| # of Hard Email Bounceback | The total Emails that returned a Hard Bounceback. A hard bounce back is an Email that permanently couldn't be delivered. |
| # of Soft Email Bounceback | The total Emails that returned a Soft Bounceback. A soft bounce back is an Email that temporarily couldn't be delivered. |
| # of Email Unsubscribes | The total Email recipients that Unsubscribed. (Globally or Spam Unsubscribed) |
| # of Form Submissions | The total Form submissions. This includes multiple submissions by the same contact. |
| # of External Activities | The activity that occurred outside Oracle Eloqua |
| Bounceback Rates | The Email Bounceback rate. This metric is computed as follows: (Total Soft and Hard bouncebacks/Total Emails sent)*100 |
| Hard Bounceback Rate | The Hard Bounceback rate. This metric is computed as follows: (Total Hard bouncebacks/Total Emails sent)*100 |
| Soft Bounceback Rate | The Soft Bounceback rate. This metric is computed as follows: (Total Soft bouncebacks/Total Emails sent)*100 |
| Delivered Rate | The email Delivered Rate. This metric is computed as follows: (Total Emails delivered/Total Emails sent)*100 |
| Open Rate | The Email Open Rate. This metric is computed as follows: (Total Emails Opened/Total Emails Delivered)*100 |
| Unique Open Rate | The Unique Email Open Rate. This metric is computed as follows: (Total Unique Email Opened/Total Emails Delivered)*100 |
| # of Spam Unsubscribes by Email | The total Email recipients that marked the email as Spam. |
| # of Email Auto Open | The total Email opens are detected as being auto-generated by scanning or privacy tools. These opens aren't included in Total Opens or any associated open rates. |
| # of Email Auto Click | The total Email clickthrough detected as being auto-generated by scanning or privacy tools. These clickthroughs aren't included in Total clickthroughs or any associated click rates. |
| Unsubscribed Rate | The Email Unsubscribed Rate. This metric is computed as follows: (Total Unsubscribes / Total Delivered) * 100. |
| Clickthrough Rate | The Email clickthrough Rate. This metric is computed as follows: (Total Clickthroughs / Total Delivered) * 100. |
| Unique Clickthrough Rate | The Email unique clickthrough Rate. This metric is computed as follows: (Unique Clickthroughs / Total Delivered) * 100 Note: This metric calculation ignores possible forwards. |
CX - Campaign Members
These metrics will be used in the Analytics Currency (AC) and Document Currency (DC) fact folder in Subject Area.
Document Currency is the currency used while entering the data in Fusion Analytics Warehouse. Analytics Currency is the currency defined in Fusion Analytics Warehouse. Analytics Currency and Exchange Rate Type are configured during product implementation. The Exchange Rate date basis uses the Campaign Creation Date to convert to analytics currency. Metrics in these folders show amounts in their respective currencies.
| Metric | Metric Definition |
|---|---|
| # of Active CX Campaigns | The total Active CX Campaigns |
| # of Contacts | The total Contacts associated to CX Campaigns |
| # of CX Campaign Members | The total CX Campaign Members |
| # of CX Campaign Owners | The total CX Campaign Owners |
| # of CX Campaigns | The total CX Campaigns |
| # of Leads | The total Leads associated to CX Campaigns |
| # of Responses | The total CX Campaign Responses |
| Actual Cost | The Actual Cost of the CX Campaign |
| Budgeted Cost | The Budgeted Cost of the CX Campaign |
CX - Campaign Opportunity Revenue
These metrics are used in the Document Currency (DC), CX Currency (CC), and Analytics Currency (AC) fact folders in the subject area.
Document Currency is the currency used while entering the data in Fusion Analytics Warehouse. CX Currency is the currency defined in Oracle CRM. Analytics Currency is the currency defined in Fusion CX Anaytics. Analytics Currency and Exchange Rate Type are configured during product implementation. Exchange Rate date basis uses the Opportunity Expected Close Date to convert to analytics currency. Metrics in these folders show amounts in their respective currencies.
| Metric | Metric Definition |
|---|---|
| # of CX Campaigns | The total CX Campaigns |
| # of CX Campaign Owners | The total CX Campaign Owners |
| # CX Campaign Targeted Accounts | The total Accounts associated to CX Campaigns (targeted by CX Campaigns) |
| CX Campaign Budgeted Cost | The Budgeted Cost of the CX Campaign |
| CX Campaign Actual Cost | The Actual Cost of the CX Campaign |
| # of Opportunity Revenue Lines | The total Opportunity Revenue Lines associated to CX Campaigns |
| # of Open Opportunity Revenue Lines | The total Open Opportunity Revenue Lines associated to CX Campaigns |
| # of Won Opportunity Revenue Lines | The total Won Opportunity Revenue Lines associated to CX Campaigns |
| # of Lost Opportunity Revenue Lines | The total lost Opportunity Revenue Lines associated to CX Campaigns |
| # of No Sale Opportunity Revenue Lines | The total No Sale Opportunity Revenue Lines associated to CX Campaigns |
| # of Opportunities with Revenue Lines | The total Opportunities with Revenue Lines |
| Revenue Line Loss Rate | The CX Campaign Opportunity Revenue Line Won Rate. This metric is computed as follows: 100 * # of Won Revenue Lines/# of Won+Lost Revenue Lines |
| Revenue Line Won Rate | The CX Campaign Opportunity Revenue Line Loss Rate. This metric is computed as follows: 100 * # of Lost Revenue Lines/# of Won+Lost Revenue Lines |
| CX Campaign Actual Vs Budgeted Cost (%) | The ratio of CX Campaign Actual and Budgeted cost. This metric is computed as follows: CX Campaign Actual Cost/CX Campaign Budgeted Cost |
| Average Won Opportunity Line Revenue | The average Won Opportunity Line Revenue. This metric is computed as follows: Won Opportunity Line Revenue/# of Won Opportunity Revenue Lines |
| CX Campaign Cost Per Opportunity Revenue Line | The total CX Campaign Cost Per Opportunity Revenue Line. This metric is calculated as follows: Total CX Campaign Cost/# of Opportunity Revenue Lines. |
| CX Campaign Cost Per Won Opportunity Revenue Line | The total CX Campaign Cost Per Won Opportunity Revenue Line. This metric is calculated as follows: Total CX Campaign Cost/# of Won Opportunity Revenue Lines. |
| Raw Opportunity Line Revenue | The total Opportunity Line Revenue (for Opportunities associated to CX Campaigns). Note that for Opportunities having multiple CX Campaigns, this value would be repeated. |
| Open Opportunity Line Revenue (Linear Attribution) | The total Open Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Linear attribution model. |
| Won Opportunity Line Revenue (Linear Attribution) | The total Won Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Linear attribution model. |
| Lost Opportunity Line Revenue (Linear Attribution) | The total Lost Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Linear attribution model. |
| No Sales Opportunity Line Revenue (Linear Attribution) | The total No Sale Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Linear attribution model. |
| Average Won Opportunity Line Revenue (Linear Attribution) | The average Won Opportunity Line Revenue. This metric is computed as follows: Won Opportunity Line Revenue (Linear Attribution)/# of Won Opportunity Revenue Lines |
| CX Campaign Attributed Pipeline Revenue (Linear Attribution) | The total Pipeline revenue attributable to the CX Campaign based on the Linear attribution model (Revenue divided equally amongst all the CX Campaigns associated to the Opportunity) |
| CX Campaign ROI (Linear Attribution) | The ROI of the CX Campaign based on the Linear attribution model. This metric is calculated as follows: (CX Campaign Attributed Pipeline Revenue (Linear Attribution)- Actual Cost ) / Actual Cost |
| CX Campaign Cost Per Attributed Revenue (Linear Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the Linear attribution model. This metric is calculated as follows: Total CX Campaign Cost/CX Campaign Attributed Pipeline Revenue (Linear Attribution) |
| CX Campaign Cost Per Won Line Revenue (Linear Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the Linear attribution model. This metric is calculated as follows: Total CX Campaign Cost/CX Campaign Attributed Pipeline Revenue for Won Revenue Line (Linear Attribution) |
| Open Opportunity Line Revenue (First Touch Attribution) | The total Open Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the First Touch attribution model. |
| Won Opportunity Line Revenue (First Touch Attribution) | The total Won Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the First Touch attribution model. |
| Lost Opportunity Line Revenue (First Touch Attribution) | The total Lost Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the First Touch attribution model. |
| No Sales Opportunity Line Revenue (First Touch Attribution) | The total No Sale Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the First Touch attribution model. |
| Average Won Opportunity Line Revenue (First Touch Attribution) | The average Won Opportunity Line Revenue. This metric is computed as follows: Won Opportunity Line Revenue (First Touch Attribution)/# of Won Opportunity Revenue Lines |
| CX Campaign Attributed Pipeline Revenue (First Touch Attribution) | The total Pipeline revenue attributable to the CX Campaign based on the First touch attribution model (Revenue divided equally amongst all the CX Campaigns associated to the Opportunity) |
| CX Campaign ROI (First Touch Attribution) | The ROI of the CX Campaign based on the First touch attribution model. This metric is calculated as follows: (CX Campaign Attributed Pipeline Revenue (First touch Attribution)- Actual Cost ) / Actual Cost |
| CX Campaign Cost Per Attributed Revenue (First Touch Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the First touch attribution model. This metric is calculated as follows: Total CX Campaign Cost/CX Campaign Attributed Pipeline Revenue (First touch Attribution) |
| CX Campaign Cost Per Won Line Revenue (First Touch Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the First touch attribution model. This metric is calculated as follows: Total CX Campaign Cost/CX Campaign Attributed Pipeline Revenue for Won Revenue Line (First touch Attribution) |
| Open Opportunity Line Revenue (Last Touch Attribution) | The total Open Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Last Touch attribution model. |
| Won Opportunity Line Revenue (Last Touch Attribution) | The total Won Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Last Touch attribution model. |
| Lost Opportunity Line Revenue (Last Touch Attribution) | The total Lost Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Last Touch attribution model. |
| No Sales Opportunity Line Revenue (Last Touch Attribution) | The total No Sale Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the Last Touch attribution model. |
| Average Won Opportunity Line Revenue (Last Touch Attribution) | The average Won Opportunity Line Revenue. This metric is computed as follows: Won Opportunity Line Revenue (Last Touch Attribution)/# of Won Opportunity Revenue Lines |
| CX Campaign Attributed Pipeline Revenue (Last Touch Attribution) | The total Pipeline revenue attributable to the CX Campaign based on the Last touch attribution model (Revenue divided equally amongst all the CX Campaigns associated to the Opportunity) |
| CX Campaign ROI (Last Touch Attribution) | The ROI of the CX Campaign based on the Last touch attribution model. This metric is calculated as follows: (CX Campaign Attributed Pipeline Revenue (Last touch Attribution)- Actual Cost ) / Actual Cost |
| CX Campaign Cost Per Attributed Revenue (Last Touch Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the Last touch attribution model. This metric is calculated as follows: Total CX Campaign Cost/CX Campaign Attributed Pipeline Revenue (Last touch Attribution) |
| CX Campaign Cost Per Won Line Revenue (Last Touch Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the Last touch attribution model. This metric is calculated as follows: Total CX Campaign Cost/Campaign Attributed Pipeline Revenue for Won Revenue Line (Last touch Attribution) |
| Open Opportunity Line Revenue (U-Shaped Attribution) | The total Open Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the U-Shaped attribution model. |
| Won Opportunity Line Revenue (U-Shaped Attribution) | The total Won Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the U-Shaped attribution model. |
| Lost Opportunity Line Revenue (U-Shaped Attribution) | The total Lost Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the U-Shaped attribution model. |
| No Sales Opportunity Line Revenue (U-Shaped Attribution) | The total No Sale Opportunity Line Revenue (for Opportunities associated to CX Campaigns) based on the U-Shaped attribution model. |
| Average Won Opportunity Line Revenue (U-Shaped Attribution) | The average Won Opportunity Line Revenue. This metric is computed as follows: Won Opportunity Line Revenue (U-Shaped Attribution)/# of Won Opportunity Revenue Lines |
| CX Campaign Attributed Pipeline Revenue (U-Shaped Attribution) | The total Pipeline revenue attributable to the campaign based on the U-Shaped attribution model (Revenue divided equally amongst all the CX Campaigns associated to the Opportunity) |
| CX Campaign ROI (U-Shaped Attribution) | The ROI of the CX Campaign based on the U-Shaped attribution model. This metric is calculated as follows: (CX Campaign Attributed Pipeline Revenue (U-Shaped attribution)- Actual Cost ) / Actual Cost |
| CX Campaign Cost Per Attributed Revenue (U-Shaped Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the U-Shaped attribution. This metric is calculated as follows: Total CX Campaign Cost/CX Campaign Attributed Pipeline Revenue (U-Shaped attribution) |
| CX Campaign Cost Per Won Line Revenue (U-Shaped Attribution) | The total CX Campaign Cost Per Opportunity Attributed Revenue based on the U-Shaped attribution model. This metric is calculated as follows: Total CX Campaign Cost/CX Campaign Attributed Pipeline Revenue for Won Revenue Line (U-Shaped attribution) |
CX - Lead Activity
This table describes the Lead Activity Metrics.
| Metric | Metric Definition |
|---|---|
| # of Completed Lead Activities | The total Completed Activities associated to Leads (Activity Status = Complete) |
| # of Expired Lead Activities | The total Expired Activities associated to Leads (Activity Status not equal to Complete/Cancelled & Current Date > Activity Due Date) |
| # of Lead Activities | The total Activities associated to Leads |
| # of Lead Activities for Highly Ranked Leads | The total Activities for highly ranked Leads (Lead Rank = Hot) |
| # of Lead Appointments | The total Appointments associated to Leads (Activity function = Appointments) |
| # of Lead Call Reports | The total Call Reports associated to Leads (Activity function = Call Reports) |
| # of Lead Tasks | The total Tasks associated to Leads (Activity function = Task) |
| # of Open Lead Activities | The total Open Activities associated to Leads (Activity Status not equal to Complete/Cancelled) |
| Activity Rate - Converted Leads | The rate of Activities for Converted Leads. This metric is computed as follows: 100 * # of Activities for Converted Leads/# of Converted Leads |
| Activity Rate - Qualified Leads | The rate of Activities for Qualified Leads. This metric is computed as follows: 100 * # of Activities for Qualified Leads/# of Qualified Leads |
| Activity Rate - Rejected Leads | The rate of Activities for Rejected Leads. This metric is computed as follows:100 * # of Activities for Rejected Leads/# of Rejected Leads |
| Activity Rate - Retired Leads | The rate of Activities for Retired Leads. This metric is computed as follows: 100 * # of Activities for Retired Leads/# of Retired Leads |
| Activity Rate - Unaccepted Leads | The rate of Activities for Unaccepted Leads. This metric is computed as follows: 100 * # of Activities for Unaccepted Leads/# of Unaccepted Leads |
| Activity Rate - Unassigned Leads | The rate of Activities for Unassigned Leads. This metric is computed as follows: 100 * # of Activities for Unassigned Leads/# of Unassigned Leads |
| Activity Rate - Unconverted Leads | The rate of Activities for Unconverted Leads. This metric is computed as follows: 100 * # of Activities for Unconverted Leads/# of Unconverted Leads |
| Average Activity Duration For Completed Activities | The average time taken to complete an activity. This metric is computed as follows: Activity duration for completed activity/# of Completed Activities |
| Average Number of Lead Activities Per Team Member | The average number of Lead Activities per Team member. |
| Lead Activity Rate | The rate of Activities for Leads. This metric is computed as follows: 100 * # of Lead Activities/# of Leads |
| Lead First Response Time | The time to respond to an assigned Lead. This metric is computed as follows: Date of first Lead Activity - Lead assigned date |
| Lead Idle Days | The days since the last Lead Activity. This metric is computed as follows: Current Date - Last Lead Activity Date |
CX - Leads
These metrics are used in the Document Currency (DC), CX Currency (CC), and Analytics Currency (AC) fact folders in this subject area.
