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1Z0-961 | Oracle Financials Cloud: Payables 2017 Implementation Essentials

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Vendor Oracle
Exam Number 1Z0-961
Exam Name Oracle Financials Cloud: Payables 2017 Implementation Essentials
Questions 73 Q & A
Recent Update November 8, 2018
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1Z0-961 exam Dumps Source : Oracle Financials Cloud: Payables 2017 Implementation Essentials

Test Code : 1Z0-961
Test Name : Oracle Financials Cloud: Payables 2017 Implementation Essentials
Vendor Name : Oracle
Q&A : 73 Real Questions

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Oracle Oracle Financials Cloud: Payables

Larry Ellison Sees Expansive opportunity For Oracle's Revamped Cloud | killexams.com Real Questions and Pass4sure dumps

via Aaron Ricadela

Oracle govt Chairman and CTO Larry Ellison had a message for analysts currently: Now that Oracle has upgraded the computer systems, networks, and structure that underpin its cloud computing carrier, it’s going to get more aggressive on rate to position power on opponents.

“We’ve obtained a extremely firm infrastructure groundwork under our most strategic product, which is Oracle Database,” Ellison advised monetary analysts at a late October assembly in San Francisco. “It’s a land rush now for cloud, and we have the option to be very rate aggressive.”

Ellison used his presentation, which adopted these of CEOs Mark Hurd and Safra Catz on the conclusion of the company’s Oracle OpenWorld consumer conference, to argue that community velocity, computing device protection, and database performance upgrades in Oracle’s cloud software are setting the desk for more consumers to flow databases in the coming year from their personal information facilities to on-line services. The performance improvements might let Oracle seize share from Amazon internet functions, which Ellison mentioned isn’t as well suited to serving enormous, regulated organizations with data security issues in industries including banking and telecommunications.

“They haven’t modified their simple structure, and that they’re going to ought to,” he spoke of. “everyone goes to should.”

Oracle designed a second-era cloud infrastructure, obtainable now for new shoppers, to satisfy the wants of the commercial enterprise-scale Oracle Database clients that are more and more able to move their workloads to on-line versions. the brand new architecture no longer simplest improves safety and reliability, it raises computing pace, proposing Oracle a cost knowledge against AWS seeing that cloud work is billed by means of the minute. “It’s found money for us,” Ellison said. “we can have enough money to be a great deal extra aggressive on pricing than they can.”

The software significant also confirmed new self sustaining Database capabilities including the ability for corporations to isolate computing jobs from different purchasers contending for elements. the brand new infrastructure and database features may also speed customers’ relocating transaction processing databases and analytical data warehouses to the cloud, pointed out Ellison.

Oracle, the realm’s greatest corporation of database management software, had 42.three% of the $33.1 billion relational database market in 2017, according to market researcher IDC. Microsoft become second with 24.three% share followed with the aid of IBM with 12.7% and SAP with 6.eight%. The cloud database chance on my own could be titanic, Oracle’s chairman mentioned.

Oracle will pursue all cloud workloads, Ellison noted, while pointing to how a whole lot of “the area’s excessive-value information” is saved in Oracle Databases. “If we received the Oracle workloads in our cloud, how massive would our cloud be?” Ellison pointed out to analysts.

the new generation of Oracle Cloud Infrastructure is designed round three dreams: more desirable security and reliability; conserving customers’ investments in their Oracle databases and purposes by using making them transportable to the cloud; and cost and efficiency benefits compared with on-premises types, in response to Ellison. in one illustration of Oracle Cloud Infrastructure’s technical area, Oracle is providing far off direct reminiscence access (RDMA) so computer systems in a community can alternate information in reminiscence quicker with out gaining access to each different’s working techniques. Oracle in its cloud carrier has also separated controlling computers that run Oracle code from machines working customers’ code, to give a boost to safety. “It’s costly—we had to add computer systems,” Ellison spoke of.

throughout a separate Oracle OpenWorld presentation on cloud infrastructure, Oracle senior vice president Don Johnson pointed out the enterprise took a unique technical approach than in different public clouds, designing its computing provider for large, regulated agencies with information safety considerations.

Cloud Infrastructure and Apps Complementary

The so-referred to as 2nd-era Oracle Cloud Infrastructure, which offers computing vigour, networking, and storage as online functions, could additionally inspire agencies to circulation more of their Oracle purposes to on-line application features in a challenge to SAP.

Cloud applications can help power Oracle Cloud Infrastructure demand, as organizations' own developers construct capabilities operating on it that integrate with online functions with a view to meet some pleasing client need. “These are linked companies,” Ellison spoke of. SAP claimed about 27% of the $27 billion enterprise resource planning utility phase remaining year, in comparison with nearly 21% for Oracle, in keeping with IDC.

“We’re going to move from No. 2 behind SAP in applications to No. 1 in SaaS,” Ellison mentioned. SAP is growing the possibility for some consumers to agree with switching business applications suppliers via an improve to its S/four Hana equipment that requires an SAP database, and an introduced intention to end guide of some outdated types of its ERP tools by 2025.

“There’s a true opportunity,” Ellison said. “We’re relocating SAP consumers to the cloud—corporations you’ve heard of.”

Aaron Ricadela is an Oracle director of strategic communications.

ahead-looking Statements Disclaimer: Statements in this article relating to Oracle’s future plans, expectations, beliefs, intentions, and prospects are “ahead-searching statements” and are area to fabric dangers and uncertainties. Many elements could have an effect on Oracle’s present expectations and specific effects, and could trigger precise outcomes to differ materially. A discussion of such elements and other hazards that have an effect on Oracle’s company is contained in Oracle’s Securities and alternate fee (SEC) filings, together with Oracle’s most contemporary stories on form 10-ok and form 10-Q below the heading “chance components.” These filings can be found on the SEC’s web page or at http://www.oracle.com/investor. All tips in this article is current as of October 25, 2018, and Oracle undertakes no obligation to replace any statement in gentle of recent counsel or future events.


medical school Cuts fees with Oracle Cloud | killexams.com Real Questions and Pass4sure dumps

Press unencumber

EDUCAUSE, Denver, CO—Nov 1, 2018

To enhanced optimize its elements and serve its college students, college and group of workers, West Virginia school of Osteopathic medication (WVSOM) is the usage of Oracle Cloud. With a complete, unified platform, the college can now make sure comfortable, dynamic administration of its operations and carry a extremely attractive and effective event to students and personnel alike. for the reason that launching the brand new platform just months in the past, WVSOM has already cut operational costs by using approximately $50,000.

