What's New

The 2017 Regional SAP Quality Awards Winners

SAP News - Thu, 04/12/2018 - 10:15
SAP rolled out the red carpet yesterday to announce the bronze, silver, and gold winners of the 2017 regional SAP Quality Awards.

More than 100 guests attended a magical gala dinner at the Print Media Academy in Heidelberg, Germany, held in collaboration with Intel. SAP and Intel have partnered on various endeavors since 1997, including the SAP HANA platform. Special guests included Franck Cohen, president SAP S/4HANA and Industry Solutions, and Eric Verniaut, chief business officer of EMEA, MEE and Greater China, SAP.

Since 2005, the SAP Quality Awards have honored customers that have excelled in the implementation of SAP software solutions. In 2017, 223 customers nominated their successful projects in 13 market units in Europe, Middle East, and Africa. The 42 local Gold winners — which automatically competed at the regional level where the 12 best-of-the-best projects in the categories Business Transformation, Cloud Innovation, Fast Delivery, and Innovation — were selected by independent external judges, many of whom are winners from previous years. The judges evaluated the projects based on the 10 SAP principles of quality, which include identifying and mitigating risks and using standard SAP functionalities, as well as delivering the primary business benefits the projects set out to achieve.

Let’s find out what the winning arguments were.

Winners in the Four Categories

Business Transformation

Gold winner is Greggs plc, the UK’s leading bakery food-on-the-go retailer with more than 1,850 shops and management of its own supply chain. Program Sunrise achieved reduced costs, increased sales, and improved efficiency and productivity. Together with technology consultants Keytree, Greggs implemented SAP Business Suite powered by SAP HANA (retail, central forecasting, supply chain, finance) and SAP Fiori apps, revolutionizing how shops order stock, reducing bakery waste, and simplifying its IT landscape. The project was critical from a business continuity and disruption perspectives, as 1,811 shops had a 22-week window to go-live. High-quality project management and effective risk management were key to the success of this project.

For the production of their new Super Sport Utility Vehicle Urus in the new Lamborghini Smart Factory in Sant’Agata Bolognese, Italy Automobili Lamborghini supported by KMPG Advisory implemented SAP Manufacturing Execution, SAP Manufacturing Integration and Intelligence, and SAP Visual Enterprise in just 11 months. With this innovative and complex Industry 4.0 project Automobili Lamborghini won silver. Lamborghini has achieved improved process efficiencies, such as automatic data collection, and improved maintenance response time through SAP Fiori apps, as well as automatic defects logged by machines and the complete digitalization of car information. The project impressed the judges as Lamborghini made every effort to reduce complexity. The company had a robust process requirement gathering involving all Lamborghini departments to prepare a clearly defined scope, which was then broken down into three parts, with the first phase including all mandatory functionality for the start of production. In addition, where possible Lamborghini leveraged SAP best practices to improve business processes.

HMD Global Oy in Finland is the home of Nokia phones and the regional bronze winner. To support the company’s new business model, moving from in-house manufacturing to an outsourcing model, HMD Global’s ‘Project Polaris’ was launched to enable a large business transformation from on-premise ERP to new cloud-based architecture to reduce costs. SAP Business by Design, a cloud solution covering financials, supply chain, and indirect sourcing, was chosen as the best fit. The solution was rolled out in 33 legal entities in 30 countries in nine months using the SAP Activate methodology (formerly SAP Launch), an agile implementation approach that was recommended by implementation partner Sofigate Oy (former Headstart Oy) to secure quick wins while the business model evolved. HMD Global managed to significantly overachieve its original target of 50% reduction in IT costs thanks to the solution and an amazingly committed and motivated team.

Cloud Innovation

Atlas Copco is a Swedish industrial group founded in 1873 with world-leading positions in products and services that deliver sustainable productivity. For its SAP Hybris Cloud for Customer project the judges awarded Atlas Copco gold. The project sets out to standardize sales and marketing processes from lead-to-order in more than 200 sales organizations worldwide. What stood out for the judges was Atlas Copco’s innovative “catch the bus” approach for the global roll-out. Eight go-live slots were defined per year and the sales organizations can apply for one of the slots but were only permitted to go live when all defined deliverables passed the strict quality gates; otherwise they had to wait for the next available go-live slot.

Silver was awarded to Hampshire County Council (HCC) and its project implementation partner Deloitte for their SAP Hybris Cloud for Customer implementation as part of work to deliver greater efficiency and transform service delivery in the face of ongoing national austerity. Savings were realized from automating processes and providing self-service portals for customers, employees, and suppliers, and by partnering with public sector partners, such as other local authorities, to collectively invest in shared services. The County Council adopted an agile (SCRUM) methodology and leveraged an integrated tool (Microsoft Team Foundation Server) for project delivery. This allowed effective recording of progress, testing, and both pre- and post go-live defect tracking to ensure a successful deployment.

Kesko Oyj, a Finnish retailer that operates in the grocery trade, building, and technical trade and car trade, won the bronze award for the implementation of SAP SuccessFactors solutions with its partner Tieto Oyj to enable Kesko’s growth strategy through improved performance management and pay for performance models. To ensure effective adoption of the solution, the change management approach concentrated on training and communicating the processes instead of highlighting only the new tool that supports it.

Fast Delivery

Netherlands based Philips Lighting is the world leader in the development, manufacturing, and application of innovative LED lighting systems for consumers and professionals. Supported by Acorel B.V. and SAP, Philips Lighting implemented SAP Hybris Cloud for Customer to replace various service applications and support the end-to-end complaint and services processes for the B2B and B2C channels. The new system improved product quality, reduced warranty costs, enabled service growth, and improved customer satisfaction. The judges awarded this project a gold medal in the fast delivery category due to the dedicated project team comprised of business user and IT, focused on sticking to SAP standards and followed the rule set at the kick-off meeting that good is good enough. This ensured the go-live of this complex project within seven months, paving the way for a successful global roll-out of the system in 60 countries in the following 18 months.

Silver winner British American Tobacco rolled out SAP Business Planning and Consolidation integrated with SAP SuccessFactors solutions globally. Project HiTEC (Headcount & Total Employment Cost Planning) has improved efficiency and automated the HR forecasting process, eliminating local planning tools and reducing the consolidation of global HR planning from six weeks to near real time. The jury was impressed by a global project run by a small innovative team of five core resources from IT and HR, as well as business planning and consolidation experts from Bluefin, the Mindtree SAP Practice, managed to deliver the huge project in just five months without missing a single milestone, and now live across 70 countries. This was possible due to their agile collaboration approach to design and delivery focused on business value. A rapid prototype provided stakeholder buy-in and visualization so that changes were identified early which significantly reduced risk and project costs.

Meliá Hotels International (MHI), one of the largest hotel companies in the world operating more than 370 hotels in 43 countries and four continents, supported by SAP won bronze. The MHI@HEC project, has prepared the way for the digital transformation of MHI’s processes by successfully migrating 14 productive on-premise systems to the SAP HANA Enterprise Cloud during one weekend with less than 36 hours downtime. This was made possible with overlapping project phases, a very detailed project plan with all dependencies documented, intensive project monitoring, and as the project team was spread across the globe, robust communication and coordination efforts. The business benefits MIH have already achieved include reducing runtime of business processes and making real-time business insights available.

Innovation

The Smart Finance project by the Netherlands-based All Pension Group (APG Groep N.V.) and Accenture won gold. This greenfield implementation of SAP S/4HANA Finance and SAP Fiori on SAP HANA Enterprise Cloud aimed to standardize processes and lower license cost, whilst focusing on a cloud first strategy. The project leveraged standard SAP software, embracing industry best practices, and rejecting requests for costly custom code development. The other key contributor to the success of the project was having the right people on the project and sponsoring from the Board of Directors.

Waberer’s International Nyrt from Hungary, the leader in international full truckload transportation in Europe and market leader in Hungary in the field of domestic freight and complex logistics services, with a fleet of more than 4,300 trucks, is the silver winner. Supported by SAP, Waberer’s replaced a legacy Oracle ERP system with SAP S/4HANA to consolidate finance and logistics processes across 56 companies, using the SAP Activate methodology. With the new system, Waberer’s now has real-time insights into revenue and cost reporting and month-end activities were reduced by 60 percent, resulting in zero overtime of employees. The project was exemplary with regards to quality management, which was assured by a dedicated Integration Management Team and Quality Management organization supported by SAP Premium Engagement and SAP S/4HANA Customer Care program with quality gates performed at the end of each project phase.