Document Currency is the currency used while entering the data in the application. CX Currency is the currency defined in Oracle CRM. Analytics Currency is the currency defined in Fusion Analytics Warehouse. Analytics Currency and Exchange Rate Type are configured during product implementation. The Exchange Rate date basis uses the Lead Creation Date to convert to the analytics currency. Metrics in these folders show amounts in their respective currencies.
| Metric | Metric Definition |
|---|---|
| # of Accepted Leads | The total Accepted Leads (Accepted Flag = Y) |
| # of Accounts Leads Converted | The total Converted Leads from Account(Lead Status = Converted, Sales Account Type = Customer) |
| # of Assigned Leads | The total assigned leads (Assignment status = Assigned) |
| # of Contacts with Leads | The total Contacts with Leads |
| # of highly Ranked Qualified Leads | The total Qualified Hot Leads (Lead Status = Qualified, Rank Name = Hot) |
| # of Leads | The total number of Leads |
| # of Leads Converted | The total Converted Leads (Lead Status = Converted) |
| # of Leads from Account | The total leads from Account (Sales Account Type = Customer) |
| # of Leads from Prospect Account | The total leads from Prospect (Sales Account Type = Prospect) |
| # of Leads Generated from Marketing Source | The total Leads generated from Marketing Source (Lead Source = Marketing) |
| # of Leads Generated from Non Marketing Source | The total Leads generated from Non- marketing Source (Lead Source not equal to Marketing) |
| # of Low Ranked Qualified Leads | The total Qualified Cool Leads (Lead Status = Qualified, Rank Name = Cool) |
| # of Medium Ranked Qualified Leads | The total Qualified Warm Leads (Lead Status = Qualified, Rank Name = Warm) |
| # of Partner Assigned Leads | The total leads assigned to a Partner |
| # of Prospect Leads Converted | The total Converted Leads from Prospect(Lead Status = Converted, Sales Account Type = Prospect) |
| # of Qualified Expired Leads | The total Qualified Expired Leads (Lead Status = Qualified, Current Date > Lead Expiry Date) |
| # of Qualified Leads | The total Qualified Leads (Lead Status = Qualified) |
| # of Rejected Leads | The total Rejected Leads (Assignment Status = Rejected) |
| # of Retired Leads | The total Retired Leads (Lead Status = Retired) |
| # of Sales Accounts with Leads | The total Accounts with Leads |
| # of Unaccepted Leads | The total Unaccepted Leads (Accepted Flag = N) |
| # of Unassigned Leads | The total Unassigned Leads. This metric is computed as follows: # of Leads - # of Assigned Leads |
| # of Uncovered Leads | The total Unconverted Leads. This metric is computed as follows: # of Leads - # of Converted Leads |
| # of Unqualified Leads | The total Unqualified leads (Lead Status = Unqualified) |
| Average Lead Age (Days) | The average age of the Leads. This metric is computed as follows: For Converted or Retired Leads, the day when it was converted/Retired - Lead Created date. For others it is the Current Date - the Lead created date |
| Average Number of Days Open for Unqualified Leads | The Average number of days to Qualify a lead. This metric is computed as follows: Total Lead Age of Unqualified leads/ # of Unqualified Leads |
| Average Number of Days to Convert Leads | The Average number of days to Convert a lead. This metric is computed as follows: Total Lead Age of Converted leads/ # of Converted Leads |
| Budget Amount | The total Budget Amount |
| Lead Idle Days | The total days the Active Lead is idle (Lead Status not equal to Retired/Rejected). This metric is computed as follows: Current Date - Last Activity Date |
| Lead Qualification Rate (%) | Rate of Qualified Leads to the total Leads. This metric is computed as follows: 100 * # of Qualified Leads/# of Leads |
| Lead Qualification to Conversion Velocity | Rate of Converting the Qualified Leads. This metric is computed as follows: Lead Converted Date - Lead Qualified Date / # of Converted Leads |
| Lead Qualification Velocity | Rate of Qualifying the Leads. This metric is computed as follows: Lead Qualified Date - Lead Created Date/# of Qualified Leads |
| Leads Conversion % (Across Levels in Lead Owner Resource Hierarchy) | Lead to Opportunity Conversion % calculated at the total level of lead owner hierarchy |
| Leads Conversion % (Across Levels in Primary Partner Hierarchy) | Lead to Opportunity Conversion % calculated at the total level of primary partner hierarchy |
| Leads Conversion %(Across Levels in Sales Account Hierarchy) | Lead to Opportunity Conversion % calculated at the total level of sales account hierarchy |
| Leads to Opportunity Conversion (%) | Rate of Converted Leads to the total Leads. This metric is computed as follows: # of Converted Leads/# of Leads |
| Potential Revenue | The total Lead Revenue |
| Ratio of Converted Leads to Qualified Leads | Ratio of Converted Leads to Qualified Leads |
| Ratio of Highly Ranked Qualified Leads to Qualified Leads | Ratio of Highly Ranked Qualified Leads to Qualified Leads |
| Ratio of Low Ranked Qualified Leads to Qualified Leads | Ratio of Low Ranked Qualified Leads to Qualified Leads |
| Ratio of Medium Ranked Qualified Leads to Qualified Leads | Ratio of Medium Ranked Qualified Leads to Qualified Leads |
| Ratio of Qualified Leads to Unqualified Leads | Ratio of Qualified Leads to Unqualified Leads |
| Ratio of Retired Leads to Ratio of Unqualified Leads | Ratio of Retired Leads to Unqualified Leads |
| Raw Lead Amount | The total Raw Lead Amount |
| Rejected Leads (%) | Rate of Rejected Leads to the total Leads. This metric is computed as follows: # of Rejected Leads/# of Leads |
| Retired Leads (%) | Rate of Retired Leads to the total Leads. This metric is computed as follows: # of Retired Leads/# of Leads |
| Total Market Potential | The total Lead Revenue for Qualified or Unqualified Leads |
CX - Opportunity
This table describes the Opportunity Metrics.
| Metric | Metric Definition |
|---|---|
| # of Accounts with Won Opportunities | The total Accounts with Won Opportunities |
| # of Competitive Lost Opportunities | The total Lost Opportunities with atleast one Competitor |
| # of Competitive No Sale Opportunities | The total No Sale Opportunities with atleast one Competitor |
| # of Competitive Open Opportunities | The total Open Opportunities with atleast one Competitor |
| # of Competitive Opportunities | The total Opportunities with atleast one Competitor |
| # of Competitive Won Opportunities | The total Won Opportunities with atleast one Competitor |
| # of Converted Lost Opportunities | The total Lost Opportunities which were created by converting the Leads. |
| # of Converted Open Opportunities | The total Open Opportunities which were created by converting the Leads. |
| # of Converted Opportunities | The total Opportunities which were created by converting the Leads. |
| # of Converted Won Opportunities | The total Won Opportunities which were created by converting the Leads. |
| # of Expansion Opportunities | The total Expansion Opportunities (Opportunity Type Code = Expansion) |
| # of Expired Opportunities | The total Expired Opportunities. This metric is computed as follows: Opportunity Status = Open, Current Date > Opportunity Expected Close Date |
| # of Lost Expansion Opportunities | The total Lost Expansion Opportunities (Opportunity Status = Lost and Opportunity Type Code = Expansion) |
| # of Lost New Opportunities | The total Lost New Opportunities (Opportunity Status = Lost and Opportunity Type Code = New) |
| # of Lost Opportunities | The total Lost Opportunities (Opportunity Status = Lost) |
| # of Lost Renewal Opportunities | The total Lost Renewal Opportunities (Opportunity Status = Lost and Opportunity Type Code = Renewal) |
| # of New Opportunities | The total New Opportunities (Opportunity Type Code = New) |
| # of No Sale Expansion Opportunities | The total No Sale Expansion Opportunities (Opportunity Status = No Sale and Opportunity Type Code = Expansion) |
| # of No Sale Opportunities | The total No Sale Opportunities (Opportunity Status = No Sale) |
| # of No Sale Renewal Opportunities | The total No Sale Renewal Opportunities (Opportunity Status = No Sale and Opportunity Type Code = Renewal) |
| # of Open Expansion Opportunities | The total Open Expansion Opportunities (Opportunity Status = Open and Opportunity Type Code = Expansion) |
| # of Open New Opportunities | The total Open New Opportunities (Opportunity Status = Open and Opportunity Type Code = New) |
| # of Open Opportunities | The total Open Opportunities (Opportunity Status = Open) |
| # of Open Renewal Opportunities | The total Open Renewal Opportunities (Opportunity Status = Open and Opportunity Type Code = Renewal) |
| # of Opportunities | The total number of Opportunities |
| # of Renewal Opportunities | The total Renewal Opportunities (Opportunity Type Code = Renewal) |
| # of Unconverted Closed Opportunities | The total Closed Opportunities which were not created by converting the Leads. |
| # of Unconverted Opportunities | The total Opportunities which were not created by converting the Leads. |
| # of Unconverted Won Opportunities | The total Won Opportunities which were not created by converting the Leads. |
| # of Won Expansion Opportunities | The total Won Expansion Opportunities (Opportunity Status = Won and Opportunity Type Code = Expansion) |
| # of Won New Opportunities | The total Won New Opportunities (Opportunity Status = Won and Opportunity Type Code = New) |
| # of Won Opportunities | The total Won Opportunities (Opportunity Status = Won) |
| # of Won Renewal Opportunities | The total Won Renewal Opportunities (Opportunity Status = Won and Opportunity Type Code = Renewal) |
| # of No Sale New Opportunities | The total No Sale New Opportunities (Opportunity Status = No Sale and Opportunity Type Code = New) |
| Average # of Days to Close | Average number of days to Close an Opportunity. This metric is computed as follows: Total days needed to close Opportunities/# of Open Opportunities |
| Average # of Days to Open | Average number of days the Opportunity is Open. This metric is computed as follows: Total days the Opportunity is Open/# of Open Opportunities |
| Average Age of Closed Opportunities | Average Age of Closed Opportunities. This metric is computed as follows: Total Closed Opportunities Age/# of Closed Opportunities |
| Average Age of Converted Opportunity | Average Age of Converted Opportunities. This metric is computed as follows: sum(Opportunity Close Date - Opportunity Creation Date)/# of Converted Closed Opportunities |
| Average Age of Converted Won Opportunity | Average Age of Converted Won Opportunities. This metric is computed as follows: sum(Opportunity Close Date - Opportunity Creation Date)/# of Converted Won Opportunities |
| Average Age of Lost Opportunities | Average Age of Lost Opportunities. This metric is computed as follows: Total Lost Opportunities Age/# of Lost Opportunities |
| Average Age of No Sale Opportunities | Average Age of No Sale Opportunities. This metric is computed as follows: Total No Sale Opportunities Age/number of No Sale Opportunities |
| Average Age of Unconverted Opportunity | Average Age of Uncoverted Opportunities. This metric is computed as follows: sum(Opportunity Close Date - Opportunity Creation Date)/# of Unconverted Closed Opportunities |
| Average Age of Unconverted Won Opportunity | Average Age of Uncoverted Won Opportunities. This metric is computed as follows: sum(Opportunity Close Date - Opportunity Creation Date)/# of Unconverted Won Opportunities |
| Average Age of Won Opportunities | Average Age of Won Opportunities. This metric is computed as follows: Total Won Opportunities Age/# of Won Opportunities |
| Average Opportunity Win Probability | Average probability to Win the Opportunity. This metric is computed as follows: Total win probabilities/# of Opportunities |
| Competitive Loss Rate | Rate of Losing Competitive Opportunities. This metric is computed as follows: 100 * Total Competitive Lost Opportunities/Total Competitive Closed Opportunities |
| Competitor Conversion Rate | Rate of Converting Competitive Opportunities. This metric is computed as follows: 100 * Total Competitive Won Opportunities/Total Competitive Opportunities |
| Competitor Win Rate | Rate of Winning Competitive Opportunities. This metric is computed as follows: 100 * Total Competitive Won Opportunities/Total Competitive Won and Lost Opportunities |
| Conversion Rate | Rate of Converting Opportunities. This metric is computed as follows: 100 * Total Won Opportunities/Total Opportunities |
| Converted Lead Contribution to Closed Opportunities % | The ratio of Converted Closed Opportunities (created from Leads) in all the Closed Opportunities. This metric is computed as follows: (#of Converted Closed Opportunities/# of Closed Opportunities)*100 |
| Converted Lead Contribution to Opportunities % | The ratio of Converted Opportunities (created from Leads) in all the Opportunities. This metric is computed as follows: (#of Converted Opportunities/# of Opportunities)*100 |
| Converted Lead Contribution to Won Opportunities % | The ratio of Converted Won Opportunities (created from Leads) in all the Won Opportunities. This metric is computed as follows: (#of Converted Won Opportunities/# of Won Opportunities)*100 |
| Converted Lead Contribution to Lost Opportunities % | The ratio of Converted Lost Opportunities (created from Leads) in all the Lost Opportunities. This metric is computed as follows: (#of Converted Lost Opportunities/# of Lost Opportunities)*100 |
| Expansion Opportunities Conversion Rate | The Conversion rate of the Expansion Opportunities. This metric is computed as follows: (# of Won Expansion Opportunities/# of Expansion Opportunities) |
| Expansion Opportunities Loss Rate | The Loss rate of the Expansion Opportunities. This metric is computed as follows: (# of Lost Expansion Opportunities/# of Won+Lost Expansion Opportunities) |
| Expansion Opportunities Win Rate | The Win Rate of the Expansion Opportunities. This metric is computed as follows: (# of Won Expansion Opportunities/# of Won+Lost Expansion Opportunities) |
| Loss Rate | Rate of Losing Opportunities. This metric is computed as follows: 100 * Total Lost Opportunities/Total Won and Lost Opportunities |
| New Opportunities Conversion Rate | The Conversion rate of the New Opportunities. This metric is computed as follows: (# of Won New Opportunities/# of New Opportunities) |
| New Opportunities Loss Rate | The Loss rate of the New Opportunities. This metric is computed as follows: (# of Lost New Opportunities/# of Won+Lost New Opportunities) |
| New Opportunities Win Rate | The Win Rate of the New Opportunities. This metric is computed as follows: (# of Won New Opportunities/# of Won+Lost New Opportunities) |
| Ratio of # of lost Opportunities (unconverted) to Converted Lost Opportunities | The ratio of Uncoverted Lost Opportunities to Converted Lost Opportunities. This metric is computed as follows: (# of Lost Opportunities - # of Converted Lost Opportunities) /# of Converted Lost Opportunities |
| Renewal Opportunities Conversion Rate | The Conversion rate of the Renewal Opportunities. This metric is computed as follows: (# of Won Renewal Opportunities/# of renewal Opportunities) |
| Renewal Opportunities Loss Rate | The Loss rate of the Renewal Opportunities. This metric is computed as follows: (# of Lost Renewal Opportunities/# of Won+Lost renewal Opportunities) |
| Renewal Opportunities Win Rate | The Win Rate of the Renewal Opportunities. This metric is computed as follows: (# of Won Renewal Opportunities/# of Won+Lost renewal Opportunities) |
| Win Rate | Rate of Winning Opportunities. This metric is computed as follows: 100 * Total Won Opportunities/Total Won and Lost Opportunities |
CX - Opportunity Activity
This table describes the Opportunity Activity Metrics.