WVSOM is a pacesetter in teaching osteopathic physicians for primary care medication in rural areas. It prides itself on being at the intersection of know-how and drugs, combining a human contact with cutting-area clinical expertise to produce the ultimate proficient, most caring and compassionate osteopathic physicians on the earth. Nationally recognized for its efforts, the scientific faculty knew it crucial to invest within the latest IT know-how to ideal place the faculty for average success. extra, the college additionally identified the value of offering a modern, personalised, journey to its technologically savvy students and group of workers. After evaluating a number of solutions, WVSOM chosen Oracle Cloud Infrastructure, as a result of its aggressive pricing – a couple of-third the charge of other suppliers—and for the platform’s superior safety benefits.

“As a clinical faculty focused on teaching our students on chopping-part medical technologies, WVSOM noticed the value of bettering the event of our college students and team of workers by using also investing in advanced technology across all school services,” spoke of Kim Ransom, Chief expertise Officer at WVSOM. “With Oracle Cloud, WVSOM changed into now not most effective able to at once put in force the newest in business technology, however we additionally had the peace of intellect knowing that we were doing so with the level of protection and value efficiency it is vital to running our school.”

crucial to the success of the venture become Oracle Cloud’s capability to work with WVSOM’s current funding in Ellucian Banner. these days, the gadget is produced from two basic accessories including a self-service module for students, personnel and faculty and an administrative module to holistically manage the faculty’s operational capabilities including HR, bills receivable, money owed payable, economic help and admissions.

“Universities huge and small are faced with a distinct challenge – students that bear in mind and expect personalised, seamless experiences enabled by way of technology whereas still having to operate on confined budgets and components,” said Pat Mungovan Oracle’s neighborhood vice president of higher education and research. “Oracle Cloud is empowering WVSOM with commercial enterprise-grade applied sciences to meet the needs of its complete faculty group, all whereas holding its center of attention on last some of the excellent medical colleges within the country.”

Contact data About Oracle Cloud Infrastructure

Oracle Cloud Infrastructure is an business Infrastructure as a carrier (IaaS) platform. organizations of all sizes count on Oracle Cloud to run enterprise and cloud native functions with mission-critical efficiency and core-to-area protection. by means of operating both usual and new workloads on a comprehensive cloud that includes compute, storage, networking, database, and containers, Oracle Cloud Infrastructure can dramatically enhance operational effectivity and decrease complete cost of ownership. For more assistance, consult with https://cloud.oracle.com/iaas.

About Oracle

The Oracle Cloud presents comprehensive SaaS software suites for ERP, HCM and CX, plus most efficient-in-classification database Platform as a service (PaaS) and Infrastructure as a service (IaaS) from statistics facilities during the Americas, Europe and Asia. For extra counsel about Oracle (NYSE:ORCL), please discuss with us at www.oracle.com.

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way forward for Oracle Cloud may and will be SaaS in place of IaaS | killexams.com Real Questions and Pass4sure dumps

oow18In his keynote to kickoff OpenWorld, Oracle Chairman Larry Ellison saved lots of his quotable lines for assaults on AWS, however as I mentioned in my final column, both take a little bit distinct strategies to cloud infrastructure reflective of their contrasting views against utility design and deployment. Ellison’s swipes at AWS have been unlucky considering they took the spotlight off what I consider is Oracle’s greater promising cloud product line, its SaaS functions, the place the company has effectively repurposed its licensed software as cloud features. As i mentioned remaining time,

I might see Oracle’s SaaS database and enterprise utility products for CX, ERP, SCM, and so forth. becoming the favourite destination for businesses relocating workloads to the cloud that don’t need or desire the overhead of managing the underlying utility and servers. Oracle is in an ideal position to comply with the route of Adobe and Microsoft, which shifted workplace and content material introduction apps to a hybrid mix of in the neighborhood-installed and cloud-based services.

It’s worth exploring the subject matter in additional element due to the fact that I agree with Oracle has greater in regular with application providers like SAP, Adobe and the non-windows, non-infrastructure parts of Microsoft than AWS.

a lot of decent SaaS information at OpenWorld

everybody loves a good feud between tech titans (although it’s one-way), so it changed into easy to miss the signals of giant growth in Oracle’s SaaS company latest at OpenWorld and up to date revenue releases, peculiarly the many consumer success experiences that we documented here at Diginomica. for instance, in previewing the adventure, Den Howlett talked with Steve Miranda, executive vice chairman of Oracle applications product building in regards to the company’s method of including automation and data-pushed intelligence to its ERP, CRM and CX items. Miranda remarked on the speed with which even giant corporations are divesting themselves of on-premise programs in favor of Oracle’s cloud purposes (emphasis delivered)

What I didn’t expect become to look the number of agencies which are being disrupted or are disrupting in order that even in our case, we used to promote products but now we should be a whole lot greater a carrier business and that’s fundamentally diverse. The technical and enterprise procedure debt across these groups ERPs isn't helping them continue to be competitive in these strategies while additionally reacting to clients in ways and at speeds they in no way had to before. that is the frenzy in cloud ERP adoption that I didn’t expect.

As Miranda hinted, the competitive demands on Oracle itself have pushed it to develop into a carrier business which in turn provides urgency to its SaaS transformation and drives additions to its burgeoning provider portfolio. while it’s unclear how a great deal of Oracle runs on SaaS, the enterprise has impulsively converted its software products into on-demand functions. As Ellison crowed in his keynote,

we've more SaaS applications than some other cloud issuer.

The remark’s accuracy is controversial, however what’s not is accelerated consumer adoption and product advancements, such as the means Oracle is including automation, self-optimization and different sorts of facts-driven intelligence to its SaaS items. certainly, as Howlett stated, laptop intelligence become a theme Oracle emphasised at the event, as did Ellison as he beseeched consumers to share their needs and ideas for methods to make Oracle’s products even more suitable,

We automate these tedious processes, we automate those complicated processes, supplying you with massive productivity positive aspects, by way of adopting our subsequent generation cloud purposes…

by working collectively, your decent concepts, our first rate ideas, we are able to bring the subsequent technology of SaaS purposes in the cloud.