Bronze winner Autostrade per l’Italia S.p.A. implemented SAP Hybris Billing Customer Financials in five months to enable the new digital payment services provided by Telepass Pay for motorway tolls, city parking, and for future business models like car-sharing. The solution has automated some of the core Telepass Pay processes, including a fast credit management, real-time credit check, and delivered a 25 percent reduction in time to manage the 13 million customers master data.  Two of the key factors contributing to the success of this project were an exceptionally skillful project management and the professional and result-oriented project team, including experts from the technology partner Syskoplan Reply.

Congratulations to all local and regional SAP Quality Award winners and their partners for their outstanding implementation projects!
Categories: What's New

The 2017 Regional SAP Quality Awards Winners

SAP News - Thu, 04/12/2018 - 10:15
SAP rolled out the red carpet yesterday to announce the bronze, silver, and gold winners of the 2017 regional SAP Quality Awards.

More than 100 guests attended a magical gala dinner at the Print Media Academy in Heidelberg, Germany, held in collaboration with Intel. SAP and Intel have partnered on various endeavors since 1997, including the SAP HANA platform. Special guests included Franck Cohen, president SAP S/4HANA and Industry Solutions, and Eric Verniaut, chief business officer of EMEA, MEE and Greater China, SAP.

Since 2005, the SAP Quality Awards have honored customers that have excelled in the implementation of SAP software solutions. In 2017, 223 customers nominated their successful projects in 13 market units in Europe, Middle East, and Africa. The 42 local Gold winners — which automatically competed at the regional level where the 12 best-of-the-best projects in the categories Business Transformation, Cloud Innovation, Fast Delivery, and Innovation — were selected by independent external judges, many of whom are winners from previous years. The judges evaluated the projects based on the 10 SAP principles of quality, which include identifying and mitigating risks and using standard SAP functionalities, as well as delivering the primary business benefits the projects set out to achieve.

Let’s find out what the winning arguments were.

Winners in the Four Categories

Business Transformation

Gold winner is Greggs plc, the UK’s leading bakery food-on-the-go retailer with more than 1,850 shops and management of its own supply chain. Program Sunrise achieved reduced costs, increased sales, and improved efficiency and productivity. Together with technology consultants Keytree, Greggs implemented SAP Business Suite powered by SAP HANA (retail, central forecasting, supply chain, finance) and SAP Fiori apps, revolutionizing how shops order stock, reducing bakery waste, and simplifying its IT landscape. The project was critical from a business continuity and disruption perspectives, as 1,811 shops had a 22-week window to go-live. High-quality project management and effective risk management were key to the success of this project.

For the production of their new Super Sport Utility Vehicle Urus in the new Lamborghini Smart Factory in Sant’Agata Bolognese, Italy Automobili Lamborghini supported by KMPG Advisory implemented SAP Manufacturing Execution, SAP Manufacturing Integration and Intelligence, and SAP Visual Enterprise in just 11 months. With this innovative and complex Industry 4.0 project Automobili Lamborghini won silver. Lamborghini has achieved improved process efficiencies, such as automatic data collection, and improved maintenance response time through SAP Fiori apps, as well as automatic defects logged by machines and the complete digitalization of car information. The project impressed the judges as Lamborghini made every effort to reduce complexity. The company had a robust process requirement gathering involving all Lamborghini departments to prepare a clearly defined scope, which was then broken down into three parts, with the first phase including all mandatory functionality for the start of production. In addition, where possible Lamborghini leveraged SAP best practices to improve business processes.

HMD Global Oy in Finland is the home of Nokia phones and the regional bronze winner. To support the company’s new business model, moving from in-house manufacturing to an outsourcing model, HMD Global’s ‘Project Polaris’ was launched to enable a large business transformation from on-premise ERP to new cloud-based architecture to reduce costs. SAP Business by Design, a cloud solution covering financials, supply chain, and indirect sourcing, was chosen as the best fit. The solution was rolled out in 33 legal entities in 30 countries in nine months using the SAP Activate methodology (formerly SAP Launch), an agile implementation approach that was recommended by implementation partner Sofigate Oy (former Headstart Oy) to secure quick wins while the business model evolved. HMD Global managed to significantly overachieve its original target of 50% reduction in IT costs thanks to the solution and an amazingly committed and motivated team.

Cloud Innovation

Atlas Copco is a Swedish industrial group founded in 1873 with world-leading positions in products and services that deliver sustainable productivity. For its SAP Hybris Cloud for Customer project the judges awarded Atlas Copco gold. The project sets out to standardize sales and marketing processes from lead-to-order in more than 200 sales organizations worldwide. What stood out for the judges was Atlas Copco’s innovative “catch the bus” approach for the global roll-out. Eight go-live slots were defined per year and the sales organizations can apply for one of the slots but were only permitted to go live when all defined deliverables passed the strict quality gates; otherwise they had to wait for the next available go-live slot.

Silver was awarded to Hampshire County Council (HCC) and its project implementation partner Deloitte for their SAP Hybris Cloud for Customer implementation as part of work to deliver greater efficiency and transform service delivery in the face of ongoing national austerity. Savings were realized from automating processes and providing self-service portals for customers, employees, and suppliers, and by partnering with public sector partners, such as other local authorities, to collectively invest in shared services. The County Council adopted an agile (SCRUM) methodology and leveraged an integrated tool (Microsoft Team Foundation Server) for project delivery. This allowed effective recording of progress, testing, and both pre- and post go-live defect tracking to ensure a successful deployment.

Kesko Oyj, a Finnish retailer that operates in the grocery trade, building, and technical trade and car trade, won the bronze award for the implementation of SAP SuccessFactors solutions with its partner Tieto Oyj to enable Kesko’s growth strategy through improved performance management and pay for performance models. To ensure effective adoption of the solution, the change management approach concentrated on training and communicating the processes instead of highlighting only the new tool that supports it.

Fast Delivery

Netherlands based Philips Lighting is the world leader in the development, manufacturing, and application of innovative LED lighting systems for consumers and professionals. Supported by Acorel B.V. and SAP, Philips Lighting implemented SAP Hybris Cloud for Customer to replace various service applications and support the end-to-end complaint and services processes for the B2B and B2C channels. The new system improved product quality, reduced warranty costs, enabled service growth, and improved customer satisfaction. The judges awarded this project a gold medal in the fast delivery category due to the dedicated project team comprised of business user and IT, focused on sticking to SAP standards and followed the rule set at the kick-off meeting that good is good enough. This ensured the go-live of this complex project within seven months, paving the way for a successful global roll-out of the system in 60 countries in the following 18 months.

Silver winner British American Tobacco rolled out SAP Business Planning and Consolidation integrated with SAP SuccessFactors solutions globally. Project HiTEC (Headcount & Total Employment Cost Planning) has improved efficiency and automated the HR forecasting process, eliminating local planning tools and reducing the consolidation of global HR planning from six weeks to near real time. The jury was impressed by a global project run by a small innovative team of five core resources from IT and HR, as well as business planning and consolidation experts from Bluefin, the Mindtree SAP Practice, managed to deliver the huge project in just five months without missing a single milestone, and now live across 70 countries. This was possible due to their agile collaboration approach to design and delivery focused on business value. A rapid prototype provided stakeholder buy-in and visualization so that changes were identified early which significantly reduced risk and project costs.

Meliá Hotels International (MHI), one of the largest hotel companies in the world operating more than 370 hotels in 43 countries and four continents, supported by SAP won bronze. The MHI@HEC project, has prepared the way for the digital transformation of MHI’s processes by successfully migrating 14 productive on-premise systems to the SAP HANA Enterprise Cloud during one weekend with less than 36 hours downtime. This was made possible with overlapping project phases, a very detailed project plan with all dependencies documented, intensive project monitoring, and as the project team was spread across the globe, robust communication and coordination efforts. The business benefits MIH have already achieved include reducing runtime of business processes and making real-time business insights available.

Innovation

The Smart Finance project by the Netherlands-based All Pension Group (APG Groep N.V.) and Accenture won gold. This greenfield implementation of SAP S/4HANA Finance and SAP Fiori on SAP HANA Enterprise Cloud aimed to standardize processes and lower license cost, whilst focusing on a cloud first strategy. The project leveraged standard SAP software, embracing industry best practices, and rejecting requests for costly custom code development. The other key contributor to the success of the project was having the right people on the project and sponsoring from the Board of Directors.