| Metric | Metric Definition |
|---|---|
| # of Completed Opportunity Activities | The total Completed Activities associated Opportunities (Activity Status = Complete) |
| # of Expired Opportunity Activities | The total Expired Activities associated to Opportunities (Activity Status not equal to Complete/Cancelled & Current Date > Activity Due Date) |
| # of Open Opportunity Activities | The total Open Activities associated to Opportunities (Activity Status not equal to Complete/Cancelled) |
| # of Opportunity Activities | The total Activities associated to Opportunities |
| # of Opportunity Appointments | The total Tasks associated to Appointments (Activity function = Appointments) |
| # of Opportunity Call Reports | The total Tasks associated to Call Reports (Activity function = Call Reports) |
| # of Opportunity Tasks | The total Tasks associated to Opportunities (Activity function = Task) |
| Activity Rate - Lost Opportunities | The rate of Activities for Lost Opportunities. This metric is computed as follows: 100 * # of Activities for Lost Opportunities/# of Lost Opportunities |
| Activity Rate - No Sale Opportunities | The rate of Activities for No Sale Opportunities. This metric is computed as follows: 100 * # of Activities for No Sale Opportunities/# of No Sale Opportunities |
| Activity Rate - Open Opportunities | The rate of Activities for Open Opportunities. This metric is computed as follows: 100 * # of Activities for Open Opportunities/# of Open Opportunities |
| Activity Rate - Opportunities | The rate of Activities for Opportunities. This metric is computed as follows: 100 * # of Opportunity Activities/# of Opportunities |
| Activity Rate - Won Opportunities | The rate of Activities for Won Opportunities. This metric is computed as follows: 100 * # of Activities for Won Opportunities/# of Won Opportunities |
| Appointment Rate - Lost Opportunities | The rate of Appointments for Lost Opportunities. This metric is computed as follows: 100 * # of Appointments for Lost Opportunities/# of Lost Opportunities |
| Appointment Rate - No Sale Opportunities | The rate of Appointments for No Sale Opportunities. This metric is computed as follows: 100 * # of Appointments for No Sale Opportunities/# of No Sale Opportunities |
| Appointment Rate - Open Opportunities | The rate of Appointments for Open Opportunities. This metric is computed as follows: 100 * # of Appointments for Open Opportunities/# of Open Opportunities |
| Appointment Rate - Won Opportunities | The rate of Appointments for Won Opportunities. This metric is computed as follows: 100 * # of Appointments for Won Opportunities/# of Won Opportunities |
| Average Activity Duration for Completed Activities | The average time taken to complete an activity. This metric is computed as follows: Activity duration for completed activity/# of Completed Activities |
| Average Activity Duration For Open Activities | The average time of an activity. This metric is computed as follows: Activity duration for Activities not in Cancelled or Complete status/# of Activities not in Cancelled or Complete status |
| Average Number of Calls for Lost Opportunities | The average number of Calls for Lost Opportunities. This metric is computed as follows: # of Activities of type code = Calls for Lost Opportunities/# of Lost Opportunities |
| Average Number of Calls for Won Opportunities | The average number of Calls for Won Opportunities. This metric is computed as follows: # of Activities of type code = Calls for Won Opportunities/# of Won Opportunities |
| Average Number of Demos for Lost Opportunities | The average number of Demos for Lost Opportunities. This metric is computed as follows: # of Activities of type code = Demos for Lost Opportunities/# of Lost Opportunities |
| Average Number of Demos for Won Opportunities | The average number of Demos for Won Opportunities. This metric is computed as follows: # of Activities of type code = Demos for Won Opportunities/# of Won Opportunities |
| Average Number of Emails Sent for Lost Opportunities | The average number of Emails sent for Lost Opportunities. This metric is computed as follows: # of Activities of type code = Email for Lost Opportunities/# of Lost Opportunities |
| Average Number of Emails Sent for Won Opportunities | The average number of Emails sent for Won Opportunities. This metric is computed as follows: # of Activities of type code = Email for Won Opportunities/# of Won Opportunities |
| Average Number of Meetings for Lost Opportunities | The average number of Meetings for Lost Opportunities. This metric is computed as follows: # of Activities of type code = Meetings for Lost Opportunities/# of Lost Opportunities |
| Average Number of Meetings for Won Opportunities | The average number of Meetings for Won Opportunities. This metric is computed as follows: # of Activities of type code = Meetings for Won Opportunities/# of Won Opportunities |
| Average Number of Opportunity Activities Per Team Member | The average number of Opportunity Activities per Team member |
| Call Report Rate - Lost Opportunities | The rate of Call Reports for Lost Opportunities. This metric is computed as follows: 100 * # of Call Reports for Lost Opportunities/# of Lost Opportunities |
| Call Report Rate - No Sale Opportunities | The rate of Call Reports for No Sale Opportunities. This metric is computed as follows: 100 * # of Call Reports for No Sale Opportunities/# of No Sale Opportunities |
| Call Report Rate - Open Opportunities | The rate of Call Reports for Open Opportunities. This metric is computed as follows: 100 * # of Call Reports for Open Opportunities/# of Open Opportunities |
| Call Report Rate - Won Opportunities | The rate of Call Reports for Won Opportunities. This metric is computed as follows: 100 * # of Call Reports for Won Opportunities/# of Won Opportunities |
| Task Rate - Lost Opportunities | The rate of Tasks for Lost Opportunities. This metric is computed as follows: 100 * # of Tasks for Lost Opportunities/# of Lost Opportunities |
| Task Rate - No Sale Opportunities | The rate of Tasks for No Sale Opportunities. This metric is computed as follows: 100 * # of Tasks for No Sale Opportunities/# of No Sale Opportunities |
| Task Rate - Open Opportunities | The rate of Tasks for Open Opportunities. This metric is computed as follows: 100 * # of Tasks for Open Opportunities/# of Open Opportunities |
| Task Rate - Won Opportunities | The rate of Tasks for Won Opportunities. This metric is computed as follows: 100 * # of Tasks for Won Opportunities/# of Won Opportunities |
CX - Opportunity Quote
This table describes the Opportunity Quotes Metrics.
| Metric | Metric Definition |
|---|---|
| # of Active Quotes | The total number of Active Quotes |
| # of Active Quotes with Proposal | The total number of Active Quotes with Proposal |
| # of Closed Active Quotes | The total number of Active Quotes Closed (Won+Lost) |
| # of Expired Quotes | The total number of Expired Quotes |
| # of In-Progress Active Quotes | The total number of Active In-Progress Quotes |
| # of Lost Active Quotes | The total number of Active Quotes Lost |
| # of Quotes | The total number of Quotes |
| # of Unique Quotes | The total number of Unique Quotes (based on External Quote number, ignores Quotes versions and treats Quotes with same Quote id as one) |
| # of Won Active Quotes | The total number of Active Quotes Won |
| Active Quote Conversion Rate | The rate of converting the Active Quotes. This metric is computed as follows: 100 * # of Closed Quotes/# of Active Quotes |
| Active Quote Loss Rate | The rate of losing Active Quotes. This metric is computed as follows: 100 * # of Lost Quotes/# of Closed Quotes |
| Active Quote to Contract Start Time | The time to start the Contract after the Quote is created. This metric is computed as follows: (Contract Start Date - Quote Creation Date)/# of Active Quotes |
| Active Quote To Lost Opportunity Time | The average time between Lost Opportunity Close Date and Quote creation date. This metric is computed as follows: (Opportunity Close Date - Quote Creation Date)/# of Active Quotes for Lost Opportunities |
| Active Quote To Won Opportunity Time | The average time between Won Opportunity Close Date and Quote creation date. This metric is computed as follows: (Opportunity Close Date - Quote Creation Date)/# of Active Quotes for Won Opportunities |
| Active Quote Win Rate | The rate of winning Active Quotes. This metric is computed as follows: 100 * # of Won Quotes/# of Closed Quotes |
| Average # of Quotes for Lost Opportunities | The average number of Quotes for Lost Opportunities. This metric is computed as follows: # of Quotes/# of Lost Opportunities |
| Average # of Quotes for No-Sale Opportunities | The average number of Quotes for No Sale Opportunities. This metric is computed as follows: # of Quotes/# of No-Sale Opportunities |
| Average # of Quotes for Open Opportunities | The average number of Quotes for Open Opportunities. This metric is computed as follows: # of Quotes/# of Open Opportunities |
| Average # of Quotes for Won Opportunities | The average number of Quotes for Won Opportunities.This metric is computed as follows: # of Quotes/# of Won Opportunities |
| Average Active Quote Cycle Time | The average Quote Cycle Time. This metric is computed as follows: (Quote Order Placed on Date - Quote Creation Date)/# of Active Quotes |
| Average Contract Value (Active Quotes) | The average Contract value per Active Quote. This metric is computed as follows: Total Contract Value/# of Active Quotes |
| Average Length of Contract (Active Quote) | The average Length of the Contract. This metric is computed as follows: (Contract End Date - Contract Start Date)/# of Active Quotes |
| Average Non Recurring Revenue (Active Quotes) | The average Non-Recurring Revenue Amount from Active Quotes. This metric is computed as follows: Total Non-Recurring Revenue Amount/# of Active Quotes |
| Average Number of Active Quote Iterations | The average number of Quotes created per Active Quote. This metric is computed as follows: # of Quotes/# of Active Quotes |
| Average Opportunity to Current Active Quote Time | The average time between Opportunity and Quote creation date. This metric is computed as follows: (Quote Creation Date - Opportunity Creation Date)/# of Active Quotes |
| Average Recurring Revenue (Active Quotes) | The average Recurring Revenue Amount from Active Quotes. This metric is computed as follows: Total Recurring Revenue Amount/# of Active Quotes |
| Average Usage Revenue (Active Quotes) | The average Usage Revenue Amount from Active Quotes. This metric is computed as follows: Total Usage Revenue Amount/# of Active Quotes |
| Contract Value (Active Quotes) | The total Quote Contract value in Active Quotes |
| Non Recurring Revenue Amount (Active Quotes) | The total Non-Recurring Revenue Amount from Active Quotes |
| Raw Contract Value | The total Quote Contract value in all Quotes |
| Raw Non Recurring Revenue Amount | The total Non-Recurring Revenue Amount from all Quotes |
| Raw Recurring Revenue Amount | The total Recurring Revenue Amount from all Quotes |
| Raw Usage Revenue Amount | The total Usage Revenue Amount from all Quotes |
| Recurring Revenue Amount (Active Quotes) | The total Recurring Revenue Amount from Active Quotes |
| Usage Revenue Amount (Active Quotes) | The total Usage Revenue Amount from Active Quotes |
CX - Opportunity Quote Lines
This table describes the Opportunity Quote Line Metrics.