OpenWorld changed into crammed with purchasers sharing their success stories, which the Diginomica team chronicled in additional than 20 articles. for example, Park motels and motels, which obligatory to implement a brand new finance device after being spun out of Hilton, shared its use of Oracle Cloud purposes to each bootstrap the system and supply new capabilities. As Diginomica documented,

What Park required, Robb [Park’s senior vice president and chief accounting officer] defined, turned into a single platform for all of its financial statistics, protecting time-honored ledger, debts payable, fastened property, procurement and challenge financials, which additionally provided business performance administration tools for monetary shut and consolidation and planning and budgeting. It additionally desired to make use of cloud computing to retain its IT footprint to a minimal.

Park labored with consultants from supply Thornton and settled on a plan of attack that involved enforcing Oracle ERP Cloud, Oracle Planning and Budgeting Cloud and Oracle fiscal Consolidation, and the usage of Oracle Integration Cloud carrier because the ‘secret sauce’ that permits Park to circulate facts between these apps.

Birmingham metropolis tuition informed Diginomica an identical story of the usage of Oracle Cloud to take advantage of new technologies like AI, NLP (natural language processing), chatbots and API capabilities as part of its subsequent-generation again-office platform. Like most significant, centered agencies, its dreams were complex through a legacy of miscellaneous techniques that weren’t designed to confer with each and every different, a lot much less remote shoppers over the information superhighway. Birmingham concluded that the correct cloud suite might exchange 15 siloed methods and its exhaustive evaluation determined that Oracle Cloud, with a portfolio spanning HCM, ERP, BI, payroll, monetary planning and budgeting and PaaS extensibility, turned into the right company.

Tahir Yousaf, Birmingham’s affiliate Director of IT, instructed us that the institution additionally wanted to lower the overhead of customizing the SaaS purposes for each branch, instead asking each and every organization to explain their needs, not the particulars of how they might want to achieve them. As Yousaf talked about (emphasis delivered),

So, definitely, we made a powerful decision not to do any ‘mapping’. instead we went to every of our company instruments and we mentioned ‘are you able to tell us about what you want your results to be’. What changed into the company outcome you wanted to look? if you take a traditional set of necessities to a cloud vendor, they can do nothing together with your necessities, because in reality, their methods are already absolutely shaped.

So we asked the cloud vendors, how does your cloud system try this? Then we let our users come to a decision which one to select according to their event and the experience. Vanilla is enhanced than you suppose in terms of its flexibility.

aside from the breadth of its SaaS portfolio, a ultimate selling factor for Oracle turned into its PaaS, with its tight integration to SQL databases, aid for loads of languages and frameworks and potential to use backend platforms like Kubernetes, Hadoop and Kafka streaming. Oracle PaaS allows Birmingham to fill within the 5 p.c of functionality and compliance requirements the vanilla SaaS services don’t provide.

SaaS growth stated in monetary filings

The value of Oracle’s SaaS products is evident in the comments and statistics it shares with monetary analysts at each and every quarterly salary record. As I referenced in my outdated column, Oracle doesn’t break out cloud service profits by product line and, like Microsoft, and typically best discusses growth quotes, no longer absolute revenue figures. That stated, after its this autumn 2018 record, co-CEO Mark Hurd talked about that usual ERP and HCM SaaS revenue become $2.2 billion in FY 2018. while it didn’t replace the income number after it’s most contemporary Q1 2019 report, Oracle did document astonishing growth in SaaS, with co-CEO Safra Catz telling analysts that provider profits for ERP grew 30-plus p.c, that for vertical cloud applications turned into up forty-plus percent, while cloud infrastructure and PaaS were tailing at 20-plus p.c.

Chairman Ellison delivered color, calling Oracle’s cloud ERP product “a strategic key to our success in the SaaS purposes layer of the cloud,” boasting that Oracle ranks first in cloud ERP market share with greater than 20,000 Fusion and NetSuite purchasers. Ellison stated that its SaaS increase is fueled by using clients changing on-premise techniques (emphasis delivered).

consumers are buying Fusion ERP to substitute their present SAP on-premise ERP techniques, and clients are buying Fusion ERP to change their present Workday cloud ERP systems. ERP is the biggest segment within the utility enterprise. continuing our swift increase in cloud — in the cloud ERP market puts Oracle well on its approach to becoming the area’s largest SaaS applications enterprise. That’s our strategy and present market place within the SaaS layer of the cloud.

My take

As I in the past discussed, Oracle’s approach for cloud infrastructure is designed to facilitate the migration of current enterprise applications to its managed methods. while Oracle offers a fine looking feature set for this demographic, it’s capabilities aren’t specially sophisticated to these of the huge-three IaaS/PaaS suppliers, AWS, Azure and Google Cloud. Assuming Mark Hurd’s commentary that “15 % of the U.S. corporate-owned information facilities shut down,” is correct, and it sounds believable, Oracle has many alternatives to profit IaaS enterprise. having said that, I think Oracle will continue to play 2nd fiddle to Amazon and Microsoft in the IaaS market.

I agree with that SaaS is the greater cloud probability for Oracle as valued clientele like Birmingham city university motive that in the event that they are going to circulation to the cloud, why take half steps by using continuing to operate their functions? as an alternative, they'll see the wisdom of allowing Oracle to control, relaxed and replace the infrastructure and functions. certainly, given Oracle’s unparalleled knowledge in its own applications, it's highly prone to do a much better job than the valued clientele may do themselves.

In an era of cloud functions, organisations add little to no cost by using working what have develop into commodity functions like databases, electronic mail systems, and other back-workplace structures. however some agencies argue that they require customized installations to satisfy wonderful enterprise needs, the motive becomes untenable in an era of techniques that can be prolonged the use of APIs and cloud PaaS frameworks. Oracle has a compelling story in each SaaS and PaaS and will possible evolve into a corporation that appears greater like Salesforce than AWS.

picture credit score - by the use of Oracle's photograph Twitter feed for OpenWorld 2018

Disclosure - Oracle is a premier partner on the time of writing and covered lots of the trip prices for the on the ground diginomica crew.




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    Operator

    Good day, ladies and gentlemen. Welcome to the Universal Electronics Inc., Third Quarter 2018 Earnings Conference Call. At this time, all participants are in a listen-only mode. Later, we will conduct a question-and-answer session and instructions will be given at that time. [Operator Instructions] As a reminder, this conference call is being recorded.