Waberer’s International Nyrt from Hungary, the leader in international full truckload transportation in Europe and market leader in Hungary in the field of domestic freight and complex logistics services, with a fleet of more than 4,300 trucks, is the silver winner. Supported by SAP, Waberer’s replaced a legacy Oracle ERP system with SAP S/4HANA to consolidate finance and logistics processes across 56 companies, using the SAP Activate methodology. With the new system, Waberer’s now has real-time insights into revenue and cost reporting and month-end activities were reduced by 60 percent, resulting in zero overtime of employees. The project was exemplary with regards to quality management, which was assured by a dedicated Integration Management Team and Quality Management organization supported by SAP Premium Engagement and SAP S/4HANA Customer Care program with quality gates performed at the end of each project phase.

Bronze winner Autostrade per l’Italia S.p.A. implemented SAP Hybris Billing Customer Financials in five months to enable the new digital payment services provided by Telepass Pay for motorway tolls, city parking, and for future business models like car-sharing. The solution has automated some of the core Telepass Pay processes, including a fast credit management, real-time credit check, and delivered a 25 percent reduction in time to manage the 13 million customers master data.  Two of the key factors contributing to the success of this project were an exceptionally skillful project management and the professional and result-oriented project team, including experts from the technology partner Syskoplan Reply.

Congratulations to all local and regional SAP Quality Award winners and their partners for their outstanding implementation projects!
Categories: What's New

Accenture Named a Leader in IDC MarketScape for Incident Response Services

Accenture News - Wed, 04/11/2018 - 11:59
NEW YORK; April 11, 2018 – Accenture (NYSE: ACN) has been positioned as a Leader in the recently published “IDC MarketScape: U.S. Incident Readiness, Response, and Resiliency 2018 Vendor Assessment” (Doc #US43588417, March 2018).
 
Categories: What's New

Accenture Positioned as a Leader in Gartner Magic Quadrant for Oracle Application Services, Worldwide

Accenture News - Wed, 04/11/2018 - 09:59
NEW YORK; April 11, 2018 – Accenture (NYSE: ACN) is positioned as a Leader in the 2018 Gartner Magic Quadrant for Oracle Application Services, Worldwide.* Accenture is positioned furthest on the completeness of vision axis which assesses market understanding; market strategy; sales strategy; offering strategy; vertical/industry strategy; innovation; and geographic strategy.
Categories: What's New

Web Design with Building Blocks for Non-Techies

SAP News - Wed, 04/11/2018 - 09:30
I always learn something new when interviewing entrepreneurs about their companies and products for this series on SAP App Center, and talking with Jani Hiltunen of LiquidBlox was a revelation.

When I mentioned that I’ve noticed that a lot of new business applications are coming from Finland, where he’s based, he told me that there’s “a tremendous pool of creative talent” there. Jani added that Finland has one of the best educational systems in the world and that it encourages students to explore curiosity and innovation. It also has government-supported conferences and programs for startups. And did you know that some of the biggest gaming companies are located in Finland? I did not.

Jani spoke with me by phone from his office in Espoo to tell me more about LiquidBlox, a software-as-a-service Web design solution that’s now live on SAP App Center. LiquidBlox is a browser-based solution that can be used to create websites and other digital content, and the beauty of it is that it doesn’t require users to have any coding or IT skills. Another revelation: how could that be possible?

Web Design Without Coding

Essentially, Jani and his team have done the work for their users. The LiquidBlox solution is more than just a SaaS content management system (CMS) platform for creating Web pages and digital publications. It includes predesigned templates that are ready for editing and instant use. For example, there are templates for websites, landing pages, news sites, digital magazines and catalogs. Users can also take advantage of the block template gallery to create unique page layouts — for a magazine or catalog, for example — with any number of container blocks for each page. To create layouts from scratch, container blocks can be used to add content to websites, then they can be fine-tuned using the style editor. Thus, the name LiquidBlox: it’s a liquid way to use building blocks. “It may not be the perfect name for an app in Finnish,” Jani said, “but it does work, because customers remember it, even if they often misspell it.”

It’s a really fun and cool tool. Go ahead: you can try it for free on SAP App Center, the SAP digital marketplace where customers can find, download, use, and buy solutions directly from SAP partners.

Of course, I had to ask Jani about his career, and when and how he recognized a need for this kind of tool. It seems that after spending his younger years as a professional basketball player (yes, third revelation uncovered during our conversation), he retired in 2006 and was looking for something interesting to do. Using nothing else but Google, he taught himself how to code, and eventually started picking up clients who needed Web page layout and design.

“I quickly realized that most of the tools for Web content management were designed by engineers for engineers,” Jani explained. “And that made it a challenge for non-technical people to modify or update their content in the same view a visitor to the website sees. I wondered, what would it be like if you didn’t need coding?”

DIY Design

What he learned is that there was a strong demand for the tool that he ultimately named LiquidBlox among small businesses, professional graphic designers, and even marketing departments and individual lines of business in large companies. Jani added that he has many cases where customers have moved from WordPress to LiquidBlox, because they have found LiquidBlox to be a much easier, intuitive and less complex tool to use.

“These customers need a lighter, faster way of building landing pages, creating simple websites or publishing blogs,” added Jani. “For marketing departments, they don’t want to have to rely on an agency or the IT department for a quick, short-term campaign, for example. With LiquidBlox, they can do it themselves. One of our new employees came up with a great analogy: You might think your provider is delivering a turnkey solution, but then you realize you don’t have the keys. LiquidBlox gives you the keys.”

Jani noted: “It brings simplicity to something customers weren’t able to do before. And in fact, that concept ties in very well to what SAP conveys: simplified processes.”

The SAP Connection

I was quite intrigued to find out how Jani had connected with SAP, and I asked him what his impression was before he got involved with the company. “Honestly, I didn’t know anything about it,” he said. “But last year, one of my employees had a small booth at a conference attended by thousands of techies, and SAP found us. What I understand is that SAP customers want more options for innovation, and SAP can provide that by giving them access to its partners. For us — well, we are just a humble startup, and it’s surprising how things have evolved in just a short time. Now we suddenly have access to over 378,000 SAP customers.”

Bill Rojas is senior director of Digital Transformation and Partner Engagement on the SAP Digital team. Contact him on Twitter | LinkedIn.
He kicked off this new series of blogs on partner apps on the SAP App Center in December 2017. Read more here.

Categories: What's New

Web Design with Building Blocks for Non-Techies

SAP News - Wed, 04/11/2018 - 09:30
I always learn something new when interviewing entrepreneurs about their companies and products for this series on SAP App Center, and talking with Jani Hiltunen of LiquidBlox was a revelation.

When I mentioned that I’ve noticed that a lot of new business applications are coming from Finland, where he’s based, he told me that there’s “a tremendous pool of creative talent” there. Jani added that Finland has one of the best educational systems in the world and that it encourages students to explore curiosity and innovation. It also has government-supported conferences and programs for startups. And did you know that some of the biggest gaming companies are located in Finland? I did not.

Jani spoke with me by phone from his office in Espoo to tell me more about LiquidBlox, a software-as-a-service Web design solution that’s now live on SAP App Center. LiquidBlox is a browser-based solution that can be used to create websites and other digital content, and the beauty of it is that it doesn’t require users to have any coding or IT skills. Another revelation: how could that be possible?

Web Design Without Coding

Essentially, Jani and his team have done the work for their users. The LiquidBlox solution is more than just a SaaS content management system (CMS) platform for creating Web pages and digital publications. It includes predesigned templates that are ready for editing and instant use. For example, there are templates for websites, landing pages, news sites, digital magazines and catalogs. Users can also take advantage of the block template gallery to create unique page layouts — for a magazine or catalog, for example — with any number of container blocks for each page. To create layouts from scratch, container blocks can be used to add content to websites, then they can be fine-tuned using the style editor. Thus, the name LiquidBlox: it’s a liquid way to use building blocks. “It may not be the perfect name for an app in Finnish,” Jani said, “but it does work, because customers remember it, even if they often misspell it.”

It’s a really fun and cool tool. Go ahead: you can try it for free on SAP App Center, the SAP digital marketplace where customers can find, download, use, and buy solutions directly from SAP partners.

Of course, I had to ask Jani about his career, and when and how he recognized a need for this kind of tool. It seems that after spending his younger years as a professional basketball player (yes, third revelation uncovered during our conversation), he retired in 2006 and was looking for something interesting to do. Using nothing else but Google, he taught himself how to code, and eventually started picking up clients who needed Web page layout and design.

“I quickly realized that most of the tools for Web content management were designed by engineers for engineers,” Jani explained. “And that made it a challenge for non-technical people to modify or update their content in the same view a visitor to the website sees. I wondered, what would it be like if you didn’t need coding?”

DIY Design

What he learned is that there was a strong demand for the tool that he ultimately named LiquidBlox among small businesses, professional graphic designers, and even marketing departments and individual lines of business in large companies. Jani added that he has many cases where customers have moved from WordPress to LiquidBlox, because they have found LiquidBlox to be a much easier, intuitive and less complex tool to use.