| Metric | Metric Definition |
|---|---|
| # of Active Quotes with Lines | The total Active Quotes with atleast one Quote Line |
| # of Closed Lines for Active Quotes | The total Closed (Won+Lost) Quote Lines from Active Quotes |
| # of In-Progress Lines for Active Quotes | The total In-Progress Quote Lines from Active Quotes |
| # of Lines for Active Quotes | The total Quote Lines from Active Quotes |
| # of Lost Lines for Active Quotes | The total Lost Quote Lines from Active Quotes |
| # of Quotes with Lines | The total Quotes with atleast one Quote Line |
| # of Unique Quotes with Lines | The Unique Quotes with atleast one Quote Line |
| # of Won Lines for Active Quotes | The total Won Quote Lines from Active Quotes |
| Average Contract Line Value for Active Quotes | The Average Contract Value (Total Contract Value / # of Quote Lines) |
| Average Length of the Contract for Active Quote Lines | The average Length of the Contract. This metric is computed as follows: (Quote Line Contract Start Date - Quote Line Contract End Date) / (# of Lines for Active Quotes) |
| Average Line Cycle Time for Active Quotes | The average Quote Line Cycle Time. This metric is computed as follows: (Quote Order Placed on Date - Quote Creation Date)/(# of Lines for Active Quotes) |
| Average Non-Recurring Line Revenue for Active Quotes | The Average Non-Recurring Revenue (Total Non-Recurring Revenue Amount / # of Quote Lines) |
| Average Recurring Line Revenue for Active Quotes | The Average Recurring Revenue (Total Recurring Revenue Amount / # of Quote Lines) |
| Average Usage Line Revenue for Active Quotes | The Average Usage Revenue Amount (Total Usage REvenue/ # of Quote Lines) |
| Contract Line Value for Active Quotes | The total Contract value (Sum of Recurring Revenue, Non-Recurring Revenue and Usage Revenue) of Qutoe Lines from Active Quotes |
| Line Conversion Rate for Active Quotes | The Quote Line Conversion Rate (# of Won Lines for Active Quotes / # of Lines for Active Quotes *100) |
| Line Loss Rate for Active Quotes | The Quote Line Loss Rate (# of Lost Lines for Active Quotes) / ( # of Closed Lines for Active Quotes) *100 |
| Line Win Rate for Active Quotes | The Quote Line Win Rate (# of Won Lines for Active Quotes) /( # of Closed Lines for Active Quotes) *100 |
| Non-Recurring Line Revenue for Active Quotes | The total Non-Recurring Revenue of a Quote Line from Active Quotes |
| Raw Quote Line Non-Recurring Revenue | Total Non Recurring Revenue amount of Quote Lines |
| Raw Quote Line Recurring Revenue | Total Recurring Revenue amount of Quote Lines |
| Raw Quote Line Usage Revenue | Total Usage Revenue amount of Quote Lines |
| Raw Quote Line Contract Value | Total Contract Value of Quote Lines |
| Recurring Line Revenue for Active Quotes | The total Recurring Revenue of a Quote Line from Active Quotes |
| Usage Line Revenue for Active Quotes | The total Usage Revenue of a Quote Line from Active Quotes |
CX - Opportunity Revenue Line
These metrics are used in the Document Currency (DC), CX Currency (CC), and Analytics Currency (AC) fact folder in this subject area.
Document Currency is the currency used while entering the data in the application. CX Currency is the currency defined in Oracle CRM. Analytics Currency is the currency defined in Fusion Analytics Warehouse. Analytics Currency and Exchange Rate Type are configured during product implementation. The Exchange Rate date basis uses the Opportunity Expected Close Date to convert to the analytics currency. Metrics in these folders show amounts in their respective currencies.
| Metric | Metric Definition |
|---|---|
| # of Competitive Opportunity Revenue Lines | The total Opportunity Revenue Lines with atleast one Competitor |
| # of Expansion Opportunity Revenue Lines | The total Expansion Opportunity Revenue Lines |
| # of Expired Opportunity Revenue Lines | The total Expired Opportunity Revenue Lines with atleast one Competitor |
| # of Lost Competitive Opportunity Revenue Lines | The total Lost Opportunity Revenue Lines with atleast one Competitor |
| # of Lost Opportunity Revenue Lines | The total Lost Opportunity Revenue Lines (Revenue Status = Lost) |
| # of New Opportunity Revenue Lines | The total New Opportunity Revenue Lines |
| # of No Sale Competitive Opportunity Revenue Lines | The total No Sale Opportunity Revenue Lines with atleast one Competitor |
| # of No Sale Opportunity Revenue Lines | The total No Sale Opportunity Revenue Lines (Revenue Status = No Sale) |
| # of Open Competitive Opportunity Revenue Lines | The total Open Opportunity Revenue Lines with atleast one Competitor |
| # of Open Opportunity Revenue Lines | The total Open Opportunity Revenue Lines (Revenue Status = Open) |
| # of Opportunity Revenue Lines | The total Opportunity Revenue Lines |
| # of Raw Opportunity Revenue Lines | The total Raw Opportunity Revenue Lines |
| # of Won Competitive Opportunity Revenue Lines | The total Won Opportunity Revenue Lines with atleast one Competitor |
| # of Won Opportunity Revenue Lines | The total Won Opportunity Revenue Lines (Revenue Status = Won) |
| # of Renewal Opportunity Revenue Lines | The total Renewal Opportunity Revenue Lines |
| % Change Average Won Opportunity Line Revenue Same Time Last Period | The % change in Average Won Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Average Won Opportunity Line Revenue Same Time Last Quarter | The % change in Average Won Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Average Won Opportunity Line Revenue Same Time Last Year | The % change in Average Won Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Lost Opportunity Line Revenue Same Time Last Period | The % change in Lost Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Lost Opportunity Line Revenue Same Time Last Quarter | The % change in Lost Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Lost Opportunity Line Revenue Same Time Last Year | The % change in Lost Opportunity Line Revenue compared to the Last Year, at this time |
| % Change No Sale Opportunity Line Revenue Same Time Last Period | The % change in No Sale Opportunity Line Revenue compared to the Last Period, at this time |
| % Change No Sale Opportunity Line Revenue Same Time Last Quarter | The % change in No Sale Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change No Sale Opportunity Line Revenue Same Time Last Year | The % change in No Sale Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Open Opportunity Line Revenue Same Time Last Period | The % change in Open Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Open Opportunity Line Revenue Same Time Last Quarter | The % change in Open Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Open Opportunity Line Revenue Same Time Last Year | The % change in Open Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Weighted Open Opportunity Line Revenue Same Time Last Period | The % change in Weighted Open Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Weighted Open Opportunity Line Revenue Same Time Last Quarter | The % change in Weighted Open Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Weighted Open Opportunity Line Revenue Same Time Last Year | The % change in Weighted Open Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Won Opportunity Line Revenue Same Time Last Period | The % change in Won Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Won Opportunity Line Revenue Same Time Last Quarter | The % change in Won Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Won Opportunity Line Revenue Same Time Last Year | The % change in Won Opportunity Line Revenue compared to the Last Year, at this time |
| % Renewal Lost Opportunity Line Revenue | The % of Renewal Lost Opportunity Line Revenue of the total Lost Opportunity Line Revenue. This metric is computed as follows: (Renewal Lost Opportunity Line Revenue / Lost Opportunity Line Revenue) |
| % Renewal Open Opportunity Line Revenue | The % of Renewal Open Opportunity Line Revenue of the total Open Opportunity Line Revenue. This metric is computed as follows: (Renewal Open Opportunity Line Revenue / Open Opportunity Line Revenue) |
| % Renewal Opportunity Line Revenue | The % of Renewal Opportunity Line Revenue of the total Opportunity Line Revenue. This metric is computed as follows: (Renewal Opportunity Line Revenue / Opportunity Line Revenue) |
| % Renewal Won Opportunity Line Revenue | The % of Renewal Won Opportunity Line Revenue of the total Won Opportunity Line Revenue. This metric is computed as follows: (Renewal Won Opportunity Line Revenue / Won Opportunity Line Revenue) |
| Average # of Days Open | The average number of days an Opportunity Revenue Line is Open. This metric is computed as follows: (Current Date - Open Opportunity Revenue Line Creation Date)/# of Open Opportunity Revenue Lines |
| Average Age of Lost Opportunity Revenue Lines | The average age of the Lost Opportunity Revenue Lines. This metric is computed as follows: sum(Lost Revenue Line Close Date - Lost Revenue Line Created Date))/# of Lost Opportunity Revenue Lines |
| Average Age of No Sale Opportunity Revenue Lines | The average age of the No Sale Opportunity Revenue Lines. This metric is computed as follows: sum(No Sale Revenue Line Close Date - No Sale Revenue Line Created Date))/# of No Sale Opportunity Revenue Lines |
| Average Age of Opportunity Revenue Lines | The average age of the Opportunity Revenue Lines. This metric is computed as follows: sum(Won/Lost/No Sale Revenue Line Close Date - Won/Lost/No Sale Revenue Line Created Date))/# of Won+Lost+No Sale Opportunity Revenue Lines |
| Average Age of Won Opportunity Revenue Lines | The average age of the Won Opportunity Revenue Lines. This metric is computed as follows: sum(Won Revenue Line Close Date - Won Revenue Line Created Date))/# of Won Opportunity Revenue Lines |
| Average Won Opportunity Line Revenue | The average Won Opportunity Line Revenue. This metric is computed as follows: Won Opportunity Line Revenue/# of Won Opportunity Revenue Lines |
| Competitive Opportunity Line Revenue | The total Opportunity Line Revenue with atleast one competitor |
| Expansion Lost Opportunity Line Revenue | The total Lost Expansion Opportunity Line Revenue (Revenue Type = Expansion and Revenue Status = Lost) |
| Expansion No Sale Opportunity Line Revenue | The total No Sale Expansion Opportunity Line Revenue (Revenue Type = Expansion and Revenue Status = No Sale) |
| Expansion Open Opportunity Line Revenue | The total Open Expansion Opportunity Line Revenue (Revenue Type = Expansion and Revenue Status = Open) |
| Expansion Opportunity Line Revenue | The total Expansion Opportunity Line Revenue (Revenue Type = Expansion) |
| Expansion Won Opportunity Line Revenue | The total Won Expansion Opportunity Line Revenue (Revenue Type = Expansion and Revenue Status = Won) |
| Expected Opportunity Line Revenue | The total Expected Opportunity Line Revenue |
| Expired Opportunity Line Revenue | The total Expired Opportunity Line Revenue (status = Open and Current Date > Expected Close date for Revenue Line) |
| Lost Competitive Opportunity Line Revenue | The total Lost Opportunity Line Revenue with atleast one competitor |
| Lost Opportunity Line Non-Recurring Revenue | The total Lost Opportunity Line Non-Recurring Revenue (Revenue Status = Lost) |
| Lost Opportunity Line Recurring Revenue | The total Lost Opportunity Line Recurring Revenue (Revenue Status = Lost) |
| Lost Opportunity Line Revenue | The total Lost Opportunity Line Revenue (Revenue Status = Lost) |
| Lost Opportunity Line Usage Revenue | The total Lost Opportunity Line Usage Revenue (Revenue Status = Lost) |
| New Lost Opportunity Line Revenue | The total Lost New Opportunity Line Revenue (Revenue Type = New and Revenue Status = Lost) |
| New No Sale Opportunity Line Revenue | The total No Sale New Opportunity Line Revenue (Revenue Type = New and Revenue Status = No Sale) |
| New Open Opportunity Line Revenue | The total Open New Opportunity Line Revenue (Revenue Type = New and Revenue Status = Open) |
| New Opportunity Line Revenue | The total New Opportunity Line Revenue (Revenue Type = New) |
| New Won Opportunity Line Revenue | The total Won New Opportunity Line Revenue (Revenue Type = New and Revenue Status = Won) |
| No Sale Competitive Opportunity Line Revenue | The total No Sale Opportunity Line Revenue with atleast one competitor |
| No Sale Opportunity Line Non-Recurring Revenue | The total No Sale Opportunity Line Non-Recurring Revenue (Revenue Status = No Sale) |
| No Sale Opportunity Line Recurring Revenue | The total No Sale Opportunity Line Recurring Revenue (Revenue Status = No Sale) |
| No Sale Opportunity Line Revenue | The total No Sale Opportunity Line Revenue (Revenue Status = No Sale) |
| No Sale Opportunity Line Usage Revenue | The total No Sale Opportunity Line Usage Revenue (Revenue Status = No Sale) |
| Non-Renewal Lost Opportunity Line Revenue | The total Lost Non-Renewal Opportunity Line Revenue (Revenue Type = Do not Renew and Revenue Status = Lost) |
| Non-Renewal No Sale Opportunity Line Revenue | The total No Sale Non-Renewal Opportunity Line Revenue (Revenue Type = Do not Renew and Revenue Status = No Sale) |
| Non-Renewal Open Opportunity Line Revenue | The total Open Non-Renewal Opportunity Line Revenue (Revenue Type = Do not Renew and Revenue Status = Open) |
| Non-Renewal Opportunity Line Revenue | The total Non-Renewal Opportunity Line Revenue (Revenue Type = Do not Renew) |
| Non-Renewal Won Opportunity Line Revenue | The total Won Non-Renewal Opportunity Line Revenue (Revenue Type = Do not Renew and Revenue Status = Won) |
| Open Competitive Opportunity Line Revenue | The total Open Opportunity Line Revenue with atleast one competitor |
| Open Opportunity Line Non-Recurring Revenue | The total Open Opportunity Line Non-Recurring Revenue (Revenue Status = Open) |
| Open Opportunity Line Recurring Revenue | The total Open Opportunity Line Recurring Revenue (Revenue Status = Open) |
| Open Opportunity Line Revenue | The total Open Opportunity Line Revenue (Revenue Status = Open) |
| Open Opportunity Line Usage Revenue | The total Open Opportunity Line Usage Revenue (Revenue Status = Open) |
| Opportunity Line Non-Recurring Revenue | The total Opportunity Line Non-Recurring Revenue |
| Opportunity Line Recurring Revenue | The total Opportunity Line Recurring Revenue |
| Opportunity Line Revenue | The total Opportunity Line Revenue |
| Opportunity Line Split Revenue | The total Opportunity Line Split Revenue |
| Opportunity Line Usage Revenue | The total Opportunity Line Usage Revenue |
| Raw Opportunity Line Revenue | The total Raw Opportunity Line Revenue |
| Renewal Lost Opportunity Line Revenue | The total Lost Renewal Opportunity Line Revenue (Revenue Type = Renew and Revenue Status = Lost) |
| Renewal No Sale Opportunity Line Revenue | The total No Sale Renewal Opportunity Line Revenue (Revenue Type = Renew and Revenue Status = No Sale) |
| Renewal Open Opportunity Line Revenue | The total Open Renewal Opportunity Line Revenue (Revenue Type = Renew and Revenue Status = Open) |
| Renewal Opportunity Line Revenue | The total Renewal Opportunity Line Revenue (Revenue Type = Renew) |
| Renewal Won Opportunity Line Revenue | The total Won Renewal Opportunity Line Revenue (Revenue Type = Renew and Revenue Status = Won) |
| Revenue Line Competitive Conversion Rate | The Competitive Revenue Line conversion rate. This metric is computed as follows: 100 * # of Won Competitive Revenue Lines/# of Competitive Opportunity Revenue Lines |
| Revenue Line Competitive Loss Rate | The Competitive Revenue Line Loss rate. This metric is computed as follows: 100 * # of Lost competitive Revenue Lines/# of Won+Lost Competitive Revenue Lines |
| Revenue Line Competitive Won Rate | The Competitive Revenue Line Win rate. This metric is computed as follows: 100 * # of Won Competitive Revenue Lines/# of Won+Lost Competitive Revenue Lines |
| Revenue Line Conversion Rate | The Revenue Line conversion rate. This metric is computed as follows: 100 * # of Won Opportunity Revenue Lines/# of Opportunity Revenue Lines |
| Revenue Line Loss Rate | The Revenue Line Loss rate. This metric is computed as follows: 100 * # of Lost Opportunity Revenue Lines/# of Won+Lost Opportunity Revenue Lines |
| Revenue Line Won Rate | The Revenue Line Win rate. This metric is computed as follows: 100 * # of Won Opportunity Revenue Lines/# of Won+Lost Opportunity Revenue Lines |
| Weighted Open Opportunity Line Revenue | The total Weighted Opportunity Line Revenue. This metric is computed as follows: Open Opportunity Revenue * Win Probability |
| Won Competitive Opportunity Line Revenue | The total Won Opportunity Line Revenue with atleast one competitor |
| Won Opportunity Line Non-Recurring Revenue | The total Won Opportunity Line Non-Recurring Revenue (Revenue Status = Won) |
| Won Opportunity Line Recurring Revenue | The total Won Opportunity Line Recurring Revenue (Revenue Status = Won) |
| Won Opportunity Line Revenue | The total Won Opportunity Line Revenue (Revenue Status = Won) |
| Won Opportunity Line Usage Revenue | The total Won Opportunity Line Usage Revenue (Revenue Status = Won) |
CX - Opportunity Revenue Line Snapshot
These metrics are used in the Document Currency (DC), CX Currency (CC), and Analytics Currency (AC) fact folders in this subject area.