    I would like to introduce your host for today's call Ms. Kirsten Chapman from LHA Investor Relation. Ma'am you may begin.

    Kirsten Chapman

    Thank you, Jarinda. And thank you all for joining us for the Universal Electronics third quarter 2018 financial results conference call. By now, you should have received a copy of the press release. If you have not, please contact LHA Investor Relations at 415-433-3777 or visit the Investor Relation section of the website at www.uei.com/investor relations.

    This call is being broadcast live over the Internet. A webcast replay will be available for one-year at www.uei.com. Also, any additional updated material non-public information that might be discussed during this call will be provided on the Company's website where it will be retained for at least one-year. You may also access that information by listening to the webcast replay. After reading a short Safe Harbor statement, I will turn the call over to management.

    During the course of this conference call, management may make projections or other forward-looking statements regarding future events and future financial performance of the Company, including the Company's ability to anticipate the needs and wants of its customers and deliver products and technologies that will meet those needs and wants, including the Company's advanced control products, which include continued adoption of our voice remote control and intuitive two-way home entertainment technologies by existing and new customers; the continued incorporation of our QuickSet technologies including QuickSet Cloud into customers' products as expected by management; the continued acceptance and growth of the Company's connected home products and technologies, including security and control, temperature controllers and automation and other technologies identified in this call; the timing of new product rollout orders from the company's customers as anticipated by management; the continued trend of the industry to providing consumers with more advanced technologies; the ability to successfully identify and enter existing and new adjacent markets for our products and technologies; the ability to attract and obtain new customers for our products and technologies; management's ability to manage its business to achieve its revenue, margins, and earnings as guided, including management's ability to improve operating costs and efficiencies at acceptable levels through cost containment efforts including moving our operations and manufacturing to lower cost jurisdictions; and due to the effects of the changes in laws, regulations and policies that may impact our business including the impact of newer additional tariffs and surcharges and other factors described in the Company's filings with U.S. Securities and Exchange Commission.

    The actual results that Company achieves may differ materially from any forward-looking statement due to such risks and uncertainties. Management wishes to caution you that these statements are just projections and actual results or events may differ materially from those projections. The Company undertakes no obligation to revise or update these statements to reflect events or circumstances that may arise after today's date.

    For further detail on risk, management refers you to the press release mentioned at the onset of this call and the documents that Company files from time-to-time with the SEC, including the Annual Report on Form 10-K for the year ended December 31, 2017, and the periodic reports filed thereafter.

    These documents contain and identify various factors, which along with the risks identified in this call could cause actual results to differ materially from those contained in management's projections or forward-looking statements.

    In management's financial remarks, adjusted non-GAAP metrics will be referenced. Management provides adjusted non-GAAP metrics because it uses them for budgeting, planning purposes and for making operational and financial decisions and believes that providing these non-GAAP financial measures to investors as a supplement to GAAP financial measures helps investors evaluate UEI's core operating and financial performance and business trends, consistent with how management evaluate such performance and trends.

    The non-GAAP measures reflect the impact of adapting ASC 606 revenue from contracts with customers which was adopted on a modified retrospective basis effective January 1, 2018 and include costs such as movement of factory equipment, duplicative labor efforts, legal costs et cetera incurred by the Company related to changes in the supply chain and manufacturing processes in response to the new U.S. tariffs on goods imported from China.

    Additionally, management believes these measures facilitate comparison to the core operating and financial results and business trends of competitors in other companies. A full description and reconciliation of these adjusted non-GAAP measures versus GAAP is included in the Company's press release reconciliation issue today.

    On the call today, our Chairman and Chief Executive Officer, Paul Arling who will deliver an overview; and Chief Financial Officer, Bryan Hackworth will summarize the financials. Paul will then return to provide closing remarks.

    It's now my pleasure to turn the call to Paul Arling. Please go ahead, Paul.

    Paul Arling

    Good afternoon, and thanks for joining us today. As expected, we delivered $184.7 million in net sales, increasing 5% over the third quarter of 2017. More importantly, UEI has, once again, improved our positioning to address the expanding market opportunity through continual technology and product advancement and proactive measures related to operations.

    Whether it is audio-video entertainment or home automation, consumers want intuitive control to be more pervasive in their home. Today, entertainment control is by far the most frequently used form of control in the home as the average person in the U.S. consumes almost six hours of video per day.

    Frankly, everything emanates from AV control and it is the natural growth point. And now, with voice enablement, the potential for netting together a total home control experience is becoming more real. This bodes well for UEI as we dominate home entertainment control and offer a broad portfolio of sensing technologies and products. Our advanced intuitive two-way home entertainment systems, enabling one-touch view applications and voice navigation and search continue to set the standard for advanced entertainment platforms.

    Now, we are leveraging our technology to expand our presence in home automation and security through accounts such as Daikin, Trane, Toto, Ring, UTC, XFINITY Home and others. We continue to see quarter-over-quarter growth in our home automation products and expect them to contribute approximately $130 million in sales in 2018. You can expect to see products that bridge gaps in voice automation and home control at CES 2019; more on that in a minute.

    First, let's discuss our technology and customers. Our QuickSet device discovery and control platform empowers consumers with simple, automated setup and complete control of the entire home entertainment ecosystem. Now QuickSet Cloud makes building a unified home entertainment system even easier.

    While leading-edge technology adoption always takes time, we already have the world's largest subscription broadcast providers on board and actively using our technologies to enable an automated one-touch view and control experience.

    One of them, a major cable provider in Europe, recently went live with a next generation entertainment platform powered by QuickSet Cloud. Our data analytics show that in the first week of deployment, 94% of the households had fully automatic setup experience, measured in seconds, with zero manual intervention.

    And 98% of these successful setups were able to directly tune to users specified content with a single button press of their Universal Electronics remote control. This is powerful technology. These are real cost savings. This is relationship building and relationship binding, and this is just the beginning.

    Additionally, our QuickSet platform is the default solution for many of the largest TV manufacturers worldwide. With QuickSet enabled TVs, these brands are offering consumers a great out-of-the-box on-boarding process that gives users a single control point for all their AV devices. But more importantly, a growing list of connected home automation devices that soon will be controlled through the largest display in the home, the TV screen.