“These customers need a lighter, faster way of building landing pages, creating simple websites or publishing blogs,” added Jani. “For marketing departments, they don’t want to have to rely on an agency or the IT department for a quick, short-term campaign, for example. With LiquidBlox, they can do it themselves. One of our new employees came up with a great analogy: You might think your provider is delivering a turnkey solution, but then you realize you don’t have the keys. LiquidBlox gives you the keys.”

Jani noted: “It brings simplicity to something customers weren’t able to do before. And in fact, that concept ties in very well to what SAP conveys: simplified processes.”

The SAP Connection

I was quite intrigued to find out how Jani had connected with SAP, and I asked him what his impression was before he got involved with the company. “Honestly, I didn’t know anything about it,” he said. “But last year, one of my employees had a small booth at a conference attended by thousands of techies, and SAP found us. What I understand is that SAP customers want more options for innovation, and SAP can provide that by giving them access to its partners. For us — well, we are just a humble startup, and it’s surprising how things have evolved in just a short time. Now we suddenly have access to over 378,000 SAP customers.”

Bill Rojas is senior director of Digital Transformation and Partner Engagement on the SAP Digital team. Contact him on Twitter | LinkedIn.
He kicked off this new series of blogs on partner apps on the SAP App Center in December 2017. Read more here.

Categories: What's New

Accenture Launches Intelligent Enterprise Platform to Help Companies Use Advanced Technologies that Fast-track Enterprise Transformation

Accenture News - Wed, 04/11/2018 - 08:59
NEW YORK; April 11, 2018 – Accenture (NYSE: ACN) is launching the Accenture Intelligent Enterprise Platform, an insight-driven, digitally integrated platform that powers enterprise transformation from business case to roadmap to delivery. The platform captures the most advanced and disruptive Accenture thinking around industry, innovation and technology to help companies reinvent themselves as intelligent enterprises.
Categories: What's New

Everyone Is a Consumer

SAP News - Wed, 04/11/2018 - 08:55
SAP Chief Marketing Officer Alicia Tillman explains why SAP’s sales and marketing tactics must change.

SAP has a head start when it comes to telling its purpose story, says Alicia Tillman, the company’s chief marketing officer.

In the latest video in the Tea for Two series, Alicia, who took over the CMO role eight months ago, notes that unlike many other companies, SAP already has a clear purpose and mission: to help the world run better and improve people’s lives. But, she adds, “We need to tell that story better.”

“My mission since I became CMO has been to really make our purpose come to life internally and externally, because the reality is consumers are interested in authenticity and companies that stand for something — and SAP certainly does,” she says.

Buyers today are not only interested in technology that helps them solve the everyday practical challenges, they’re also looking for companies that stand for something and have purpose at their core. “A brand’s purpose has become a key competitive differentiator,” she says.

Alicia also believes that in today’s marketplace, the traditional division between B2B and B2C marketing no longer makes sense. Today, she says, “everyone is a consumer.”

Audiences are incredibly savvy and have a certain expectation based on their consumer technology experiences. Marketers stand to support significant growth by embracing similar, exceptional customer experiences and democratizing the way we connect with IT leaders and end users.

“We need to focus on creating exceptional user experiences with our technology,” she says. “We need to model the same technology you would experience as a consumer.”

Due to the new ways customers and businesses interact, brands are no longer judged solely on the quality of their products or services, but on the values they champion, and our tactics need to change accordingly.

The most successful companies, Alicia argues, will be those that create communities of users with shared values. “People want to buy from people who create communities that they feel part of,” she says.

Categories: What's New

Everyone Is a Consumer

SAP News - Wed, 04/11/2018 - 08:55
SAP Chief Marketing Officer Alicia Tillman explains why SAP’s sales and marketing tactics must change.

SAP has a head start when it comes to telling its purpose story, says Alicia Tillman, the company’s chief marketing officer.

In the latest video in the Tea for Two series, Alicia, who took over the CMO role eight months ago, notes that unlike many other companies, SAP already has a clear purpose and mission: to help the world run better and improve people’s lives. But, she adds, “We need to tell that story better.”

“My mission since I became CMO has been to really make our purpose come to life internally and externally, because the reality is consumers are interested in authenticity and companies that stand for something — and SAP certainly does,” she says.

Buyers today are not only interested in technology that helps them solve the everyday practical challenges, they’re also looking for companies that stand for something and have purpose at their core. “A brand’s purpose has become a key competitive differentiator,” she says.

Alicia also believes that in today’s marketplace, the traditional division between B2B and B2C marketing no longer makes sense. Today, she says, “everyone is a consumer.”

Audiences are incredibly savvy and have a certain expectation based on their consumer technology experiences. Marketers stand to support significant growth by embracing similar, exceptional customer experiences and democratizing the way we connect with IT leaders and end users.

“We need to focus on creating exceptional user experiences with our technology,” she says. “We need to model the same technology you would experience as a consumer.”

Due to the new ways customers and businesses interact, brands are no longer judged solely on the quality of their products or services, but on the values they champion, and our tactics need to change accordingly.

The most successful companies, Alicia argues, will be those that create communities of users with shared values. “People want to buy from people who create communities that they feel part of,” she says.

Categories: What's New

Balancing Digital Investments Is Key to Driving Sustainable Growth in India's Manufacturing Sector, Accenture Research Finds

Accenture News - Wed, 04/11/2018 - 02:30
NEW DELHI; April 11, 2018 – Manufacturing businesses in India are keen to invest in digital technologies but are struggling to derive tangible business benefits due to an imbalanced approach to digital investments, according to Reinventing Business with Industry X.0, a new report from Accenture (NYSE: ACN).
Categories: What's New

SAP Announces First Collaboration in esports and Becomes the Official Innovation Partner of Team Liquid

SAP News - Tue, 04/10/2018 - 08:00
WALLDORFSAP SE (NYSE: SAP) today announced a new sponsorship deal with Team Liquid, one of the most successful teams in esports.
  • SAP will become a three-year sponsor of Team Liquid
  • SAP and Team Liquid will co-innovate on in-game data analysis to improve player and team performance
  • SAP HANA business data platform to be used as foundation for co-innovation process

The sponsorship of Team Liquid is the first collaboration of SAP with a professional esports organization. As official innovation partner, SAP will work with Team Liquid on co-developing software based on in-game data, which will help Team Liquid analyze performance and achieve greater precision in areas like team and player performance and scouting new talent.

SAP will support Team Liquid by implementing a range of innovative technology solutions that deliver cutting-edge analytics to the team to improve overall performance in training and in competition. The SAP HANA business data platform will serve as the core technology for co-development. Additional components such as SAP Cloud Platform, the SAP Leonardo digital innovation system as well as the Internet of Things (IoT) and predictive and machine learning functionalities will be evaluated as part of the co-innovation process. By equipping Team Liquid with the most innovative tools possible to track and improve performance, SAP hopes to participate as an authentic, global and sustainable player in the esports ecosystem, addressing a young and tech-savvy esports community.

“After deciding to become a sponsor in the field of esports, SAP took time to observe and analyze the market and its ecosystem before finally deciding to partner with Team Liquid – one of the most successful teams in the business,” said Stefan Ries, chief human resources officer, SAP. “For SAP, esports opens us up to a tech-savvy and highly skilled young audience and potential new talent for SAP. As a global, innovative and forward-looking technology company, SAP provides a high brand fit to the esports ecosystem.”

“There is a strong demand for meaningful data and analytics software in esports,” said Victor Goossens, co-CEO, Team Liquid. “For Team Liquid, competitive performance is key – and smart technology and data give us the best possible tools to analyze and improve. As a technology company at the cutting edge of innovation and with sponsorship experience across sports and entertainment, SAP is the perfect partner to collaborate with Team Liquid to create tools and solutions to fuel our competitive journey.”

“esports is a highly interesting field for SAP. With a team sponsorship, SAP will be able to activate its full potential by working closely together with Team Liquid to understand their needs and apply innovative technology solutions to address them,” said Lars Lamadé, head of sponsorships, Europe and Asia, SAP. “SAP as an innovation-driven company is interested in esports as a 100 percent digital sport with a high speed of development. The partnership with Team Liquid, with a true and authentic co-innovation mind-set at its core, will become a great use case for SAP technology.”

Visit the SAP News Center. Follow SAP on Twitter at @sapnews.

