VOL. XCIV, NO. 247
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Friday, December 26, 2025
Oracle Corporation
ORCL · New York Stock Exchange
Weighted average of segment moat scores, combining moat strength, durability, confidence, market structure, pricing power, and market share.
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Overview
Oracle is a large enterprise IT vendor whose revenue is dominated by recurring cloud services and license support, split between applications and infrastructure. In applications (Fusion, NetSuite, Oracle Health), integrated suites and shared data/security models support bundling and raise switching costs. In infrastructure (OCI and cloud databases), Oracle competes in a hyperscaler-led oligopoly; its moat is more modest and tied to sustained capex/operations and hybrid/multi-deployment interoperability rather than network effects. License, hardware, and services benefit from installed-base renewal economics but face intense competition and cloud substitution.
Primary segment
Infrastructure cloud services and license support
Market structure
Oligopoly
Market share
3% (estimated)
HHI: —
Coverage
5 segments · 5 tags
Updated 2025-12-26
Segments
Applications cloud services and license support
Enterprise SaaS business applications (ERP, HCM, EPM, SCM, CX) plus related support
Revenue
33.8%
Structure
Oligopoly
Pricing
moderate
Share
—
Peers
Infrastructure cloud services and license support
Enterprise cloud infrastructure services (IaaS/PaaS, cloud database) plus related support
Revenue
42.9%
Structure
Oligopoly
Pricing
weak
Share
3% (estimated)
Peers
Cloud license and on-premise license
Enterprise software licenses for databases, middleware, and applications (on-premise and hybrid/cloud)
Revenue
9.1%
Structure
Oligopoly
Pricing
moderate
Share
—
Peers
Hardware
Enterprise servers, storage, and engineered systems (including hardware support)
Revenue
5.1%
Structure
Competitive
Pricing
weak
Share
—
Peers
Services
IT consulting, implementation, and support services related to Oracle software and cloud
Revenue
9.1%
Structure
Competitive
Pricing
weak
Share
—
Peers
Moat Claims
Applications cloud services and license support
Enterprise SaaS business applications (ERP, HCM, EPM, SCM, CX) plus related support
FY2025 applications cloud services & license support revenues: $19.383B (revenue_share computed from $19,383m of $57,399m total).
Suite Bundling
Demand
Suite Bundling
Strength: 4/5 · Durability: durable · Confidence: 4/5 · 1 evidence
Integrated suites with shared data/security models increase cross-module adoption and raise integration switching costs (core ERP becomes a hub for adjacent modules).
Erosion risks
- Best-of-breed point solutions displacing individual modules
- Standardized APIs/integration tooling reducing suite-level advantage
- Aggressive bundling from competing suites (Microsoft, SAP)
Leading indicators
- Application cloud revenue growth vs peers
- Renewal/retention metrics (gross retention, net revenue retention)
- Attach rate of additional modules per customer
Counterarguments
- Enterprises can adopt modules selectively and integrate with non-Oracle systems
- Workday and SAP remain strong in core ERP/HCM replacements
Long Term Contracts
Demand
Long Term Contracts
Strength: 3/5 · Durability: medium · Confidence: 3/5 · 1 evidence
Recurring SaaS contracts and renewals create contractual stickiness and reduce near-term churn, even when competitors discount to win new logos.
Erosion risks
- Shorter contract terms or greater termination rights in new deals
- Budget pressure driving downsells at renewal
Leading indicators
- Remaining performance obligations (RPO) and backlog growth
- Cloud subscription renewal rates
Counterarguments
- SaaS customers can churn at renewal if ROI disappoints
- Large customers can negotiate aggressive pricing and portability commitments
Infrastructure cloud services and license support
Enterprise cloud infrastructure services (IaaS/PaaS, cloud database) plus related support
FY2025 infrastructure cloud services & license support revenues: $24.646B (revenue_share computed from $24,646m of $57,399m total).
Capex Knowhow Scale
Supply
Capex Knowhow Scale
Strength: 3/5 · Durability: durable · Confidence: 3/5 · 1 evidence
Cloud infrastructure has structural barriers from capex intensity and operational know-how; Oracle operates a global fleet of data centers to deliver OCI/OCA.
Erosion risks
- Hyperscaler price cuts compressing margins
- Execution risk in data-center buildouts (power, supply chain, permitting)
- Customer preference for consolidating cloud spend to top hyperscalers
Leading indicators
- OCI revenue growth rate vs market growth
- Number of OCI regions/data centers opened
- Infrastructure gross margin trend
Counterarguments
- AWS/Azure/GCP have larger scale and broader service catalogs
- Cloud infrastructure can be commoditized; customers can multi-source and switch over time
Interoperability Hub
Network
Interoperability Hub
Strength: 3/5 · Durability: medium · Confidence: 3/5 · 1 evidence
Oracle emphasizes flexible, interoperable deployment models (on-prem, cloud, hybrid), lowering friction for customers migrating workloads to OCI and cloud databases.