    Building on our growing cloud-enabled systems that have been proven to be key features in set-top boxes, game consoles, audio systems and TVs; at the International CES 2019, we will introduce a new end-to-end hardware and software voice-enabled AI product platform that promises to unify the entertainment control and home automation experiences, enabling interoperability across fragmented ecosystems.

    This platform, codename Butler, leverages our latest QuickSet cloud services with our Nevo AI digital assistant platform that we previewed last year and integrates back-end enterprise services required for IoT fleet management that we are actively building from the ground up.

    We have shown this product to a few key accounts worldwide and their reaction to this solution is very positive. As I said, we will launch this platform in January of 2019, including kits bundled with certified devices that include our Ecolink sensors, offering safety and security and energy management with our voice-enabled entertainment control solutions.

    It's true being first-to-market and delivering the coolest control features on devices like voice attracts great customers, and providing the highest quality, solid value devices that generate ongoing subscriber satisfaction for operators cements customer relationships.

    We have proudly served hundreds of subscription service providers and operators for over 30 years. We are committed to them and will endeavor to provide both technological innovation and operational agility to manage macroeconomic concerns like the recently instituted U.S. tariffs. Allow me to provide some color on this topic.

    As we've reported throughout our 30-year plus tenure during tough-times strong companies get stronger. We believe we will illustrate this adage once again. We are using our operational agility to effectively manage this macroeconomic concern. We believe the economic impact of this situation will be temporary and there may be long-term benefits derived from our approach.

    On the plus side, over the years, UEI has developed a supply chain that allows us a broad array of options for addressing manufacturing challenges such as tariffs, labor rates, labor rate changes, labor shortages, dual sourcing et cetera. As you all are probably aware, we already have a manufacturing facility in Mexico and are well into the process of shifting certain skews to that facility. Frankly, we have been preparing for this shift because the increasing labor rates in China have made those labor rates less and less favorable over time to those in other countries.

    While changing facilities will result in some near-term disruption in expense, we also anticipate long-term benefits, particularly for our business in the Americas, such as improved lead times, inventory levels, shipping costs, and potentially labor costs. Other options we are pursuing include establishing manufacturing hubs in other countries that are not targeted by the tariffs and that suit our customer's operations.

    Sufficed to say that while these tariffs are causing near-term challenges, we can and we will be able to effectively manage the manufacturing and delivery of our cost effective solutions to provide our customers with our world-leading products and we will emerge from this challenge stronger than ever.

    With that, I'll turn the call over to our CFO, Bryan Hackworth for a review of the financials.

    Bryan Hackworth

    Thank you, Paul. As a reminder, our results for the 2018 third quarter as well as the same period 2017 will reference adjusted non-GAAP metrics. Third quarter net sales grew 5% to $184.7 million compared to $175.5 million for the third quarter of 2017.

    Business Category net sales were $170.9 million compared to $162.9 million in the third quarter of 2017. The main growth drivers were an increased adoption of our advanced platforms and subscription broadcasting and continued growth in home automation; specifically, Daikin for energy control and Ring in the home security channel.

    Consumer Category revenue was $13.8 million compared to $12.6 million in the prior year quarter. Gross profit was $43.6 million or 23.6% compared to 26.3% in the third quarter of 2017. The decrease is due primarily to the continued global supply shortage of both capacitors and resistors resulting in higher pricing for these components.

    Although I'm not providing specific gross margin guidance for Q4, I expect our gross margin percentage to improve in the fourth quarter. We are working on a variety of measures, including changes in the supply chain and product redesign to offset the price increases relating to these components.

    Operating expenses were $31.4 million compared to $30.7 million in the third quarter of 2017. R&D expense was $5.4 million compared to $5.3 million in the third quarter of 2017 reflecting our continued investment in technologies that enhance the user experience. SG&A was $26 million compared to $25.4 million. Operating income was $12.2 million compared to $15.4 million.

    Our effective tax rate decreased to 11.8% from 21.3% in the prior-year quarter as a result of receiving a tax refund from a local government in China for high-tech activities relating to 2017. Net income was $9.7 million or $0.69 per diluted share compared to $11.9 million or $0.81 per diluted share in the prior year period.

    Next, I'll review our cash flow and balance sheet at September 30, 2018. We ended the quarter with cash and cash equivalents of $42 million compared to $59.4 million at June 30, 2018 reflecting net debt payments of approximately $8 million, bringing our balance on our line of credit to approximately $103 million from $111 million last quarter.

    In addition, we repurchased approximately 149,000 shares for $5.5 million in the third quarter. Our cash conversion cycle defined as days sales outstanding plus days in inventory less days payables outstanding improved from approximately 114 days as of Q2 to 102 days at the end of Q3.

    All three components improved sequentially with DSOs having the biggest impact as a result of strong collections in the month of September. For the fourth quarter, we expect days in inventory to continue to improve as we lower our balance of both raw materials and finished goods. With the progress we are making, we are on track to reach our cash conversion goal of 90 days by summer of next year.

    Capital expenditures have returned to a more normalized run rate as the sale of our southern China factory, the transition of production to our remaining China factories, and the implementation of our Oracle platform in Asia were all completed in the second quarter. On average, we expect our annual capital expenditures to approximate $20 million.

    As far as overhead is concerned, we continue to review our cost structure to determine if it's properly aligned with our growth initiatives. As stated last quarter, we will implement cost efficiencies and reductions in certain areas some of which will commence in the fourth quarter while maintaining our effectiveness and continuing to invest in promising new growth areas.

    Overall, we believe we can maintain the same expense level by 2020 as we will have in 2018, while growing revenue annually in the 5% to 10% range, thus creating a substantial improvement in operating leverage.

    Now turning to our guidance for the fourth quarter of 2018, we expect sales for the fourth quarter to range between $180 million and $188 million. This compares to $180.7 million in the fourth quarter 2017. EPS is expected to range from $0.70 to $0.80 compared to $0.60 in the fourth quarter of 2017.

    I would now like to turn the call back to Paul.

    Paul Arling

    Thanks Bryan. From a technological perspective, there is no doubt, we are in very exciting times. We are the world leader in intuitive home entertainment system control. Our position in home automation continues to grow rapidly and we expect to generate nearly 130 million of home automation related products sales this year.