About Team Liquid

Team Liquid was founded in 2000 as a clan on the gaming platform Battle.net, and has now evolved into one of the leading international multigame esports teams with training centers in Utrecht, The Netherlands, and Los Angeles, California. Team Liquid has over 70 athletes competing across 13 distinct games, including all major esports titles, such as DOTA 2, League of Legends and CS:GO. Team Liquid is one of the most successful esports teams in the Western market in terms of competitive achievement and fan engagement across multiple sports. In 2017 its DOTA 2 team, led by German superstar Kuro “KuroKy” Salehi Takhasomi as team captain, won The International and took home the most important title and prize pool in the sport.

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 378,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

For customers interested in learning more about SAP products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:
Isabelle Schuhmacher, +49 (0) 15167834049, isabelle.schuhmacher@sap.com, CET
Bonnie Rothenstein, +1 (610) 661-8867, bonnie.rothenstein@sap.com, ET
SAP News Center press room; press@sap.com
Nicola Piggott, +1 (347) 658-8923, nicola@thestorymob.com, ET

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
© 2018 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark for additional trademark information and notices.

Categories: What's New

SAP Announces First Collaboration in esports and Becomes the Official Innovation Partner of Team Liquid

SAP News - Tue, 04/10/2018 - 08:00
WALLDORFSAP SE (NYSE: SAP) today announced a new sponsorship deal with Team Liquid, one of the most successful teams in esports.
  • SAP will become a three-year sponsor of Team Liquid
  • SAP and Team Liquid will co-innovate on in-game data analysis to improve player and team performance
  • SAP HANA business data platform to be used as foundation for co-innovation process

The sponsorship of Team Liquid is the first collaboration of SAP with a professional esports organization. As official innovation partner, SAP will work with Team Liquid on co-developing software based on in-game data, which will help Team Liquid analyze performance and achieve greater precision in areas like team and player performance and scouting new talent.

SAP will support Team Liquid by implementing a range of innovative technology solutions that deliver cutting-edge analytics to the team to improve overall performance in training and in competition. The SAP HANA business data platform will serve as the core technology for co-development. Additional components such as SAP Cloud Platform, the SAP Leonardo digital innovation system as well as the Internet of Things (IoT) and predictive and machine learning functionalities will be evaluated as part of the co-innovation process. By equipping Team Liquid with the most innovative tools possible to track and improve performance, SAP hopes to participate as an authentic, global and sustainable player in the esports ecosystem, addressing a young and tech-savvy esports community.

“After deciding to become a sponsor in the field of esports, SAP took time to observe and analyze the market and its ecosystem before finally deciding to partner with Team Liquid – one of the most successful teams in the business,” said Stefan Ries, chief human resources officer, SAP. “For SAP, esports opens us up to a tech-savvy and highly skilled young audience and potential new talent for SAP. As a global, innovative and forward-looking technology company, SAP provides a high brand fit to the esports ecosystem.”

“There is a strong demand for meaningful data and analytics software in esports,” said Victor Goossens, co-CEO, Team Liquid. “For Team Liquid, competitive performance is key – and smart technology and data give us the best possible tools to analyze and improve. As a technology company at the cutting edge of innovation and with sponsorship experience across sports and entertainment, SAP is the perfect partner to collaborate with Team Liquid to create tools and solutions to fuel our competitive journey.”

“esports is a highly interesting field for SAP. With a team sponsorship, SAP will be able to activate its full potential by working closely together with Team Liquid to understand their needs and apply innovative technology solutions to address them,” said Lars Lamadé, head of sponsorships, Europe and Asia, SAP. “SAP as an innovation-driven company is interested in esports as a 100 percent digital sport with a high speed of development. The partnership with Team Liquid, with a true and authentic co-innovation mind-set at its core, will become a great use case for SAP technology.”

Visit the SAP News Center. Follow SAP on Twitter at @sapnews.

About Team Liquid

Team Liquid was founded in 2000 as a clan on the gaming platform Battle.net, and has now evolved into one of the leading international multigame esports teams with training centers in Utrecht, The Netherlands, and Los Angeles, California. Team Liquid has over 70 athletes competing across 13 distinct games, including all major esports titles, such as DOTA 2, League of Legends and CS:GO. Team Liquid is one of the most successful esports teams in the Western market in terms of competitive achievement and fan engagement across multiple sports. In 2017 its DOTA 2 team, led by German superstar Kuro “KuroKy” Salehi Takhasomi as team captain, won The International and took home the most important title and prize pool in the sport.

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 378,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

For customers interested in learning more about SAP products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:
Isabelle Schuhmacher, +49 (0) 15167834049, isabelle.schuhmacher@sap.com, CET
Bonnie Rothenstein, +1 (610) 661-8867, bonnie.rothenstein@sap.com, ET
SAP News Center press room; press@sap.com
Nicola Piggott, +1 (347) 658-8923, nicola@thestorymob.com, ET

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
© 2018 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark for additional trademark information and notices.

Categories: What's New

ERP Licensing for the Digital Age

SAP News - Tue, 04/10/2018 - 05:00
Shaking up the software industry by changing decades-old models.

SAP is shaking up the industry and raising the bar on software licensing practices by tackling ERP licensing for the digital age with new licensing practices, new rules of engagement for usage and compliance, and a new pricing model — all developed jointly with our customers, user groups, analysts, and influencers. Read about our journey of transforming ERP licensing for the digital age.

Old Licensing Models Not Fit for the Digital Age

For more than 40 years SAP has been helping companies run mission-critical business processes across all industries. Our ERP software* is at the heart of our customer’s business — the digital core behind their success. Customers have been finding new ways to extend the use of their digital core by giving access to business partners and consumers via third-party applications, and they are increasingly connecting to automated systems, IoT devices, and bots. It is exciting to witness all these digital age advances and how our customers are using enterprise software to transform their businesses. However, pricing models for enterprise software designed in the 20th century have remained relatively the same across the industry and are not optimal for this new type of digital access, which the industry has coined “indirect access.”

SAP’s ERP pricing model was designed for when our customer’s employees were expected to log directly into the SAP ERP to use it, and it was centered on identifying and licensing every individual using the software. This user-based pricing works well for direct human access because it is predictable and well understood. However, it is not easy to apply when the ERP system is used indirectly (e.g., by a user logging into another application that then uses the power of SAP Digital Core to execute the business process) or digitally (e.g., when a device or a bot uses the system, and not a human user). This has led to ambiguous interpretation of use and to unproductive discussions over what counts as users. The ambiguity has also led to inconsistent sales and audit practices that have ultimately shaken some of our customers’ trust.

Journey to Modernize ERP Pricing

At SAP the customer voice matters; when customers speak, SAP listens. We’ve heard loud and clear that businesses need certainty and that the current license model does not address digital access such as IoT devices and bots. They need predictability over their license commitments, transparency on their use, and consistency of sales and audit practices.

To address these concerns, we took an unconventional industry approach and we collaborated closely with user groups, customers, industry analysts and other stakeholders. Together we developed a “first-of-its-kind” outcome-based model for indirect digital access.

Our journey began over a year ago, and a major milestone was announced at SAPPHIRE NOW in 2017. We introduced a pricing model based on valuable outcomes delivered by the ERP system. This outcome-based approach eliminated the need to count individual users or other parties accessing SAP ERP via a third party system or interface for the two most common indirect access scenarios: order-to-cash and procure-to-pay. In addition, we announced that indirect static read** would be free of charge. That said, these 2017 pricing changes were our first step in the longer journey of modernizing our licensing policy, as it did not address every indirect access scenario, such as IoT devices, bots, or intelligent systems.

A New Pricing Model Fit for the Digital Age

In SAP’s legacy pricing model, both direct human access and indirect digital access are primarily licensed based on users. SAP has developed an outcome-based pricing model that differentiates between direct human access and indirect digital access. This new model is designed to address every conceivable indirect access scenario for the digital age. It was designed to provide customers the business certainty and predictability on their license commitment.

Indirect Digital Access ERP Pricing

The predictability of this new model begins with nine document types that represent system records of the most valued business outcomes from the ERP system. Use of the ERP system through indirect digital access will be licensed based on the initial creation of these documents, and the document license value is based on the total number of documents created. Let’s highlight elements of this model that customers will appreciate.

Outcome Focused. SAP is counting only nine document types that address the most valuable business outcomes. All other document types are not charged for.

Based on Value. Pay for system activity. The new model eliminates the need to count “users” accessing the ERP system and addresses concerns around access by IoT such as devices, bots, etc.

We also looked at many sources of data and models to come to the conclusion that not all documents are valued equally. Hence, our model has two different weights corresponding to their value. The most valued used documents are weighted at 100% (multiplier =1), and documents of lesser value and more frequently used are weighted at 20% (multiplier = 0.2).