Erosion risks
- Interoperability becoming table-stakes across clouds
- Abstraction layers (Kubernetes, open source) reducing vendor-specific advantage
Leading indicators
- Growth in hybrid/multicloud deployments (e.g., Cloud@Customer-type deals)
- Share of OCI wins tied to database migrations
Counterarguments
- Interoperability is increasingly expected and may not sustain premium pricing
- Some customers prefer native hyperscaler services over OCI interconnect approaches
Cloud license and on-premise license
Enterprise software licenses for databases, middleware, and applications (on-premise and hybrid/cloud)
FY2025 cloud license and on-premise license revenues: $5.201B (revenue_share computed from $5,201m of $57,399m total).
Switching Costs General
Demand
Switching Costs General
Strength: 4/5 · Durability: durable · Confidence: 4/5 · 1 evidence
Installed-base economics: licenses typically attach support; ongoing updates, enhancements, and operational dependence drive renewal inertia and high switching costs.
Erosion risks
- Open-source and cloud-native databases reducing dependence on Oracle licensing
- Customer pushback on licensing practices accelerating migrations
- Workload shift to hyperscaler-managed databases
Leading indicators
- License support revenue trend
- Database cloud migration rate (Autonomous/Exadata cloud)
- Share of new workloads choosing Oracle vs open-source/hyperscaler-native
Counterarguments
- New workloads increasingly start on open-source or hyperscaler-native databases
- Migration tooling and cloud data platforms can lower switching costs over time
Hardware
Enterprise servers, storage, and engineered systems (including hardware support)
FY2025 hardware revenues: $2.936B (revenue_share computed from $2,936m of $57,399m total).
Keystone Component
Supply
Keystone Component
Strength: 2/5 · Durability: medium · Confidence: 3/5 · 1 evidence
Some differentiation comes from engineered systems/storage tuned for Oracle Database workloads, but overall the hardware market is competitive and cloud substitution is a headwind.
Erosion risks
- Migration from on-prem hardware to public cloud
- Commodity x86 platforms reducing differentiation
- Channel partners pushing alternative platforms
Leading indicators
- Hardware revenue trend
- Hardware support attach/renewal rates
- Engineered systems mix (Exadata)
Counterarguments
- Customers can run Oracle workloads on commodity hardware or hyperscaler clouds
- Hardware differentiation is less durable than software lock-in
Services
IT consulting, implementation, and support services related to Oracle software and cloud
FY2025 services revenues: $5.233B (revenue_share computed from $5,233m of $57,399m total).
Training Org Change Costs
Demand
Training Org Change Costs
Strength: 2/5 · Durability: medium · Confidence: 3/5 · 1 evidence
Oracle services benefit from platform-specific expertise and playbooks, but customers can often substitute global SIs and specialist partners.
Erosion risks
- Global systems integrators capturing most implementation work
- Standardized implementation tooling reducing differentiation
- Customer insourcing
Leading indicators
- Services revenue trend
- Services margin trend
- Partner ecosystem growth (SI certifications)
Counterarguments
- Implementation services are highly competitive with many substitutes
- Customers often prefer independent system integrators for large transformations
Evidence
utilizing a single data and security model with a common user interface
Supports the bundling/integration mechanism for Fusion Cloud ERP and adjacent Oracle app modules.
by renewing their Oracle Cloud Services contracts with us
Shows Oracle expects ongoing contract renewals for cloud services (applies to OCA subscriptions).
managed by Oracle employees within a global network of data centers
Direct evidence of Oracle-operated cloud data center footprint.
delivered worldwide through a variety of flexible and interoperable IT deployment models
Supports the hybrid/multi-deployment positioning used to win migrations and new OCI adoption.
Q3 2025 Market Share: 3 Percent
Used as an external market share anchor for OCI-scale context; not company-reported.
Showing 5 of 8 sources.
Risks & Indicators
Erosion risks
- Best-of-breed point solutions displacing individual modules
- Standardized APIs/integration tooling reducing suite-level advantage
- Aggressive bundling from competing suites (Microsoft, SAP)
- Shorter contract terms or greater termination rights in new deals
- Budget pressure driving downsells at renewal
- Hyperscaler price cuts compressing margins
Leading indicators
- Application cloud revenue growth vs peers
- Renewal/retention metrics (gross retention, net revenue retention)
- Attach rate of additional modules per customer
- Remaining performance obligations (RPO) and backlog growth
- Cloud subscription renewal rates
- OCI revenue growth rate vs market growth
Curation & Accuracy
This directory blends AI‑assisted discovery with human curation. Entries are reviewed, edited, and organized with the goal of expanding coverage and sharpening quality over time. Your feedback helps steer improvements (because no single human can capture everything all at once).
Details change. Pricing, features, and availability may be incomplete or out of date. Treat listings as a starting point and verify on the provider’s site before making decisions. If you spot an error or a gap, send a quick note and I’ll adjust.