Document Currency is the currency used while entering the data in the application. CX Currency is the currency defined in Oracle CRM. Analytics Currency is the currency defined in Fusion Analytics Warehouse. Analytics Currency and Exchange Rate Type are configured during product implementation. The Exchange Rate date basis uses the Opportunity Expected Close Date to convert to analytics currency. Metrics in these folders show amounts in their respective currencies.
| Metric | Metric Definition |
|---|---|
| # of Competitive Opportunity Revenue Lines | The total Opportunity Revenue Lines with atleast one Competitor |
| # of Expired Opportunity Revenue Lines | The total Expired Opportunity Revenue Lines with atleast one Competitor |
| # of Lost Competitive Opportunity Revenue Lines | The total Lost Opportunity Revenue Lines with atleast one Competitor |
| # of Lost Opportunity Revenue Lines | The total Lost Opportunity Revenue Lines (Revenue Status = Lost) |
| # of No Sale Competitive Opportunity Revenue Lines | The total No Sale Opportunity Revenue Lines with atleast one Competitor |
| # of No Sale Opportunity Revenue Lines | The total No Sale Opportunity Revenue Lines (Revenue Status = No Sale) |
| # of Open Competitive Opportunity Revenue Lines | The total Open Opportunity Revenue Lines with atleast one Competitor |
| # of Open Opportunity Revenue Lines | The total Open Opportunity Revenue Lines (Revenue Status = Open) |
| # of Opportunity Revenue Lines | The total Opportunity Revenue Lines |
| # of Raw Opportunity Revenue Lines | The total Raw Opportunity Revenue Lines |
| # of Won Competitive Opportunity Revenue Lines | The total Won Opportunity Revenue Lines with atleast one Competitor |
| # of Won Opportunity Revenue Lines | The total Won Opportunity Revenue Lines (Revenue Status = Won) |
| % Change Average Won Opportunity Line Revenue Same Time Last Period | The % change in Average Won Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Average Won Opportunity Line Revenue Same Time Last Quarter | The % change in Average Won Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Average Won Opportunity Line Revenue Same Time Last Year | The % change in Average Won Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Lost Opportunity Line Revenue Same Time Last Period | The % change in Lost Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Lost Opportunity Line Revenue Same Time Last Quarter | The % change in Lost Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Lost Opportunity Line Revenue Same Time Last Year | The % change in Lost Opportunity Line Revenue compared to the Last Year, at this time |
| % Change No Sale Opportunity Line Revenue Same Time Last Period | The % change in No Sale Opportunity Line Revenue compared to the Last Period, at this time |
| % Change No Sale Opportunity Line Revenue Same Time Last Quarter | The % change in No Sale Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change No Sale Opportunity Line Revenue Same Time Last Year | The % change in No Sale Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Open Opportunity Line Revenue Same Time Last Period | The % change in Open Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Open Opportunity Line Revenue Same Time Last Quarter | The % change in Open Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Open Opportunity Line Revenue Same Time Last Year | The % change in Open Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Weighted Open Opportunity Line Revenue Same Time Last Period | The % change in Weighted Open Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Weighted Open Opportunity Line Revenue Same Time Last Quarter | The % change in Weighted Open Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Weighted Open Opportunity Line Revenue Same Time Last Year | The % change in Weighted Open Opportunity Line Revenue compared to the Last Year, at this time |
| % Change Won Opportunity Line Revenue Same Time Last Period | The % change in Won Opportunity Line Revenue compared to the Last Period, at this time |
| % Change Won Opportunity Line Revenue Same Time Last Quarter | The % change in Won Opportunity Line Revenue compared to the Last Quarter, at this time |
| % Change Won Opportunity Line Revenue Same Time Last Year | The % change in Won Opportunity Line Revenue compared to the Last Year, at this time |
| Average # of Days Open | The average number of days an Opportunity Revenue Line is Open. This metric is computed as follows: (Current Date - Open Opportunity Revenue Line Creation Date)/# of Open Opportunity Revenue Lines) |
| Average Age of Lost Opportunity Revenue Lines | The average age of the Lost Opportunity Revenue Lines. This metric is computed as follows: sum(Lost Revenue Line Close Date - Lost Revenue Line Created Date))/# of Lost Opportunity Revenue Lines |
| Average Age of No Sale Opportunity Revenue Lines | The average age of the No Sale Opportunity Revenue Lines (sum(No Sale Revenue Line Close Date - No Sale Revenue Line Created Date))/# of No Sale Opportunity Revenue Lines |
| Average Age of Opportunity Revenue Lines | The average age of the Opportunity Revenue Lines. This metric is computed as follows: sum(Won/Lost/No Sale Revenue Line Close Date - Won/Lost/No Sale Revenue Line Created Date))/# of Won+Lost+No Sale Opportunity Revenue Lines |
| Average Age of Won Opportunity Revenue Lines | The average age of the Won Opportunity Revenue Lines. This metric is computed as follows: sum(Won Revenue Line Close Date - Won Revenue Line Created Date))/# of Won Opportunity Revenue Lines |
| Average Won Opportunity Line Revenue | The average Won Opportunity Line Revenue. This metric is computed as follows: Won Opportunity Line Revenue/# of Won Opportunity Revenue Lines |
| Competitive Opportunity Line Revenue | The total Opportunity Line Revenue with atleast one competitor |
| Expected Opportunity Line Revenue | The total Expected Opportunity Line Revenue |
| Expired Opportunity Line Revenue | The total Expired Opportunity Line Revenue (status = Open and Current Date > Expected Close date for Revenue Line) |
| Lost Competitive Opportunity Line Revenue | The total Lost Opportunity Line Revenue with atleast one competitor |
| Lost Opportunity Line Revenue | The total Lost Opportunity Line Revenue (Revenue Status = Lost) |
| No Sale Competitive Opportunity Line Revenue | The total No Sale Opportunity Line Revenue with atleast one competitor |
| No Sale Opportunity Line Revenue | The total No Sale Opportunity Line Revenue (Revenue Status = No Sale) |
| Open Competitive Opportunity Line Revenue | The total Open Opportunity Line Revenue with atleast one competitor |
| Open Opportunity Line Revenue | The total Open Opportunity Line Revenue (Revenue Status = Open) |
| Opportunity Line Revenue | The total Opportunity Line Revenue |
| Opportunity Line Split Revenue | The total Opportunity Line Split Revenue |
| Raw Opportunity Line Revenue | The total Raw Opportunity Line Revenue |
| Revenue Line Competitive Conversion Rate | The Competitive Revenue Line conversion rate. This metric is computed as follows: 100 * # of Won Competitive Revenue Lines/# of Competitive Opportunity Revenue Lines |
| Revenue Line Competitive Loss Rate | The Competitive Revenue Line Loss rate. This metric is computed as follows: 100 * # of Lost competitive Revenue Lines/# of Won+Lost Competitive Revenue Lines |
| Revenue Line Competitive Won Rate | The Competitive Revenue Line Win rate. This metric is computed as follows: 100 * # of Won Competitive Revenue Lines/# of Competitive Won+Lost Opportunity Revenue Lines |
| Revenue Line Conversion Rate | The Revenue Line conversion rate. This metric is computed as follows: 100 * # of Won Opportunity Revenue Lines/# of Opportunity Revenue Lines |
| Revenue Line Loss Rate | The Revenue Line Loss rate. This metric is computed as follows: 100 * # of Lost Opportunity Revenue Lines/# of Won+Lost Opportunity Revenue Lines |
| Revenue Line Won Rate | The Revenue Line Win rate. This metric is computed as follows: 100 * # of Won Opportunity Revenue Lines/# of Won+Lost Opportunity Revenue Lines |
| Weighted Open Opportunity Line Revenue | The total Weighted Opportunity Line Revenue. This metric is computed as follows: Open Opportunity Revenue * Win Probability |
| Won Competitive Opportunity Line Revenue | The total Won Opportunity Line Revenue with atleast one competitor |
| Won Opportunity Line Revenue | The total Won Opportunity Line Revenue (Revenue Status = Won) |
| # of Changes to Expected Enterprise Line Close Date | The total number of times the Revenue Line Expected Close Date has been changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. if the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured). |
| # of Changes to Expected Enterprise Line Close Period | The total number of times the Revenue Line Expected Close Period has been changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. If the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured). |
| # of Changes to Expected Enterprise Line Close Quarter | The total number of times the Revenue Line Expected Close Quarter has been changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. If the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured). |
| # of Changes to Expected Enterprise Line Close Year | The total number of times the Revenue Line Expected Close Year has been changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. If the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured). |
| # of times Revenue Line Amount Changed | The total number of times the Revenue Line Amount changed when the snapshot was taken. |
| # of times Revenue Line Amount Increased | The total number of times the Revenue Line Account increased when the snapshot was taken. |
| # of times Revenue Line Amount Decreased | The total number of times the Revenue Line Account decreased when the snapshot was taken. |
| # of Changes to Expected Enterprise Line Close Date | The total number of times the Revenue Line Expected Close Date has been changed for the Opportunity when the snapshot was taken. |
| # of Changes to Expected Enterprise Line Close Period | The total number of times the Revenue Line Expected Close Period has been changed for the Opportunity when the snapshot was taken. |
| # of Changes to Expected Enterprise Line Close Quarter | The total number of times the Revenue Line Expected Close Quarter has been changed for the Opportunity when the snapshot was taken. |
| # of Changes to Expected Enterprise Line Close Year | The total number of times the Revenue Line Expected Close Year has been changed for the Opportunity when the snapshot was taken. |
| # of Revenue Lines moved out | The total Revenue Lines moved out of the period/quarter/year when the snapshot was taken. |
| # of Revenue Lines moved to the n+1 period/quarter/year | The total Revenue Lines moved out of the period/quarter/year to the next (n+1) time level when the snapshot was taken (n=Current Enterprise Period). |
| # of Revenue Lines moved to the n+2 period/quarter/year | The total Revenue Lines moved out of the period/quarter/year to the next to next (n+2) time level when the snapshot was taken (n=Current Enterprise Period). |
| # of Revenue Lines moved to the n+3 period/quarter/year | The total Revenue Lines moved out of the period/quarter/year to the next to next to next (n+3) time level when the snapshot was taken (n=Current Enterprise Period). |
| # of New Revenue Lines added | The total New Revenue Lines added to the period/quarter/year when the snapshot was taken. |
| # of Existing Revenue Lines added | The total Existing Revenue Lines added to the period/quarter/year when the snapshot was taken. |
| # of Revenue Lines added | The total Revenue Lines added to the period/quarter/year when the snapshot was taken. |
| # of times Revenue Line Amount Changed | The total number of times the Revenue Line Amount changed when the snapshot was taken. |
| # of times Revenue Line Amount Increased | The total number of times the Revenue Line Amount increased when the snapshot was taken. |
| # of times Revenue Line Amount Decreased | The total number of times the Revenue Line Amount decreased when the snapshot was taken. |
CX - Opportunity Snapshot
This table describes the Opportunity Snapshot Metrics.