    Our new product pipeline continues to leverage our intellectual property, build on cutting edge technology that runs ahead of the competition and matches our history of innovation, starting with our Nevo platform many years ago, then with QuickSet device discovery and control platform, followed by QuickSet Cloud, and then with the Nevo AI digital assistant platform, and in 2019 our new Butler products.

    Make no mistake about it. The growth in new home entertainment platforms is upon us and the growth in home automation continues to build momentum. While the future in this area is very exciting, the introduction of these products by a variety of industry leaders is creating a cacophony of protocols in the average consumer's home.

    As our innovative products have done in the past, we bring order to the chaos and we will continue to create products that will turn this cacophony into a symphony. The outcome is a coming together of products, existing and new, working together and intuitively controlled for a great entertainment experience and a safe secure comfortable home.

    We have demonstrated our success in the past, and as the home has gotten more complex, we have continued to increase our leadership position in our core markets. While there is still much work to do, we are committed to this more than ever before as the opportunity before us is enormous. Stay tuned.

    Operator, we'd now like to open up the call for questions.

    Question-and-Answer Session

    Operator

    Thank you. [Operator Instructions] Our first question comes from Jeff Van Sinderen from B. Riley FBR. Your line is open.

    Richard Magnusen

    This is Richard Magnusen in for Jeff Van Sinderen. And thank you for taking our call. Regard to what you mentioned about moving or shifting supply chain from China to Mexico, along those lines, do you have plans to actually expand the facility in Mexico or maybe acquire another one in the region, and then also that same question regarding other regions, perhaps other areas of Latin America or other parts of Asia, outside of China?

    Paul Arling

    Yes, well it's probably important to point out we're not moving everything there. Obviously, the volume that was affected is that which is being shipped mainly into the U.S., right, because that was the tariff affected area. The rest of the world is basically unaffected by that action.

    But we actually had already taken some additional space in Mexico prior to the implementation of the tariffs. So we actually had some space there available for expansion. There may be additional space taken depending on the speed of shift of some of those items. But in fact, we had already expanded the facility in Monterrey prior to August of this year. In fact we did it late last year.

    Richard Magnusen

    Okay. And do you have any insight into perhaps increased tariff impacts as you move through 2019? And then somehow related to that, what about the impacts of components, because you mention capacitors and so forth about what you see that impact being like as we move through 2019?

    Paul Arling

    Yes. Well, it's nothing – it's difficult to know on the tariffs, if additional tariffs will be put in place. I will say that if we've shifted production out of the tariffed country, then I suppose even if the tariffs were to increase, it wouldn't affect anything, because we would have already moved to a different country.

    I suppose you could argue that in time, tariffs could be applied on all countries, but in that case, I think there would be a bigger issue. I'm not sure anyone believes that. But we think that the trade tensions with Mexico have settled somewhat, if not completely. So we feel pretty safe with that move, particularly for – again the products that are being shipped into the United States.

    Richard Magnusen

    Okay.

    Paul Arling

    So we don't really see the tariff issue getting worse, although, again we could never guarantee what would happen there. We think we're prepared for any of the – whatever shifts may occur there. We've already been affected by it and we are already shifting. We've already shifted, actually, some of our products to the new facility and we'll continue to do that as time goes on.

    We think the effect of this is temporal, because our long-term goal for all of our customers would be to cost effectively produce for them. So when a 25% cost increase is levied, it would be our goal at least with time to not have to have them pay that if possible. So that's what we're doing. We're helping our customer. We're a solution provider, rather than just reiterating the problem to them, we're creating solutions to keep them cost effectively supplied.

    Richard Magnusen

    Okay. And then one last question, you collect a lot of information from users over time considering that you're spending many hours – in some cases many hours a day using devices. And what are the different ways that you're considering monetizing that data perhaps maybe sometime from now?

    Paul Arling

    Yes, it's a good question. We are getting more and more data, particularly with the QuickSet Cloud solution. So we do obviously, believe it's early days, but longer-term there may be some value to that. We are working with major players in the industry on their set up and everyday control of their devices. So they're very well – may be a play in that.

    But right now, obviously, it's about share building and making QuickSet Cloud and its successors as we move forward the de facto standard in operation of your home control system, AV control plus in a growing fashion, your home control system.

    Richard Magnusen

    Okay, thank you very much. I’ll get back in the queue.

    Paul Arling

    Sure.

    Operator

    Our next question comes from Steven Frankel from Dougherty. Your line is open.

    Steven Frankel

    Paul, just a clarification, is there products flowing out of the Monterrey facility today and going to customers or is that something that will happen in Q4?

    Paul Arling

    No it's happening already. There is product flowing out of Monterrey.

    Steven Frankel

    And what does it take for margins there to approach where they would have been had we been in China and not have tariff situation?

    Bryan Hackworth

    Well, this is Bryan, Steve. I think it's no different than when we transitioned to GTY. It will take a little bit of time to ramp up and to get people performing as we have in other jurisdictions, and really, the answer to that is time. I mean, I think fortunately for us we had the Mexico facility already in place. So that was one less thing we had to do.

    We transferred equipment down promptly. We were able – fortunately to be able to hire people pretty quickly and were able to train them and we sent people from our different jurisdictions down to Mexico to train properly. So I think everything is going pretty well. But if you want to run as well as you are in an existing facility, then it takes a little bit of time. But right now, I think things are going well.

    Steven Frankel

    But there's not a structural issue that says you're giving up margin by doing this. If you get this facility properly loaded, this will be good margin business?

    Bryan Hackworth

    Yes.

    Steven Frankel

    Okay. And then Paul, kind of a philosophical question or a high level question. You've talked for the last two quarters about this significant home automation business, which should have higher margins than your traditional business, yet we're not seeing it. What has to happen for us to see the benefit of a rapidly growing higher margin home automation business?

    Paul Arling

    Yes, it's a good question, Steve. I think what happens is when you start out, just like we are in the next-generation AV business, to the extent the mix is shifted toward an industry leader who is a good one to start with because they create the demand for the others in the industry to have to match them. So that's the good news, is that the leader in the industry is the innovator and creates an even stronger impetus for people to move in that direction.

    The only negative to it is that more of your mix is shifted to a customer that will traditionally – because of their purchasing power and size have a better negotiating position on those margins. So what has to happen is, as growth comes and you penetrate maybe medium-sized and smaller-sized customers and this is true, I think in every business, the margins can begin to improve.