Flexible and Transparent. What goes towards that total number of documents licensed?

  • Onetime create cost. SAP counts and charges for the creation of documents triggered via indirect digital access. All other operations, post-creation, on the document are included in the onetime create action cost.
  • Read, update, delete included. All read, updates, and delete actions on the document via indirect access do not incur a charge.
  • Interchangeable document capacity. The total number of documents licensed applies to any of the document types created, regardless of type.

Built-in Volume Discounts. Will I get a discount if I buy more? Of course, there is always a discount in matters of software sales. In our new model, we will offer tiered pricing where the higher the number of create document transactions, the lower the cost per document transacted. This model works well for all industry use cases from high volume businesses to low volume businesses

Measurable. Our new pricing model design goal was to provide an objective measurement of use, and to further support this, SAP plans to provide customers with tools to monitor and measure their ERP use. Customers should be able to manage their entitlements and consumption of licensees, and there should be no surprises during an audit.

What does this all mean? At this point, we’d like to point out the implications of this new indirect digital access ERP pricing policy with regards to some highly discussed topics.

  • Users: No more counting users or trying to define what constitutes a user via indirect access. It doesn’t matter how many users are accessing the ERP system via a third-party application.
  • IoT devices and Big Data concerns: Only if the IoT device triggers a create action in the ERP system will we count such transaction, all read, updates, deletes are included. Frequency or data volumes are inconsequential.
  • Indirect Static Read: This new pricing policy for indirect digital access of ERP goes above and beyond the Indirect Static Read** policy introduced in 2017. By the new policy definition, SAP only counts and charges for the creation of documents by the ERP system triggered by indirect digital access, therefore eliminating the need for a separate Indirect Static Read policy for ERP.

Direct Human and SAP Application Access to ERP Pricing

Direct human access to the digital core continues to be licensed based on users. No change there.

Access to the digital core by an SAP application is included in most SAP application’s license. SAP applications refer to line of business and industry applications, as well as SAP Solution Extensions. This policy does not apply to technology solutions such as database, SAP Cloud Platform, middleware integration, etc.

Opting In to the New Indirect Digital Access Pricing Model

All new SAP S/4HANA customers will have the ability to license the new indirect digital access model from the beginning. Existing SAP ERP on-premise customers can choose the path that’s right for them. They can continue with their existing user-based pricing for indirect access, in other words they can keep their status quo and do nothing. Or they can choose from two options that include the new document-based license model:

  • License Exchange. Customers wanting transparency for indirect digital access and wishing to remain with their existing contract may exchange the value of user and/or order licenses for Document licenses.
  • Contract Conversion. Customers licensing SAP S/4HANA may convert their existing contracts to a simplified contract, and receive up to 100% credit for their prior investments, while having full flexibility to reconfigure their solution landscape based on current and future needs.
Consistent Sales and Audit Practices

Earlier we mentioned that the ambiguity of the legacy pricing model led to inconsistent sales and audit practices that ultimately shook some of our customer’s trust. While we believe that the majority of customer engagements are conducted in the right spirit of trust and customer orientation, the few exceptions were not acceptable.

SAP built its business on long-term, trusting relationships with its customers. To address this, we listened to extensive customer feedback and thoroughly reviewed our processes and practices around indirect access. As a result, SAP is introducing new organizational and governance changes to further consistency in our sales and audit practices.

Sales policy. To further transparent and consistent handling of customer engagements we’ve implemented a sales policy to address license audit and compliance situations. For example, we established sales behavior guidelines designed to have our SAP sales personnel inform customers about software usage rights, particularly in the context of indirect digital access, prior to a contract’s closing. We are committed to our customer’s trust and peace of mind and we are implementing governance guardrails, educating our teams to follow a consistent procedure, dis-incenting aggressive behavior, and we are also prepared to apply appropriate disciplinary actions when non-compliance to the new sales policies is uncovered.

Separation of license audit and sales. We are imposing a separation between license sales and license auditing, both from an organizational and from a process-governance perspective to promote objectivity and neutrality. Only the Global License Audit and Compliance (GLAC) organization will initiate, approve or terminate license audits.

Consistent and transparent audit procedures. The GLAC team will harmonize the end-to-end audit processes globally, from nomination to delivery of the license audit report. In each case, a customer will be informed of the scope, process and results of the audit.

Simplified license self-measurement and self-monitoring. We plan on making it easier for customers to self-monitor their license compliance by making available some of the tools used by our SAP license auditors. Our plans are to further enhance these measurement tools and improve their availability.

We believe that these changes will further global consistency of sales and audit practices to help customers get the best value from SAP solutions.

Predictable. Transparent. Consistent.

Our new licensing practices, new licensing rules of engagement for usage and compliance, and the new ERP pricing model address our customers’ concerns as they adopt digital technology. All together it is designed to provide a predictable, transparent and consistent approach to indirect access.

Special thanks to the SAP user groups (ASUG, DSAG, SUGEN), who tirelessly represented their user community in this process. We truly believe that this journey was more productive thanks to their engagement and contribution.

This has been a long journey working to transform decades old pricing policies that by all accounts are quite standard in the industry. SAP’s new ERP licensing for the digital age marks a major milestone that will shake up the software industry and raise the bar on software licensing practices, while putting customers first.

*ERP software in this context refers to legacy SAP ERP, SAP S/4HANA, and SAP S/4HANA Cloud.
**Indirect Static Read as defined in May 2017 is a scenario in which information has been exported from an SAP system (excluding SAP Business Warehouse or any third-party runtime database) to a non-SAP system pursuant to a predefined query that meets the criteria listed below. According to SAP policy, the use of such exported data in third-party non-SAP systems does not need to be licensed if the following criteria listed are met: 1) It was created by an individual licensed to use the SAP ERP system from which the information is being exported. 2) It runs automatically on a scheduled basis. The use of such exported information by the non-SAP systems and/or their users does not result in an update to the SAP ERP system’s processing capabilities.

The contents of this blog are for informational purposes only and provides general guidelines regarding SAP’s pricing models and policies as of April 2018. It is provided without representation or warranty of any kind, and SAP or its affiliated companies shall not be liable for errors or omissions with respect to the materials. This document shall not be incorporated into any contract and does not constitute a contract, an agreement or commitment to any specific terms, or an amendment or supplement to a customer’s contract. Policies and this document are subject to change without notice. Should a customer have questions, they should engage their SAP Account Executive. Pricing models and policies, and changes thereto, and any referenced contract terms are intended to provide a consistent, globally-applied filter to the licensing discussion. However, a customer’s situation and contract language may be different, and must be evaluated under their specific SAP contract. SAP reserves the right to revise its policies from time to time.

Categories: What's New

ERP Licensing for the Digital Age

SAP News - Tue, 04/10/2018 - 05:00
Shaking up the software industry by changing decades-old models.

SAP is shaking up the industry and raising the bar on software licensing practices by tackling ERP licensing for the digital age with new licensing practices, new rules of engagement for usage and compliance, and a new pricing model — all developed jointly with our customers, user groups, analysts, and influencers. Read about our journey of transforming ERP licensing for the digital age.

Old Licensing Models Not Fit for the Digital Age

For more than 40 years SAP has been helping companies run mission-critical business processes across all industries. Our ERP software* is at the heart of our customer’s business — the digital core behind their success. Customers have been finding new ways to extend the use of their digital core by giving access to business partners and consumers via third-party applications, and they are increasingly connecting to automated systems, IoT devices, and bots. It is exciting to witness all these digital age advances and how our customers are using enterprise software to transform their businesses. However, pricing models for enterprise software designed in the 20th century have remained relatively the same across the industry and are not optimal for this new type of digital access, which the industry has coined “indirect access.”

SAP’s ERP pricing model was designed for when our customer’s employees were expected to log directly into the SAP ERP to use it, and it was centered on identifying and licensing every individual using the software. This user-based pricing works well for direct human access because it is predictable and well understood. However, it is not easy to apply when the ERP system is used indirectly (e.g., by a user logging into another application that then uses the power of SAP Digital Core to execute the business process) or digitally (e.g., when a device or a bot uses the system, and not a human user). This has led to ambiguous interpretation of use and to unproductive discussions over what counts as users. The ambiguity has also led to inconsistent sales and audit practices that have ultimately shaken some of our customers’ trust.

Journey to Modernize ERP Pricing

At SAP the customer voice matters; when customers speak, SAP listens. We’ve heard loud and clear that businesses need certainty and that the current license model does not address digital access such as IoT devices and bots. They need predictability over their license commitments, transparency on their use, and consistency of sales and audit practices.