| Metric | Metric Definition |
|---|---|
| # of Accounts with Won Opportunities | The total Accounts with Won Opportunities |
| # of Competitive Lost Opportunities | The total Lost Opportunities with atleast one Competitor |
| # of Competitive No Sale Opportunities | The total No Sale Opportunities with atleast one Competitor |
| # of Competitive Open Opportunities | The total Open Opportunities with atleast one Competitor |
| # of Competitive Opportunities | The total Opportunities with atleast one Competitor |
| # of Competitive Won Opportunities | The total Won Opportunities with atleast one Competitor |
| # of Expired Opportunities | The total Expired Opportunities (Opportunity Status = Open, Current Date > Opportunity Expected Close Date) |
| # of Lost Opportunities | The total Lost Opportunities in the system (Opportunity Status = Lost) |
| # of No Sale Opportunities | The total No Sale Opportunities in the system (Opportunity Status = No Sale) |
| # of Open Opportunities | The total Open Opportunities in the system (Opportunity Status = Open) |
| # of Opportunities | The total Opportunities |
| # of Won Opportunities | The total Won Opportunities in the system (Opportunity Status = Won) |
| Average # of Days Open | Average number of days the Opportunity is Open. This metric is computed as follows: Total days the Opportunity is Open/# of Open Opportunities |
| Average # of Days to Close | Average number of days to Close an Opportunity. This metric is computed as follows: Total days needed to close Opportunities/# of closed Opportunities |
| Average Age of Closed Opportunities | Average Age of Closed Opportunities. This metric is computed as follows: Total Closed Opportunities Age/# of Closed Opportunities |
| Average Age of Lost Opportunities | Average Age of Lost Opportunities. This metric is computed as follows: Total Lost Opportunities Age/# of Lost Opportunities |
| Average Age of No Sale Opportunities | Average Age of No Sale Opportunities. This metric is computed as follows: Total No Sale Opportunities Age/number of No Sale Opportunities |
| Average Age of Won Opportunities | Average Age of Won Opportunities. This metric is computed as follows: Total Won Opportunities Age/# of Won Opportunities |
| Average Opportunity Win Probability | Average probability to Win the Opportunity. This metric is computed as follows: Total win probabilities/# of Opportunities |
| Competitive Loss Rate | Rate of Losing Competitive Opportunities. This metric is computed as follows: 100 * Total Competitive Lost Opportunities/Total Competitive Closed Opportunities |
| Competitor Conversion Rate | Rate of Converting Competitive Opportunities. This metric is computed as follows: 100 * Total Competitive Won Opportunities/Total Competitive Opportunities |
| Competitor Win Rate | Rate of Winning Competitive Opportunities. This metric is computed as follows: 100 * Total Competitive Won Opportunities/Total Competitive Won and Lost Opportunities |
| Conversion Rate | Rate of Converting Opportunities. This metric is computed as follows: 100 * Total Won Opportunities/Total Opportunities |
| Loss Rate | Rate of Losing Opportunities. This metric is computed as follows: 100 * Total Lost Opportunities/Total Won and Lost Opportunities |
| Win Rate | Rate of Winning Opportunities. This metric is computed as follows: 100 * Total Won Opportunities/Total Won and Lost Opportunities |
| # of Changes to Expected Enterprise Close Date | The total number of times the Opportunity Expected Close Date changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. If the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured) |
| # of Changes to Expected Enterprise Close Period | The total number of times the Opportunity Expected Close Period changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. If the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured) |
| # of Changes to Expected Enterprise Close Quarter | The total number of times the Opportunity Expected Close Quarter changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. If the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured) |
| # of Changes to Expected Enterprise Close Year | The total number of times the Opportunity Expected Close Year changed for the Opportunity when the snapshot was taken. (Note - this depends on the snapshot frequency e.g. If the snapshot frequency is weekly, and there are multiple changes done before the weekly snapshot is taken, those cannot be captured) |
| # of Changes to Expected Enterprise Close Date | The total number of times the Opportunity Expected Close Date changed for the Opportunity when the snapshot was taken. |
| # of Changes to Expected Enterprise Close Period | The total number of times the Opportunity Expected Close Period changed for the Opportunity when the snapshot was taken. |
| # of Changes to Expected Enterprise Close Quarter | The total number of times the Opportunity Expected Close Quarter changed for the Opportunity when the snapshot was taken. |
| # of Changes to Expected Enterprise Close Year | The total number of times the Opportunity Expected Close Year changed for the Opportunity when the snapshot was taken. |
| # of Opportunities moved out | The total Opportunities moved out from the period/quarter/year when the snapshot was taken. |
| # of Opportunities moved out to the n+1 period/quarter/year | The total Opportunities moved out from the period/quarter/year to the next (n+1) time level when the snapshot was taken. |
| # of Opportunities moved to out the n+2 period/quarter/year | The total Opportunities moved out from the period/quarter/year to the next to next (n+2) time level when the snapshot was taken. |
| # of Opportunities moved out to the n+3 period/quarter/year | The total Opportunities moved out from the period/quarter/year to the next to next to next (n+3) time level when the snapshot was taken. |
| # of Opportunities added | The total Opportunities added to the period/quarter/year when the snapshot was taken. |
| # of New Opportunities added | The total New Opportunities added to the period/quarter/year when the snapshot was taken. |
| # of Existing Opportunities added | The total Existing Opportunities added to the period/quarter/year when the snapshot was taken. |
CX - Opportunity Stage Progression
This table describes the Opportunity Stage Progression Metrics.
| Metric | Metric Definition |
|---|---|
| # of Opportunities | The total Opportunities |
| # of Opportunities Across Stages | The total Opportunities across Stages |
| # of Progressed Opportunities | The total Progressed Opportunities |
| % Opportunities by Stage | The % of Opportunities in a stage of the total Opportunities |
| % Progressed | The Progressed Opportunity Percentage. This metric is computed as follows: # of Progressed Opportunities/# of Opportunities Across Stages |
| Average # of Days in Stage | The average number of days in a Sales stage. This metric is computed as follows: sum of days in stage/# of Opportunities |
| Average # of Days Stalled in Stage | The average number of stalled days in a Sales stage. This metric is computed as follows: sum of stalled days/# of Opportunities |
| Conversion Rate | The rate of converting Opportunities.This metric is computed as follows: 100 * # of Won Opportunities/# of Opportunities |
| Loss Rate | The rate of losing Opportunities.This metric is computed as follows: 100 * # of Lost opportunities/# of Won+Lost Opportunities |
| Win Rate | The rate of winning Opportunities. This metric is computed as follows: 100 * # of Won opportunities/# of Won+Lost Opportunities |
CX - Service Request
This table describes the Service Request Metrics.
| Metric | Metric Definition |
|---|---|
| # of Closed Critical SRs | The total number of Critical SRs that are in Closed status (status = Closed) |
| # of Closed SRs | The total number of Closed SRs (status = Closed) |
| # of Critical SRs | The total number of Critical SRs |
| # of High Severity SRs | The total number of High severity SRs (severity = High) |
| # of In Progress Critical SRs | The total number of Critical SRs that are In Progress status |
| # of In Progress SRs | The total number of in progress SRs (status = In Progress) |
| # of Initial Resource Assigned SRs | The total number of assigned SRs |
| # of Internal Resolved Closed SRs | The total number of SRs with Resolved or Closed status |
| # of Low Severity SRs | The total number of Low severity SRs (severity = Low) |
| # of Medium Severity SRs | The total number of Medium severity SRs (severity = Medium) |
| # of New Critical SRs | The total number of Critical SRs that are in New status |
| # of New SRs | The total number of new SRs (status = New) |
| # of Open Critical SRs | The total number of Critical SRs that are Open (status = In Progress, New and Waiting) |
| # of Open High Severity Critical SRs | The total number of Critical SRs that are High severity and Open (status = In Progress, New and Waiting) |
| # of Open SRs | The total number of Open SRs (status = In Progress, New and Waiting) |
| # of Raw SRs | The total SRs in the sytem including the deleted ones (delete flag = Y) |
| # of Reopened SRs | The total number of SRs that are Reopened |
| # of Resolved Critical SRs | The total number of Critical SRs that are Resolved (status = Resolved) |
| # of Resolved SRs | The total number of SRs that are Resolved (status = Resolved) |
| # of SRs | The total number of SRs |
| # of SRs Pending Agent Action | The total number of SRs assigned to an Agent having status as In Progress or New |
| # of SRs Resolved in 24-48 hrs | The total number of SRs that were resolved in between 24-48 hours after they were opened |
| # of SRs Resolved in under 24 hrs | The total number of SRs that were resolved in under 24 hours after they were opened |
| # of SRs Transferred | Number of SR's that were transferred |
| # of Transfers | Number of times the SR's were transferred |
| # of Unassigned SRs | The total number of SRs that have not been assigned |
| # of Waiting Critical SRs | The total number of Critical SRs that are in Queue and waiting to be assigned (status = Waiting) |
| # of Waiting SRs | The total number of SRs that are in Queue and waiting to be assigned (status = Waiting) |
| % Reopened SRs | The % of now Closed SRs that were Reopened in SR lifecycle. This metric is computed as follows: (# of Reopened SRs that are in Closed state/# of Closed SRs)*100 |
| % SRs Transferred | The total percentage of SR's that were transferred. This metric is computed as follows: 100*(# of SRs Transferred/# of SRs) |
| Average # of Transfers | The average number of times SR's were transferred. This metric is computed as follows: (# of Transfers/# of SRs Transferred) |
| Average Open SR Age (Days) | The average number of days a SRs is Open |
| Average Time to Assign to Resource(Days) | The average number of days to assign a resource to the SRs |
| Average Time to Assign to Resource(Hours) | The average number of hours to assign a resource to the SRs |
| Average Time to Assign to Resource(Mins) | The average number of minutes to assign a resource to the SRs |
| Average Time to Close (Days) | The average days to close the SRs |
| Average Time to Close (Hours) | The average hours to close the SRs |
| Average Time to Close (Mins) | The average minutes to close the SRs |
| Average Time to Resolve (Days) | The average days to resolve the SRs |
| Average Time to Resolve (Hours) | The average hours to resolve the SRs |
| Average Time to Resolve (Mins) | The average minutes to resolve the SRs |
| Open SR Age (Days) | # of days since the SR was reported (doesn't apply for Closed/Resolved SRs) |
| SR Resolution Rate | The SRs Resolution rate. This metric is computed as follows: 100 * # of Resolved + Closed SRs/# of SRs |
| Total Time to Assign to Queue (Days) | The total number of days to assign a SRs to a Queue |
| Total Time to Assign to Queue (Hours) | The total number of hours to assign a SRs to a Queue |
| Total Time to Assign to Queue (Mins) | The total number of minutes to assign a SRs to a Queue |
| Total Time to Assign to Resource(Days) | The total number of days to assign a resource to SRs |
| Total Time to Assign to Resource(Hours) | The total number of hours to assign a resource to SRs |
| Total Time to Assign to Resource(Mins) | The total number of minutes to assign a resource to SRs |
| Total Time to Close (Days) | The total number of days to close the SRs |
| Total Time to Close (Hours) | The total number of hours to close the SRs |
| Total Time to Close (Mins) | The total number of minutes to close the SRs |
| Total Time to Resolve (Days) | The total number of days to resolve a SRs |
| Total Time to Resolve (Hours) | The total number of hours to resolve a SRs |
| Total Time to Resolve (Mins) | The total number of minutes to resolve a SRs |
CX - Service Request Lifecycle
This table describes the B2B Service Request Lifecycle metrics.
| Metric | Metric Definition |
|---|---|
| # of Distinct SR Assignees | The number of distinct resources an SR has been assigned to. |
| # of Distinct SR Queues Assigned | The number of distinct Queues the SR has been assigned to. (The initial Queue assignment is also counted). |
| # of Raw SRs (Lifecycle) | The total number of SRs tracked for Lifecycle changes, including the deleted SRs.. |
| # of SR Lifecycle Changes | The total updates made to the SR (changes to Status, Severity, Queue assignment, and Resource Assignment). |
| # of SR Queue Assignments | The number of Queues the SR has been assigned to. (The initial Queue assignment and multiple assignments to the same queue is counted ). |
| # of SR Reopen Events | The number of times an SR has been reopened (after being resolved). |
| # of SR Resource Assignments | The number of resources an SR has been assigned to (multiple assignations to the same resource are counted). |
| # of SR Status Change Events | The number of times (occurrences) the SR status changes.. |
| # of SRs (Lifecycle) | The total number of SRs tracked for Lifecycle changes. |
| Average # of Distinct SR Assignees | The average number of distinct SR Assignees. This metric is calculated as follows: # of Distinct SR Assignees / # of SRs with at least one assignee. |
| Average # of Distinct SR Queues Assigned | The average number of distinct SR Queues. This metric is calculated as follows: # of Distinct SR Queues Assigned / # of SRs with Queue. |
| Average # of SR Queue Assignments | The average number of SR Queues. This metric is calculated as follows: # of SR Queues Assigned / # of SRs with Queue. |
| Average # of SR Resource Assignments | The average number of SR Resource Assignments. This metric is calculated as follows: # of SR Resource Assignments / # of SRs with at least one assignee. |
| Average Duration as High Severity SR (Days) | The total Duration as High Severity SR (Days) averaged over # of High Severity SRs. This metric is calculated as follows: Total Duration as High Severity SR (Days) / # of High Severity SRs. |
| Average Duration as High Severity SR (Hours) | The total Duration as High Severity SR (Hours) averaged over # of High Severity SRs. This metric is calculated as follows: Total Duration as High Severity SR (Hours) / # of High Severity SRs. |
| Average Duration as High Severity SR (Minutes) | The total Duration as High Severity SR (Minutes) averaged over # of High Severity SRs. This metric is calculated as follows: Total Duration as High Severity SR (Minutes) / # of High Severity SRs. |
| Average Duration as In Progress SR (Days) | The total Duration as In Progress SR (Days) averaged over # of In Progress SRs. This metric is calculated as follows: Total Duration as In Progress SR (Days) / # of In Progress SRs. |
| Average Duration as In Progress SR (Hours) | The total Duration as In Progress SR (Hours) averaged over # of In Progress SRs. This metric is calculated as follows: Total Duration as In Progress SR (Hours) / # of In Progress SRs. |
| Average Duration as In Progress SR (Minutes) | The total Duration as In Progress SR (Minutes) averaged over # of In Progress SRs. This metric is calculated as follows: Total Duration as In Progress SR (Minutes) / # of In Progress SRs. |
| Average Duration as Low Severity SR (Days) | The total Duration as Low Severity SR (Days) averaged over # of Low Severity SRs. This metric is calculated as follows: Total Duration as Low Severity SR (Days) / # of Low Severity SRs. |
| Average Duration as Low Severity SR (Hours) | The total Duration as Low Severity SR (Hours) averaged over # of Low Severity SRs. This metric is calculated as follows: Total Duration as Low Severity SR (Hours) / # of Low Severity SRs. |
| Average Duration as Low Severity SR (Minutes) | The total Duration as Low Severity SR (Minutes) averaged over # of Low Severity SRs. This metric is calculated as follows: Total Duration as Low Severity SR (Minutes) / # of Low Severity SRs. |
| Average Duration as Medium Severity SR (Days) | The total Duration as Medium Severity SR (Days) averaged over # of Medium Severity SRs. This metric is calculated as follows: Total Duration as Medium Severity SR (Days) / # of Medium Severity SRs. |
| Average Duration as Medium Severity SR (Hours) | The total Duration as Medium Severity SR (Hours) averaged over # of Medium Severity SRs. This metric is calculated as follows: Total Duration as Medium Severity SR (Hours) / # of Medium Severity SRs. |