    Steven Frankel

    Okay. And last quarter, you gave us a long list of near-term new customer roll-outs. Could you give us an update there and especially if there's anything that appears to be stretching out and not going to meet your original timetable?

    Paul Arling

    Well we have so many projects that I can't rattle off them all again. If I looked at the project list, I would generally tell you that most of the projects are going off as we would expect. There are a couple that got pushed. I will say some of the projects that we're launching now were supposed to have launched in 2017. We had a few of those that were delayed that long but are now beginning to ramp finally.

    So as we've said before, none of these projects are cancelled. All of the customers that are working on them are, in many cases, feverishly working on them because they understand that the future of the industry is to have these advanced platforms. So we haven't seen any drop-off in the level of effort to get them done and many of them are getting off on schedule.

    And if they're not on schedule they're weeks or a month late, nothing significant. So schedules have been pretty good recently. We had a couple that got delayed, probably be delayed by months. But again, we view that now as just part of the game that some of the projects will not reach final approval and sometimes they are delayed by a month or two.

    Steven Frankel

    Okay and then what was Comcast as a percentage of revenue in the quarter?

    Paul Arling

    They were similar to last quarter. They were at 18.3% in the third quarter.

    Steven Frankel

    And did you have any other 5% or 10% customers?

    Paul Arling

    No, it was just Comcast this quarter.

    Steven Frankel

    Okay. And Bryan, you talked a little bit about maybe reallocating some headcount kind of – where are you in that process, do you have specific plans to try to reduce expenses that way or is that something you're still studying at this point today?

    Bryan Hackworth

    We've started implementation in probably the latter part of Q3 and definitely into Q4 where the first thing we've done is in Hong Kong. We are displacing some of the headcount into Mainland China, basically a lower cost jurisdiction. So that's step one. So we definitely have started that.

    That is going well and but that's just the beginning. We need to make some more moves on that, but I don't want to go into details on that right now. But that whole process has begun and it started with the displacement of headcount from Hong Kong into Mainland, China.

    Steven Frankel

    Right. And you talked about a goal of getting this cash conversion cycle down by next summer. Does that set the stage to get back to your traditional mode of generating a material amount of free cash next year or are we ought to think about that's kind of the bridge and 2020 is the year where you're back to historical levels of cash generation.

    Bryan Hackworth

    Yes. No, I think next year we will see a significant progress because Paul just talked about the – if the cash conversion cycle gets down to 90 days which we're on track, I mean we improved 12 days from last quarter to this quarter, and right now I think even though we've made some headway into reducing our inventory levels, there's still room for improvement on that to get inventory turns back in that 4x range, which will help significantly and CapEx as well from a free cash flow standpoint.

    As you know, well aware, over the last couple of years, we've got to spend money on building out the factory in GTY and just buying new equipment for these higher-end platforms. And just to make it more difficult on ourselves, we did a full-blown ERP, new ERP platform with transitioning from QAD to Oracle. So these were costly endeavors that, fortunately, are complete and that we finished those in the second quarter.

    Now there is still a couple of other jurisdictions that we have put Oracle in, but they're smaller and won't be nearly the effort or the cost; so those are much smaller. So I think we can get our CapEx down to a normal, call about $20 million give or take, on average, which is where we were before the last couple of years.

    Steven Frankel

    Okay. And then Paul, given all the margin pressure you've had, do you feel like you were pricing your product appropriately today as you start to expand away from the customers that have all the pricing power to people that really need your technology or do you need to rethink your approach to pricing?

    Paul Arling

    Well, certainly wouldn't say we've always been perfect. We've done a lot of work internally to analyze that. We've separated our product into groups. They are highly differentiated product, medium differentiated, lower differentiated product et cetera and looked at the margin structure for each – also small, medium, and large customers, took a cross-section of that.

    And generally, what we see is that we are – the margins, obviously as you'd expect, would be higher on higher differentiated product and obviously they will be higher on lower the purchase volume or the smaller the customer. There are cases where we probably could have done better and we've put in place practices, controls, approvals that need to take place in order for those prices to be reviewed to the extent they're outside of specific boundaries.

    But I think generally we've done a good job there. I think what's happened, Steve, is that the shift to the higher differentiated product needs to come to fruition. And it is, because we did see that in the trend over the last three years and I would project it will continue, it's just not happening overnight, because I think a lot of these implementations are more technically complex with the companies doing them than we may have originally anticipated and it just takes a little bit longer for them to be ready for that next-generation product.

    The ones who are bringing in outside help from us or others probably are doing it a little quicker than others, but it is happening. And I think it's fair to say and I think most people would agree. If you look at home entertainment, it was due for an upgrade in the experience and it is happening. These products are getting better and better, but it's going to take time. It's not going to happen in six months and it is happening. I mean we're seeing more and more launches of these. We have a lot of interest in these products. The voice enabled products just for AV.

    And also as I mentioned in the call, the voice-enabled platforms for all products that have to work in a – to unify a house that has a variety of protocols. We're seeing increased demand for that. So we think we're sitting in a really good place right now. But as far as pricing is concerned, we need to see – as we see more of a shift towards these advanced platforms, we will see, based on the pricing we have, the discipline we've put in place, we should see a lift.

    Steven Frankel

    Okay. I appreciate it. I think that does it for now. Thank you.

    Operator

    [Operator Instructions] Our next question comes from Greg Burns from Sidoti & Company. Your line is open.

    Gregory Burns

    Good afternoon. What percent of your COGS are currently subject to the Chinese tariffs?

    Bryan Hackworth

    Well, probably about half. They would be, obviously the U.S. based sales.

    Gregory Burns

    Okay, and what timeframe are we looking at for you to like, I guess, complete the readjustment of your manufacturing footprint. And when that's all said and done, I guess, what percent of your COGS at that time will still be subject to the tariffs. So I'm assuming you're not going to move all the production out of China, but maybe you are, but if you can give us a little color of that.

    Paul Arling

    No, no. Clearly, as of right now out, about half of our business would be affected. So we will move that which is necessary, in order to provide cost effective solution to the customer. In other words not have them have to absorb the 25% increase. And that is taking place as we speak. It was happening in Q3. It'll happen in Q4. I think the preponderance of it will happen in the next couple of quarters and then by mid-year next year, it should settle down, as far as the disruption of it.