To address these concerns, we took an unconventional industry approach and we collaborated closely with user groups, customers, industry analysts and other stakeholders. Together we developed a “first-of-its-kind” outcome-based model for indirect digital access.

Our journey began over a year ago, and a major milestone was announced at SAPPHIRE NOW in 2017. We introduced a pricing model based on valuable outcomes delivered by the ERP system. This outcome-based approach eliminated the need to count individual users or other parties accessing SAP ERP via a third party system or interface for the two most common indirect access scenarios: order-to-cash and procure-to-pay. In addition, we announced that indirect static read** would be free of charge. That said, these 2017 pricing changes were our first step in the longer journey of modernizing our licensing policy, as it did not address every indirect access scenario, such as IoT devices, bots, or intelligent systems.

A New Pricing Model Fit for the Digital Age

In SAP’s legacy pricing model, both direct human access and indirect digital access are primarily licensed based on users. SAP has developed an outcome-based pricing model that differentiates between direct human access and indirect digital access. This new model is designed to address every conceivable indirect access scenario for the digital age. It was designed to provide customers the business certainty and predictability on their license commitment.

Indirect Digital Access ERP Pricing

The predictability of this new model begins with nine document types that represent system records of the most valued business outcomes from the ERP system. Use of the ERP system through indirect digital access will be licensed based on the initial creation of these documents, and the document license value is based on the total number of documents created. Let’s highlight elements of this model that customers will appreciate.

Outcome Focused. SAP is counting only nine document types that address the most valuable business outcomes. All other document types are not charged for.

Based on Value. Pay for system activity. The new model eliminates the need to count “users” accessing the ERP system and addresses concerns around access by IoT such as devices, bots, etc.

We also looked at many sources of data and models to come to the conclusion that not all documents are valued equally. Hence, our model has two different weights corresponding to their value. The most valued used documents are weighted at 100% (multiplier =1), and documents of lesser value and more frequently used are weighted at 20% (multiplier = 0.2).

Flexible and Transparent. What goes towards that total number of documents licensed?

  • Onetime create cost. SAP counts and charges for the creation of documents triggered via indirect digital access. All other operations, post-creation, on the document are included in the onetime create action cost.
  • Read, update, delete included. All read, updates, and delete actions on the document via indirect access do not incur a charge.
  • Interchangeable document capacity. The total number of documents licensed applies to any of the document types created, regardless of type.

Built-in Volume Discounts. Will I get a discount if I buy more? Of course, there is always a discount in matters of software sales. In our new model, we will offer tiered pricing where the higher the number of create document transactions, the lower the cost per document transacted. This model works well for all industry use cases from high volume businesses to low volume businesses

Measurable. Our new pricing model design goal was to provide an objective measurement of use, and to further support this, SAP plans to provide customers with tools to monitor and measure their ERP use. Customers should be able to manage their entitlements and consumption of licensees, and there should be no surprises during an audit.

What does this all mean? At this point, we’d like to point out the implications of this new indirect digital access ERP pricing policy with regards to some highly discussed topics.

  • Users: No more counting users or trying to define what constitutes a user via indirect access. It doesn’t matter how many users are accessing the ERP system via a third-party application.
  • IoT devices and Big Data concerns: Only if the IoT device triggers a create action in the ERP system will we count such transaction, all read, updates, deletes are included. Frequency or data volumes are inconsequential.
  • Indirect Static Read: This new pricing policy for indirect digital access of ERP goes above and beyond the Indirect Static Read** policy introduced in 2017. By the new policy definition, SAP only counts and charges for the creation of documents by the ERP system triggered by indirect digital access, therefore eliminating the need for a separate Indirect Static Read policy for ERP.

Direct Human and SAP Application Access to ERP Pricing

Direct human access to the digital core continues to be licensed based on users. No change there.

Access to the digital core by an SAP application is included in most SAP application’s license. SAP applications refer to line of business and industry applications, as well as SAP Solution Extensions. This policy does not apply to technology solutions such as database, SAP Cloud Platform, middleware integration, etc.

Opting In to the New Indirect Digital Access Pricing Model

All new SAP S/4HANA customers will have the ability to license the new indirect digital access model from the beginning. Existing SAP ERP on-premise customers can choose the path that’s right for them. They can continue with their existing user-based pricing for indirect access, in other words they can keep their status quo and do nothing. Or they can choose from two options that include the new document-based license model:

  • License Exchange. Customers wanting transparency for indirect digital access and wishing to remain with their existing contract may exchange the value of user and/or order licenses for Document licenses.
  • Contract Conversion. Customers licensing SAP S/4HANA may convert their existing contracts to a simplified contract, and receive up to 100% credit for their prior investments, while having full flexibility to reconfigure their solution landscape based on current and future needs.
Consistent Sales and Audit Practices

Earlier we mentioned that the ambiguity of the legacy pricing model led to inconsistent sales and audit practices that ultimately shook some of our customer’s trust. While we believe that the majority of customer engagements are conducted in the right spirit of trust and customer orientation, the few exceptions were not acceptable.

SAP built its business on long-term, trusting relationships with its customers. To address this, we listened to extensive customer feedback and thoroughly reviewed our processes and practices around indirect access. As a result, SAP is introducing new organizational and governance changes to further consistency in our sales and audit practices.

Sales policy. To further transparent and consistent handling of customer engagements we’ve implemented a sales policy to address license audit and compliance situations. For example, we established sales behavior guidelines designed to have our SAP sales personnel inform customers about software usage rights, particularly in the context of indirect digital access, prior to a contract’s closing. We are committed to our customer’s trust and peace of mind and we are implementing governance guardrails, educating our teams to follow a consistent procedure, dis-incenting aggressive behavior, and we are also prepared to apply appropriate disciplinary actions when non-compliance to the new sales policies is uncovered.

Separation of license audit and sales. We are imposing a separation between license sales and license auditing, both from an organizational and from a process-governance perspective to promote objectivity and neutrality. Only the Global License Audit and Compliance (GLAC) organization will initiate, approve or terminate license audits.

Consistent and transparent audit procedures. The GLAC team will harmonize the end-to-end audit processes globally, from nomination to delivery of the license audit report. In each case, a customer will be informed of the scope, process and results of the audit.

Simplified license self-measurement and self-monitoring. We plan on making it easier for customers to self-monitor their license compliance by making available some of the tools used by our SAP license auditors. Our plans are to further enhance these measurement tools and improve their availability.

We believe that these changes will further global consistency of sales and audit practices to help customers get the best value from SAP solutions.

Predictable. Transparent. Consistent.

Our new licensing practices, new licensing rules of engagement for usage and compliance, and the new ERP pricing model address our customers’ concerns as they adopt digital technology. All together it is designed to provide a predictable, transparent and consistent approach to indirect access.

Special thanks to the SAP user groups (ASUG, DSAG, SUGEN), who tirelessly represented their user community in this process. We truly believe that this journey was more productive thanks to their engagement and contribution.

This has been a long journey working to transform decades old pricing policies that by all accounts are quite standard in the industry. SAP’s new ERP licensing for the digital age marks a major milestone that will shake up the software industry and raise the bar on software licensing practices, while putting customers first.

*ERP software in this context refers to legacy SAP ERP, SAP S/4HANA, and SAP S/4HANA Cloud.
**Indirect Static Read as defined in May 2017 is a scenario in which information has been exported from an SAP system (excluding SAP Business Warehouse or any third-party runtime database) to a non-SAP system pursuant to a predefined query that meets the criteria listed below. According to SAP policy, the use of such exported data in third-party non-SAP systems does not need to be licensed if the following criteria listed are met: 1) It was created by an individual licensed to use the SAP ERP system from which the information is being exported. 2) It runs automatically on a scheduled basis. The use of such exported information by the non-SAP systems and/or their users does not result in an update to the SAP ERP system’s processing capabilities.

The contents of this blog are for informational purposes only and provides general guidelines regarding SAP’s pricing models and policies as of April 2018. It is provided without representation or warranty of any kind, and SAP or its affiliated companies shall not be liable for errors or omissions with respect to the materials. This document shall not be incorporated into any contract and does not constitute a contract, an agreement or commitment to any specific terms, or an amendment or supplement to a customer’s contract. Policies and this document are subject to change without notice. Should a customer have questions, they should engage their SAP Account Executive. Pricing models and policies, and changes thereto, and any referenced contract terms are intended to provide a consistent, globally-applied filter to the licensing discussion. However, a customer’s situation and contract language may be different, and must be evaluated under their specific SAP contract. SAP reserves the right to revise its policies from time to time.