| Average Duration as Medium Severity SR (Minutes) | The total Duration as Medium Severity SR (Minutes) averaged over # of Medium Severity SRs. This metric is calculated as follows: Total Duration as Medium Severity SR (Minutes) / # of Medium Severity SRs. |
| Average Duration as New SR (Days) | The total Duration as New SR (Days) averaged over # of New SRs. This metric is calculated as follows: Total Duration as New SR (Days) / # of New SRs. |
| Average Duration as New SR (Hours) | The total Duration as New SR (Hours) averaged over # of New SRs. This metric is calculated as follows: Total Duration as New SR (Hours) / # of New SRs. |
| Average Duration as New SR (Minutes) | The total Duration as New SR (Minutes) averaged over # of New SRs. This metric is calculated as follows: Total Duration as New SR (Minutes) / # of New SRs. |
| Average Duration as Resolved SR until Reopen (Days) | The total Duration as Resolved SR until Reopen (Days) averaged over # of re - opened SRs. This metric is calculated as follows: Total Duration as Resolved SR until Reopen (Days) / # of Resolved SR until Reopen. |
| Average Duration as Resolved SR until Reopen (Hours) | The total Duration as Resolved SR until Reopen (Hours) averaged over # of re - opened SRs. This metric is calculated as follows: Total Duration as Resolved SR until Reopen (Hours) / # of Resolved SR until Reopen. |
| Average Duration as Resolved SR until Reopen (Minutes) | The total Duration as Resolved SR until Reopen (Minutes) averaged over # of re - opened SRs. This metric is calculated as follows: Total Duration as Resolved SR until Reopen (Minutes) / # of Resolved SR until Reopen. |
| Average Duration as Waiting SR (Days) | The total Duration as Waiting SR (Days) averaged over # of Waiting SRs. This metric is calculated as follows: Total Duration as Waiting SR (Days) / # of Waiting SRs. |
| Average Duration as Waiting SR (Hours) | The total Duration as Waiting SR (Hours) averaged over # of Waiting SRs.. This metric is calculated as follows: Total Duration as Waiting SR (Hours) / # of Waiting SRs. |
| Average Duration as Waiting SR (Minutes) | The total Duration as Waiting SR (Minutes) averaged over # of Waiting SRs. This metric is calculated as follows: Total Duration as Waiting SR (Minutes) / # of Waiting SRs. |
| Average Duration in SR Queue (Days) | The total Duration in SR Queue (Days) averaged over # of SRs that have traversed that queue. This metric is calculated as follows: Total Duration in SR Queue (Days) / # of SRs in Queue . |
| Average Duration in SR Queue (Hours) | The total Duration in SR Queue (Hours) averaged over # of SRs that have traversed that queue. This metric is calculated as follows: Total Duration in SR Queue (Hours) / # of SRs in Queue . |
| Average Duration in SR Queue (Minutes) | The total Duration in SR Queue (Days) averaged over # of SRs that have traversed that queue. This metric is calculated as follows: Total Duration in SR Queue (Minutes) / # of SRs in Queue . |
| Average Duration of SR Lifecycle Change (Days) | The average duration in days that an SR is with a particular status / severity / queue / resource. The metric assumes meaning seen in context of one of status, severity, queue or resource. This metric is calculated as follows: Total Duration of SR Lifecycle Change (Days) / # of SRs tracked for Lifecycle changes. |
| Average Duration of SR Lifecycle Change (Hours) | The average duration in hours that an SR is with a particular status / severity / queue / resource. The metric assumes meaning seen in context of one of status, severity, queue or resource. This metric is calculated as follows: Total Duration of SR Lifecycle Change (Hours) / # of SRs tracked for Lifecycle changes. |
| Average Duration of SR Lifecycle Change (Minutes) | The average duration in minutes that an SR is with a particular status / severity / queue / resource. The metric assumes meaning seen in context of one of status, severity, queue or resource. This metric is calculated as follows: Total Duration of SR Lifecycle Change (Minutes) / # of SRs tracked for Lifecycle changes. |
| Average Duration SR Unassigned to Assignee (Days) | The total duration an SR is Unassigned to any Assignee (Days). This metric is calculated as follows: Total Duration SR Unassigned to Assignee (Days) / # of SRs not assigned to an Assignee (SRs where the Assignee field is blank). |
| Average Duration SR Unassigned to Assignee (Hours) | The total duration an SR is Unassigned to any Assignee (Hours). This metric is calculated as follows: Total Duration SR Unassigned to Assignee (Hours) / # of SRs not assigned to an Assignee (SRs where the Assignee field is blank). |
| Average Duration SR Unassigned to Assignee (Minutes) | The total duration an SR is Unassigned to any Assignee (Minutes). This metric is calculated as follows: Total Duration SR Unassigned to Assignee (Minutes) / # of SRs not assigned to an Assignee (SRs where the Assignee field is blank). |
| Average Duration SR Unassigned to Queue (Days) | The total duration an SR is Unassigned to any Queue (Days). This metric is calculated as follows: Total Duration SR Unassigned to Queue (Days) / # of SRs not assigned to a Queue (SRs where the Queue field is blank). |
| Average Duration SR Unassigned to Queue (Hours) | The total duration an SR is Unassigned to any Queue (Hours). This metric is calculated as follows: Total Duration SR Unassigned to Queue (Hours) / # of SRs not assigned to a Queue (SRs where the Queue field is blank). |
| Average Duration SR Unassigned to Queue (Minutes) | The total duration an SR is Unassigned to any Queue (Minutes). This metric is calculated as follows: Total Duration SR Unassigned to Queue (Minutes) / # of SRs not assigned to a Queue (SRs where the Queue field is blank). |
| Average Duration with SR Assignee (Days) | The total Duration with SR Assignee (Days) averaged over # of SRs assigned to the resource at least once. This metric is calculated as follows: Total Duration with SR Assignee (Days) / # of SRs with Assignees. |
| Average Duration with SR Assignee (Hours) | The total Duration with SR Assignee (Hours) averaged over # of SRs assigned to the resource at least once. This metric is calculated as follows: Total Duration with SR Assignee (Hours) / # of SRs with Assignees. |
| Average Duration with SR Assignee (Minutes) | The total Duration with SR Assignee (Minutes) averaged over # of SRs assigned to the resource at least once. This metric is calculated as follows: Total Duration with SR Assignee (Minutes) / # of SRs with Assignees. |
| Maximum Change End Date | The End time of association of an SR with a tracked attribute such as Assignee, Queue, Severity, Status or Status Type.. |
| Minimum Change Start Date | The Start time of association of an SR with a tracked attribute such as Assignee, Queue, Severity, Status or Status Type.. |
| Total Duration as High Severity SR (Days) | The total duration in days that SR Severity is High (Sev Code = ORA_SVC_SEV1). |
| Total Duration as High Severity SR (Hours) | The total duration in hours that SR Severity is High (Sev Code = ORA_SVC_SEV1). |
| Total Duration as High Severity SR (Minutes) | The total duration in minutes that SR Severity is High (Sev Code = ORA_SVC_SEV1). |
| Total Duration as In Progress SR (Days) | The total duration in days that an SR is in any status that belongs to 'In Progress' Status Type.. |
| Total Duration as In Progress SR (Hours) | The total duration in hours that an SR is in any status that belongs to 'In Progress' Status Type.. |
| Total Duration as In Progress SR (Minutes) | The total duration in minutes that an SR is in any status that belongs to 'In Progress' Status Type.. |
| Total Duration as Low Severity SR (Days) | The total duration in days that SR Severity is Low (Sev Code = ORA_SVC_SEV3). |
| Total Duration as Low Severity SR (Hours) | The total duration in hours that SR Severity is Low (Sev Code = ORA_SVC_SEV3). |
| Total Duration as Low Severity SR (Minutes) | The total duration in minutes that SR Severity is Low (Sev Code = ORA_SVC_SEV3). |
| Total Duration as Medium Severity SR (Days) | The total duration in days that SR Severity is Medium (Sev Code = ORA_SVC_SEV2). |
| Total Duration as Medium Severity SR (Hours) | The total duration in hours that SR Severity is Medium (Sev Code = ORA_SVC_SEV2). |
| Total Duration as Medium Severity SR (Minutes) | The total duration in minutes that SR Severity is Medium (Sev Code = ORA_SVC_SEV2). |
| Total Duration as New SR (Days) | The total duration in days that an SR is in any status that belongs to 'New' Status Type.. |
| Total Duration as New SR (Hours) | The total duration in hours that an SR is in any status that belongs to 'New' Status Type.. |
| Total Duration as New SR (Minutes) | The total duration in minutes that an SR is in any status that belongs to 'New' Status Type.. |
| Total Duration as Resolved SR until Reopen (Days) | The total duration in days that an SR is in any status that belongs to 'Resolved' Status type until it was reopened. (applicable only for a reopened SR). |
| Total Duration as Resolved SR until Reopen (Hours) | The total duration in hours that an SR is in any status that belongs to 'Resolved' Status type until it was reopened. (applicable only for a reopened SR). |
| Total Duration as Resolved SR until Reopen (Minutes) | The total duration in minutes that an SR is in any status that belongs to 'Resolved' Status type until it was reopened. (applicable only for a reopened SR). |
| Total Duration as Waiting SR (Days) | The total duration in days that an SR is in any status that belongs to 'Waiting' Status Type.. |
| Total Duration as Waiting SR (Hours) | The total duration in hours that an SR is in any status that belongs to 'Waiting' Status Type.. |
| Total Duration as Waiting SR (Minutes) | The total duration in minutes that an SR is in any status that belongs to 'Waiting' Status Type.. |
| Total Duration in SR Queue (Days) | The total duration in days that an SR stays in any specific queue. |
| Total Duration in SR Queue (Hours) | The total duration in hours that an SR stays in any specific queue. |
| Total Duration in SR Queue (Minutes) | The total duration in minutes that an SR stays in any specific queue. |
| Total Duration of SR Lifecycle Change (Days) | The total duration in days that an SR is resident in a specific status / severity / queue / resource. The metric assumes meaning seen in context of one of status, severity, queue or resource.. |
| Total Duration of SR Lifecycle Change (Hours) | The total duration in hours that an SR is resident in a specific status / severity / queue / resource. The metric assumes meaning seen in context of one of status, severity, queue or resource.. |
| Total Duration of SR Lifecycle Change (Minutes) | The total duration in minutes that an SR is resident in a specific status / severity / queue / resource. The metric assumes meaning seen in context of one of status, severity, queue or resource.. |
| Total Duration SR Unassigned to Assignee (Days) | The total duration in days that an SR is not assigned to any resource. (Assignee field is blank). |
| Total Duration SR Unassigned to Assignee (Hours) | The total duration in hours that an SR is not assigned to any resource. (Assignee field is blank). |
| Total Duration SR Unassigned to Assignee (Minutes) | The total duration in hours that an SR is not assigned to any resource. (Assignee field is blank). |
| Total Duration SR Unassigned to Queue (Days) | The total duration in days that an SR is not assigned to any Queue. (Queue field is blank). |
| Total Duration SR Unassigned to Queue (Hours) | The total duration in hours that an SR is not assigned to any Queue. (Queue field is blank). |
| Total Duration SR Unassigned to Queue (Minutes) | The total duration in minutes that an SR is not assigned to any Queue. (Queue field is blank). |
| Total Duration with SR Assignee (Days) | The total duration in days that an SR stays with any specific resource / assignee. |
| Total Duration with SR Assignee (Hours) | The total duration in hours that an SR stays with any specific resource / assignee. |
| Total Duration with SR Assignee (Minutes) | The total duration in minutes that an SR stays with any specific resource / assignee. |
| Average Duration of SR Lifecycle Change (Minutes) | The average duration in minutes that an SR is with a particular status / severity / queue / resource. The metric assumes meaning seen in context of one of status, severity, queue or resource. This metric is calculated as follows: Total Duration of SR Lifecycle Change (Minutes) / # of SRs tracked for Lifecycle changes. |
| Minimum Change Start Date | The Start time of association of an SR with a tracked attribute such as Assignee, Queue, Severity, Status or Status Type. |
| Maximum Change End Date | The End time of association of an SR with a tracked attribute such as Assignee, Queue, Severity, Status or Status Type. |
| # of Raw SRs (Lifecycle) | The total number of SRs tracked for Lifecycle changes, including the deleted SRs. |
CX - Service Request Milestone
This table describes the B2B Service Request Milestone metrics.
| Metric | Metric Definition |
|---|---|
| # of Active Milestones | The total SR Active Milestones (does not include the Milestones in Cancelled status) |
| # of Cancelled Milestones | The total SR Milestones that are in Cancelled status. (Milestone status = Cancelled) |
| # of Completed Compliant Milestones | The total Milestones that have been Completed and are Compliant (Milestone status = Complete and Compliance Flag = Y) |
| # of Completed Expired Milestones | The total Milestones that have been completed and Expired (Milestone status = Complete and Compliance Flag = N) |
| # of Completed Milestones | The total Milestones that have been completed (Milestone status = Complete) |
| # of Compliant Milestones | The total Compliant Milestones (Milestone Status not equal to Cancelled and Compliance Flag not equal to N) |
| # of Expired Milestones | The total Expired Milestones (Milestone Status not equal to Cancelled and Compliance Flag = N) |
| # of Milestones | The total SR Milestones including the Milestones in Cancelled status |
| # of Overdue Time Milestones | The total non-compliant/Overdue Milestones. (Compliance Flag = N). Canceled Milestones are also included in this metric. |
| # of Raw SRs (Milestone) | The total number of SRs with Milestones including the deleted SRs. |
| # of SRs | The total number of SRs with Milestones |
| % Completed Compliant Milestones | The percentage of Completed Compliant milestones. This metric is calculated as follows: 100*(# of Completed Compliant Milestones/# of Completed Milestones) |
| % Completed Expired Milestones | The percentage of Completed Expired Milestones. This metric is calculated as follows: 100*(# of Completed Expired Milestones/# of Completed Milestones) |
| % Completed Milestones | The percentage of Completed Milestones. This metric is calculated as follows: 100*(# of Completed Milestones/# of Active Milestones) |
| % Compliant Milestones | The percentage of Compliant Milestones. This metric is calculated as follows: 100*(# of Compliant Milestones/# of Active Milestones) |
| % Expired Milestones | The percentage of Expired Milestones. This metric is calculated as follows: 100*(# of Expired Milestones/# of Active Milestones) |
| Average of Overdue Time (Minutes) | The total time elapsed in minutes since the SR Milestone was due averaged over a number of overdue time Milestones. Applies for non-compliant milestones. |
| Overdue Time (Minutes) | The total time elapsed in minutes since the SR Milestone was due. Applies for non-compliant milestones. |
| # of First Response Compliant SRs | The total SRs that have the compliant first response milestone i.e. whose First Response milestone has been met. |
| # of Resolution Compliant SRs | The total Resolved Compliant SRs i.e. whose Resolution milestone has been met. |
| # of SRs with First response Violations | The total SRs with first-response violations i.e. whose First Response milestone has not been met. |
| # of SRs with Resolution Violations | The total SRs with Resolution violations i.e. whose Resolution milestone has not been met. |
| % First Response Compliant SRs | The percentage of the first response SRs that are compliant. This metric is calculated as follows: 100*(# of First Response Compliant SRs/(# of First Response Compliant SRs + # of SRs with First Response Violations) |
| % Resolution Compliant SRs | The percentage of the Resolution SRs that are compliant. This metric is calculated as follows: 100*(# of Resolution Compliant SRs/(# of Resolution Compliant SRs + # of SRs with Resolution Violations ) |
| % SRs with First Response Violations | The percentage of the SRs with first-response violations. This metric is calculated as follows: 100*(# of SRs with First response Violations / (# of First Response Compliant SRs + # of SRs with First Response Violations) |
| % SRs with Resolution Violations | The percentage of the SRs with Resolution violations. This metric is calculated as follows: 100*(# of SRs with Resolution Violations/(# of Resolution Compliant SRs + # of SRs with Resolution Violations) |
CX - Subscription Bill Line
This table describes the Subscription Bill Line metrics. These metrics are used in the Document Currency (DC) and Analytics Currency (AC) fact folders in this subject area.