    But again the effect of this longer-term is basically zero because what our goals would be to not to be the solution provider, to go to the customer and say that we want to provide you these products in a cost effective way and we can do that. Through the shift of production we can make these products in another part of the world and still, cost effectively, do this. In other words China is not the only place in the world that these products could be manufactured cost effectively.

    Gregory Burns

    Okay. So the end goal is to move all the products flowing into North America out of China within the next 12 months.

    Paul Arling

    Correct.

    Gregory Burns

    All right. Then, what does that do like how – I guess you'll have some excess capacity in China, what will that do – what are your plans there with your footprint once you readjust?

    Bryan Hackworth

    Yeah. We're going to have to evaluate that. I mean, there will be excess capacity and then the question is can we do a – right now, we have two factories in China and we're going to have to evaluate whether or not we reconsolidate some of that work. We're continually looking at, but we will have to address the overcapacity issue within the next few months.

    Gregory Burns

    Okay. And then, you have some – a lot of exclusions I guess from revenue and cost of sales. In terms of the some of the cost of sales exclusions, can you just give us a little bit more detail on what falls into the excess manufacturing overhead bucket? What's put on that?

    Bryan Hackworth

    Sure, as Paul mentioned, we were gearing up for Mexico. So what we had to do is we had to hire workers down in Mexico and you have to hire them before you manufacture. So we had a lot of idle labor in Mexico. We transferred equipment from China, so then this is where the excess capacity took a hit. We had unabsorbed overhead at GTY, and unfortunately it wasn't very long after we completed the transition from GTC to GTY that the tariffs took places and then we had a very short reprieve.

    And the next thing we know we're having to make adjustments. So on a positive note, we are fortunate that we had the foresight a couple of years ago to start a facility in Mexico which enabled us to move promptly and quickly. But unfortunately, we have that same issue with the excess capacity. So I'm going to have to deal with that probably in Q4 and figure out exactly what to do with the two factories, but that'll be addressed in the current quarter.

    Gregory Burns

    Okay. And then in terms of the AI product, I guess you're calling it Butler. Can you just help us understand kind of conceptually what that product is, is it like a competing solution to like an Alexa. Is it in that category or is there any kind of additional color you could give us on what that product or service looks like?

    Paul Arling

    Sure, way better than Alexa. We don't even want to talk about that. What our product does is, basically at the heart of it, it is an AV control product because as we said in the prepared remarks, the center of the home is the AV system, right, because while the people on this phone call may not either want to admit this or they're not average people, the average U.S. citizen is consuming six hours of video per day, five hours of that video is going on live TV or time shifted live TV. It's actually 4 hours and 50 minutes a day.

    So the heart of any home is typically the AV system. So we think that the heart of any home control system probably should emanate out from AV because that is the most popular activity in the home. I hate to be cute about this, but I would say this, that if all the other things in your home lighting your thermostat, all the environmental controls, if you're spending 4 hours and 50 minutes controlling them per day you have a problem, either a physical or mental problem.

    Those are nice add-ons and they're brilliant products to automate life, make you safer, more secure and more comfortable, but most of this emanates from AV. So what our Nevo Butler would start with, obviously is our core market, which is that we can completely automate as we said earlier about QuickSet Cloud and we have some data on that. The average consumer can plug these products in and they will be automatically configured within seconds.

    So, it require no manual intervention at all. That would be the basis for it. And then, you can have the home control devices around it. In addition, it has a multi-protocol or interoperability as a feature. So in other words, if you had already implemented other home control products in your home, even voice-enabled products like Alexa, which we would work alongside. We can voice enable the Alexa device, work alongside Alexa, as well as voice enabling your AV system.

    So essentially, it's a product that will interoperate with everything in your home, any AV device, any home control device, and frankly any voice-enabled protocol. Even if you had a different voice-enabled protocol in your home, it would work alongside a product like this.

    Gregory Burns

    Okay, is it a Cloud or Interconnected? Can it pool…

    Paul Arling

    Yes, Cloud connected. And again, I was joking when I said about Alexa, it actually would work alongside an Alexa. If you had Alexa powered devices, it would work alongside it, if you so chose to use that voice-enabled platform. But if you were to have separate voice-enabled platform, maybe supplied by your cable operator, you now have a cacophony in your house. You have two discordant systems that do not work together. One is voice-enabled, the other is voice-enabled, but they're not – they don't cross, they're not cross compatible. What Nevo Butler would do is, tie them together.

    Gregory Burns

    Okay, and is the idea that you're going to sell this through your existing channels or is this going to be a standalone product that use – okay, so this like the...

    Paul Arling

    Well, it could potentially be sold as a standalone product, but I think we would begin and we have begun presenting this to our traditional customer base and are getting a lot of real positive reaction for it. It's not ready yet, obviously as I announced in the prepared remarks, it will be presented at CES, and it'll be near production then and then to launch sometime next year.

    Gregory Burns

    Okay. And there was some news out today or yesterday about Comcast potentially I guess putting out a box for streamers, set-top box targeted at streamers. Are you making the remote for that box?

    Paul Arling

    Well I'm not sure I'm at liberty to say this. The only thing I guess I could say to you is that our relationship with Comcast is stronger than ever and I don't know if we're allowed to talk about projects we're working on, but we have a very good relationship with Comcast.

    Gregory Burns

    Okay. And is that something you're seeing in your talks with other customers, the cable operators looking to pick up some of those chord-cutters with a product like this?

    Paul Arling

    Yes, many of them are looking at that or incorporating over-the-top service into their solution which actually many have already done, including Comcast.

    Gregory Burns

    Okay, great. Thank you.

    Paul Arling

    Thank you.

    End of Q&A

    Operator

    I'm showing no further questions at this time. I would now like to turn the call back over to Paul Arling for closing remarks.

    Paul Arling

    Okay, thank you for joining us today and your continued support of Universal Electronics. I'd like to note, in the next month or so we'll be at the Imperial Capital Security investor conference in December. Of course, we'll be at the international CES 2019 in the second week of January this year and the Annual Needham Growth Conference in January, in New York. We look forward to seeing you at any or all of those events. Hope to see you at CES, of course. Have a lovely day. Thank you.

    Operator

    Ladies and gentlemen, thank you for participating in today's conference. This concludes the program. You may disconnect and have a wonderful day.

    SeekingAlpha


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