The next generation of UltraSparc will go beyond the eight-core chips in the current T2 generation. T3 will double the number of cores and will be out in 2010, Splain said. Several hundred analysts, partners and press attended the Oracle event.
Oracle officials refused to concede any ground to the growing power of Intel and AMD servers or the x86 architecture. Critics of the merger say low-end x86 servers are emerging as key competitors in the enterprise data center.
They are just "commodity plays," Phillips said, and Oracle will leave them to companies such as Dell. Oracle is focused on satisfying the needs of the world's largest enterprises and its sales force would be given incentives "to push toward the value-added products," he said.
Despite its bold predictions, Oracle was less precise on some areas of current operations. Ellison repeated his prediction that acquiring Sun will add $1.5 billion to Oracle profitability in the first full year after it's completed but a key component will have to be a return of UltraSparc hardware sales, which have languished as the Oracle takeover dragged out for nine months.
Asked by InformationWeek if Sun's UltraSparc sales grew in 2009 or shrank, John Fowler, a former Sun executive who is now Oracle's executive VP of hardware, said 2009 was "a complicated a period with interrupted sales cycles" that made it too hard to say.
HP and IBM have repeatedly said they've been able to poach Sun customers as doubts arose over Oracle's hardware plans. IBM recently claimed 200 Sun customers "moved critical workloads" to IBM's AIX servers in the fourth quarter. Fowler pointed to benchmarks of the Exadata database machine and four UltraSparc chips currently under development as proof that the architecture is still viable. "Let's look forward to 2010," Fowler said.
Asked how Oracle could assume its hardware/software combinations would meet brisk demand when Sun hadn't been able to sell enough hardware to stay in business, Fowler again responded: "Oracle is a much more business-efficient company than Sun was and reaches a larger audience It will not incur all the costs of the two companies," he said.
CFO Jeff Epstein said Oracle has a history of acquiring companies with low margins and successfully integrating them into its operations. When it began its acquisition spree in 2004, Oracle had margins of 39%. After 60-plus acquisitions, it has margins of 46%, he pointed out. Sun, he conceded, will be a challenge; it currently has zero margins and is losing an estimated $100 million a month.
Ellison himself pointed to Sun's large customer base of 35,000 and said Oracle will concentrate in particular on the top 4,000 customers. It will establish a direct sales force to deal with them in a "high touch relationship" that keeps them engaged and potentially open to buying more Oracle products.
On the issue of head count, Ellison chastised an analyst report that Oracle would lay off "up to half of the Sun workforce."
"Over the next 12 months we will hire 2,000 people twice as many as we layoff," he said. But Oracle officials declined to say exactly how many Sun employees have survived until Jan. 27 to be part of the acquisition. After Ellison finished, Oracle spokesmen urged the press not to take the "twice as many as we layoff" too literally. No numbers have been set for layoffs yet, they said.