Document Currency is the currency used while entering the data in the application. Analytics Currency is the currency defined in Fusion Analytics Warehouse. Analytics Currency and Exchange Rate Type are configured during product implementation. The Exchange Rate date basis uses the Subscription Start Date to convert to the analytics currency. Metrics in these folders show amounts in their respective currencies.
| Metric | Metric Definition |
|---|---|
| Subscription Bill Amount | The total Subscription Bill Amount |
| Subscription Invoiced Amount with Tax | The total Subscription Invoiced Amount with Tax |
| Subscription Invoiced Bill Amount | The total Subscription Invoiced Bill Amount |
| Subscription Invoiced Onetime Charges | The total Subscription Invoiced Onetime Charges |
| Subscription Invoiced Recurring Charges | The total Subscription Invoiced Recurring Charges |
| Subscription Invoiced Usage Amount | The total Subscription Invoiced Usage Amount |
| Subscription Invoiced Usage Quantity | The total Subscription Invoiced Usage Quantity |
| Subscription Onetime Charges | The total Subscription Onetime Charges |
| Subscription Recurring Charges | The total Subscription Recurring Charges |
| Subscription Usage Amount | The total Subscription Usage Amount |
| Subscription Usage Quantity | The total Subscription Usage Quantity |
CX - Subscription Historical Trend
This table describes the Subscription Historical Trend metrics. These metrics are used in the Document Currency (DC) and Analytics Currency (AC) fact folders in this subject area.
Document Currency is the currency used while entering the data in the application. Analytics Currency is the currency defined in Fusion Analytics Warehouse. Analytics Currency and Exchange Rate Type are configured during product implementation. The Exchange Rate date basis uses the Subscription Start Date to convert to the analytics currency. Metrics in these folders show amounts in their respective currencies.
| Metric | Metric Definition |
|---|---|
| # of Active Customers - Period Start | The total Active customers at the start of a period (Customers with an active subscription in a given period) |
| # of Active Subscriptions - Period Start | The total number of Active Subscriptions at the start of a period |
| Active MRR - Period Start | The total monthly recurring revenue of all Active Subscriptions at the start of a period |
| Average Revenue per Customer - Period Start | The total Average Revenue per Customer (ARPU) at the start of a period. This metric is computed as follows: Total Active MRR/Total number of Active Customers |
| Product Net Price (TCV) - Period Start | The total Product Net Price of Active Subscriptions at the start of a period |
| # of Active Customers - Period End | The total Active customers at the end of a period (Customers with an active subscription in a given period) |
| # of Active Subscriptions - Period End | The total number of Active Subscriptions at the end of a period |
| Active MRR - Period End | The total Monthly Recurring Revenue of all Active Subscriptions at the end of a period |
| Average Revenue per Customer - Period End | The total Average Revenue per Customer (ARPU) at the end of a period. This metric is computed as follows: Total Active MRR/Total number of Active Customers |
| Product Net Price (TCV) - Period End | The total Product Net Price of Active Subscriptions at the end of a period |
| # of New Active Subscriptions | The number of New Subscriptions started in a period. (Started in a period and which aren't a result of an amendment, suspension, or renewal of existing subscriptions) |
| # of Renewed Active Subscriptions | The number of Subscriptions Renewed in a period. (Number of active subscriptions that are renewed from existing subscriptions) |
| # of Terminated Subscriptions | The number of Subscriptions Terminated in a period. (Number of active subscriptions that are terminated in a period. This metric doesn't include closed subscriptions due to the amendment or suspension of existing subscriptions) |
| # of Due for Renewal Subscriptions | The number of Subscriptions that are due for Renewal in a period. |
| # of Expansion Subscriptions | The total Expansion Subscriptions (Target subscription MRR greater than Source Subscription MRR). |
| # of Contraction Subscriptions | The total number of Expansion Subscriptions (Target subscription MRR less than Source Subscription MRR). |
| # of Churned Renewal Subscription | The total Churned Renewal Subscriptions in a period. (Subscriptions that were Renewed from existing Subscriptions but Canceled in the given period) |
| # of Lapsed Renewal Subscriptions | The total Lapsed Renewal Subscriptions in a period. (Active subscriptions that expired in a period without being renewed). |
| New Active MRR | The total new MRR of Active subscriptions added in a period. (Started in a period and which aren't a result of an amendment, suspension, or renewal of existing subscriptions) |
| Activated Renewal MRR | The total Activated Renewal MRR in a period. (Active Subscriptions that were renewed from existing subscriptions) |
| Termination MRR | The total Termination MRR in a period. (Active subscriptions that are closed in a period, not due to the amendment or suspension of existing subscriptions) |
| MRR Due for Renewal | The total MRR of Subscriptions that are due for Renewal in a period |
| Expansion MRR | The total Expansion MRR in a period. (The difference in MRR between a target and source of an amendment relationship where the target MRR > Source MRR and the target start date falls within this period and not in Draft) |
| Contraction MRR | The total Contraction MRR in a period. (The difference in MRR between a target and source of an amendment relationship where the target MRR < Source MRR and the target start date falls within this period and not in Draft) |
| Churned Renewal MRR | The total Churned Renewal MRR in a period. (Subscriptions that were Renewed from existing Subscriptions but Canceled in the given period) |
| Lapsed Renewal MRR | The total Lapsed Renewal MRR in a period. (Active subscriptions that expired in a period without being renewed) |
| Product Net Price (TCV) - Contraction Subscriptions | The Product Net Price (TCV) due to Contraction in a period (The difference in Product Net Price (TCV) between a target and source of an amendment relationship where the target TCV less than Source TCV and the target start date falls within this period and not in Draft). |
| Product Net Price (TCV) - Expansion Subscriptions | The Product Net Price (TCV) due to Expansion in a period (The difference in Product Net Price (TCV) between a target and source of an amendment relationship where the target TCV greater than Source TCV and the target start date falls within this period and not in Draft). |
| Product Net Price (TCV) - New Active Subscriptions | The total Product Net Price of the New Subscriptions started in a period (started in a period and which aren't a result of an amendment, suspension, or renewal of existing subscriptions). |
| Product Net Price (TCV) - Renewed Active Subscriptions | The total Product Net Price of the Renewed Subscriptions in a period (number of active subscriptions that are renewed from existing subscriptions). |
| Product Net Price (TCV) - Terminated Subscriptions | The total Product Net Price of the Subscriptions Terminated in a period (number of active subscriptions that are terminated in a period). This metric does not include TCV of the closed subscriptions due to the amendment or suspension of existing subscriptions. |
| Product Net Price (TCV) - Due for Renewal | The total Product Net Price of Subscriptions that are due for Renewal in a period. |
| Product Net Price (TCV) - Churned Renewal Subscriptions | The total Product Net Price of the Churned Renewal Subscriptions in a period (Subscriptions that were Renewed from existing Subscriptions but Canceled in the given period). |
| Product Net Price (TCV) - Lapsed Renewal Subscriptions | The total Product Net Price of the Lapsed Renewal Subscriptions in a period(Active subscriptions that expired in a period without being renewed). |
| Absolute MRR Churn | The Absolute MRR Churn. This metric is calculated as follows: (Lapsed Renewal MRR + Termination MRR + Churned Renewal MRR) |
| # of New Customers | The number of New Customers added in a period. (Customers who started an active subscription in a given period) |
| # of Churned Customers | The number of Customers Churned in a period (Customers whose active subscriptions were all terminated or expired without renewal in a given period) |
| New Customer MRR | The total MRR of a new Customer added in a period (started in a period and which aren't a result of an amendment, suspension, or renewal of existing subscriptions). |
| Product Net Price (TCV) - New Customers | The total Product Net Price of the New Customers added in a period (Customers who started an active subscription in a given period) |
| Change in # of Active Customers | The change in the number of Active Customers in a given period. This metric is calculated as follows: # of Active Customers (Period End) - # of Active Customers (Period start) |
| Change in # of Active Subscriptions | The change in the Number of Subscriptions in a given period. This metric is calculated as follows: Number of active subscriptions (Period End) - Number of active subscriptions (Period Start) |
| Change in Active MRR | The change in Active MRR in a given period. This metric is calculated as follows: Active MRR (Period End) - Active MRR (Period Start) |
| Change in Average Revenue per Customer | The change in Average Revenue per Customer in a given Period. This metric is calculated as follows: Average Revenue per customer (Period End) - Average Revenue per customer (Period Start) |
| Change in Product Net Price | The change in the Product Net Price in a given period. This metric is calculated as follows: Product Net Price (Period End) - Product Net Price (Period Start) |
| Customers Churn Rate % | The Customer Churn Rate. This metric is calculated as follows: # of Churned Customers /# of Active Customers (period start) |
| MRR Churn Rate % | The MRR Churn Rate. This metric is calculated as follows: 100 * (Lapsed Renewal MRR + Termination MRR + Churned Renewal MRR) / Active MRR (Period Start) |
| MRR Lapsed Renewal % | The MRR Lapsed Renewal Rate. This metric is calculated as follows: 100*Lapsed Renewal MRR/MRR Due for Renewal |
| MRR Renewal Rate % | The MRR Renewal Rate. This metric is calculated as follows: 100 * Activated Renewal MRR / MRR due for Renewal (Period End) |
| Net Revenue Retention Rate % | The Net Revenue Retention Rate. This metric is calculated as follows: 100 * Active MRR (Period End) / Active MRR (Period Start) |
CX - Subscriptions
This table describes the Subscription Metrics.
| Metric | Metric Definition |
|---|---|
| # of Active Subscription Downgrades | The total Downgraded Subscriptions (amend reason = ORA_DOWNGRADE) that are Active |
| # of Active Subscription Upgrades | The total Upgraded Subscriptions (amend reason = ORA_UPGRADE) that are Active |
| # of Active Subscriptions | The total Active Subscriptions |
| # of Active Subscriptions Added - Last 30 days | The total Subscriptions Added in the last 30 days that are Active |
| # of Active Subscriptions Expiring - Next 30 days | The total Active Subscriptions Expiring in the next 30 days |
| # of Customers | The total Customers |
| # of Customers with Active Subscriptions | The total customers with at least one Active Subscription |
| # of Evergreen Subscriptions | The total Evergreen Subscriptions (no end date) |
| # of Expansion Active Subscriptions | The total Expansion Subscriptions (Target subscription MRR > Source Subscription MRR) that are Active |
| # of Expansion Subscriptions | The total Expansion Subscriptions (Target subscription MRR > Source Subscription MRR) |
| # of Expired Subscriptions | The total Expired Subscriptions |
| # of New Active Subscriptions | The total new Subscriptions that are Active (started in a period and which aren't a result of an amendment, suspension, or renewal of existing subscriptions) |
| # of Products | The total Products |
| # of Products with Active Subscriptions | The total Products that have Active Subscriptions |
| # of Subscription Downgrades | The total Downgraded Subscriptions (amend reason = ORA_DOWNGRADE) |
| # of Subscription Upgrades | The total Upgraded Subscriptions (amend reason = ORA_UPGRADE) |
| # of Subscriptions | The total Subscriptions |
| # of Subscriptions Expired - Last 30 days | The total Subscriptions Expired in the last 30 days |
| # of Terminated Subscriptions | The total terminated subscriptions |
| # Renewed Active Subscriptions | The total Renewed Subscriptions that are Active |
| # Renewed Subscriptions | The total Renewed Subscriptions |
| Activated Renewal MRR | The total Activated Renewal MRR (Active Subscriptions that were renewed from existing subscriptions) |
| Active Subscription MRR | The total Monthly Recurring Revenue for Active Subscription |
| Average Revenue per Customer (ARPU) | The Total Average Revenue per Customer (ARPU). This metric is computed as follows: Total Active MRR/Total number of Active Customers |
| Contraction Active MRR | The total Contraction MRR for Active Subscription(The difference in MRR between a target and source of an amendment relationship where the target MRR < Source MRR and the target start date falls within this period and not in Draft/Cancelled) |
| Early Termination Fee | Early Termination Fee |
| Expansion Active MRR | The total Expansion MRR for Active Subscriptions (The difference in MRR between a target and source of an amendment relationship where the target MRR > Source MRR and the target start date falls within this period and not in Draft/Cancelled) |
| First Active MRR | The total new MRR of Active subscriptions (which aren't a result of an amendment, suspension, or renewal of existing subscriptions) |
| Subscription Cancelled Amount | The total Subscription Cancelled Amount |
| Subscription Closed Amount | The total Subscription Closed Amount |
| Subscription Credited Amount | The total Subscription Credited Amount |
| Subscription Invoiced Amount | The total Subscription Invoiced Amount |
| Subscription MRR | The total Monthly Recurring Revenue |
| Subscription Total Contract Value (TCV) | The total Subscription Contract Value |