Categories: What's New

SAP Unveils First-of-Its-Kind Pricing Model

SAP News - Tue, 04/10/2018 - 05:00
WALLDORF — Driven by unprecedented collaboration with user groups, customers, partners and industry analysts, SAP SE (NYSE: SAP) today announced a new sales, audit and pricing model for its Digital Access licensing policies commonly known as “Indirect Access.”
  • New approach, developed in consultation with user groups, focuses on transparency

The new approach makes it easier and more transparent for customers to use and pay for SAP software licenses. It also differentiates between Direct/Human and Indirect/Digital Access*, while clarifying the rules of engagement for licensing, usage and compliance.

New Pricing Model

The new model – a first of its kind for the enterprise software industry – addresses challenges faced by some customers when it comes to pricing for Indirect/Digital Access.

  • Historically, for most use cases, customers primarily had the option to pay for the SAP ERP application based on the number of users. As more systems began to access SAP software systems, this created a challenge for customers, who asked for an alternative pricing approach.
  • Moving forward, SAP will differentiate between:
    • Direct/Human access (existing), which will be charged for by number of human users.
    • Indirect/Digital Access: Access via third party, Internet of Things (IoT), bots and/or other digital access that can be licensed based on transactions/documents processed by the system itself (new).
  • SAP’s new model pertains to the digital core – SAP S/4HANA and SAP S/4HANA Cloud – as well as the SAP ERP application.
  • Existing customers can choose to remain on the current model or move to the new document-based pricing model – whichever best fits their SAP solutions and digital transformation initiatives.
  • Conversion offerings are available to help customers who choose to move from current pricing to the new model.

Clear Separation of License Sales from Audit and Compliance

SAP also introduced new organizational changes that separate license sales departments and procedures from auditing departments and procedures.

  • Customers and SAP have sometimes struggled to reconcile older commercial agreements with the requirements and outputs of modern digital activity levels. Combined with ongoing discussions regarding the procurement of new software, this can sometimes cause frustration.
  • Moving forward, the organizational change will allow the two conversations to develop independently of one another, empowering customers and SAP customer-facing professionals to collaborate more freely.
  • SAP plans to introduce features that will enable customers to measure their own usage and license consumption in a self-service manner.

Timeline and Additional Information

SAP began rollout of the new licensing, sales and audit policies in April 2018. SAP will continue to provide educational resources and tools for customers in the coming months to help them fully understand the new licensing approach and decide on the right model for them.

More Information

Perspective: SAP

Adaire Fox-Martin, Member of the Executive Board of SAP SE, Global Customer Operations
“SAP has been built on a legacy of trust, empathy and transparency with our customers. As the industry and customer requirements change, our legacy does not. Therefore, after thoroughly reviewing our processes and practices around Indirect Access – and based on extensive feedback from all stakeholders – we are rolling out a new and modern engagement model with our sales personnel that delivers industry-leading clarity. We are set on building lifelong relationships with our customers and we will continue to relentlessly innovate to ensure best business outcomes for each one of them.”

Christian Klein, COO and Member of the Executive Board of SAP SE, Global Business Operations
“We believe that especially in the age of digital transformation, an adjustment was necessary after listening to our customers. By offering a new pricing and licensing model, we provide enhanced transparency, predictability and consistency to our customers. I trust that these three aspects will encourage our customers to continue to invest in digital business models.”

Perspective: User Groups

Geoff Scott, CEO, Americas’ SAP Users’ Group (ASUG)
“I commend SAP for entering into an open and thoughtful dialog with its customers regarding licensing. We have made tremendous progress on many important topics that we are announcing today and providing additional details and insight in the coming days. I am looking forward to hearing the feedback from the community as we continue this important journey with SAP.”

Andreas Oczko, Board Member Operations, Service & Support; Deputy Chairman of the Management Board; German-Speaking SAP User Group (DSAG)
“The reorganization of pricing model, sales, license audits and compliance announced by SAP is the remarkable consequence of intensive workshops and discussions with DSAG. With the help of the SAP Executive Board, we developed a vision for indirect use in the future and formulated the key data for a new licensing model. This is an important first step toward removing stumbling blocks and obstacles from the path of digital transformation. More will follow. SAP and DSAG continue to work together on an unprecedented pricing model for the Internet of Things.”

Gianmaria Perancin, Chairman of SAP User Group Executive Network (SUGEN) and the French-Speaking SAP User Group (USF)
“We applaud SAP for bringing to market this new model that should bring transparency and simplicity to customers for future SAP software use cases. There is further work to do to demonstrate to customers that the new model will be cost-neutral for their existing use cases. Customers need reassurance that if they believed they were correctly licensed, due to factors such as discussions or communication with SAP or ambiguous contract clauses, they will not face new license costs.”

Perspective: Industry Analysts

R “Ray” Wang, CEO, Constellation Research
“Digital transformation has driven every organization to rethink how they create business value for their customers. As enterprises transform their business models from selling products to services, services to experiences, and experiences to outcomes, they evolve their pricing models. Enterprise software vendors not only seek to modernize their pricing to meet the shifts to outcomes-based pricing, but also must find models to allow customers to stay the course, receive value for their existing investments and convert to new business models in a fair and equitable manner to their customers.”

Visit the SAP News Center. Follow SAP on Twitter at @sapnews.

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 378,000 business and public-sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

For customers interested in learning more about SAP products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:
Rajiv Sekhri, +49 6227 7-4871, rajiv.sekhri@sap.com, CET
Hilmar Schepp, +49 6227 7-46799, hilmar.schepp@sap.com, CET
Andy Kendzie, +1 (202) 312-3919, andy.kendzie@sap.com, ET
James Dever, +1 610 661-2161, james.dever@sap.com, ET
SAP News Center press room; press@sap.com

*Direct/Human Access occurs when people log on to use the SAP Digital Core by way of an interface delivered with or as a part of the SAP software. Indirect/Digital Access occurs when devices, bots, automated systems, etc. directly access the Digital Core. It also occurs when humans, or any device or systems indirectly use the Digital Core via a non-SAP intermediary software, such as a non-SAP front-end, a custom-solution, or a third-party application.
Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
© 2018 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark for additional trademark information and notices.

Categories: What's New

SAP Unveils First-of-Its-Kind Pricing Model

SAP News - Tue, 04/10/2018 - 05:00
WALLDORF — Driven by unprecedented collaboration with user groups, customers, partners and industry analysts, SAP SE (NYSE: SAP) today announced a new sales, audit and pricing model for its Digital Access licensing policies commonly known as “Indirect Access.”
  • New approach, developed in consultation with user groups, focuses on transparency

The new approach makes it easier and more transparent for customers to use and pay for SAP software licenses. It also differentiates between Direct/Human and Indirect/Digital Access*, while clarifying the rules of engagement for licensing, usage and compliance.

New Pricing Model

The new model – a first of its kind for the enterprise software industry – addresses challenges faced by some customers when it comes to pricing for Indirect/Digital Access.

  • Historically, for most use cases, customers primarily had the option to pay for the SAP ERP application based on the number of users. As more systems began to access SAP software systems, this created a challenge for customers, who asked for an alternative pricing approach.
  • Moving forward, SAP will differentiate between:
    • Direct/Human access (existing), which will be charged for by number of human users.
    • Indirect/Digital Access: Access via third party, Internet of Things (IoT), bots and/or other digital access that can be licensed based on transactions/documents processed by the system itself (new).
  • SAP’s new model pertains to the digital core – SAP S/4HANA and SAP S/4HANA Cloud – as well as the SAP ERP application.
  • Existing customers can choose to remain on the current model or move to the new document-based pricing model – whichever best fits their SAP solutions and digital transformation initiatives.
  • Conversion offerings are available to help customers who choose to move from current pricing to the new model.

Clear Separation of License Sales from Audit and Compliance

SAP also introduced new organizational changes that separate license sales departments and procedures from auditing departments and procedures.

  • Customers and SAP have sometimes struggled to reconcile older commercial agreements with the requirements and outputs of modern digital activity levels. Combined with ongoing discussions regarding the procurement of new software, this can sometimes cause frustration.
  • Moving forward, the organizational change will allow the two conversations to develop independently of one another, empowering customers and SAP customer-facing professionals to collaborate more freely.
  • SAP plans to introduce features that will enable customers to measure their own usage and license consumption in a self-service manner.

Timeline and Additional Information

SAP began rollout of the new licensing, sales and audit policies in April 2018. SAP will continue to provide educational resources and tools for customers in the coming months to help them fully understand the new licensing approach and decide on the right model for them.

More Information

Perspective: SAP

Adaire Fox-Martin, Member of the Executive Board of SAP SE, Global Customer Operations
“SAP has been built on a legacy of trust, empathy and transparency with our customers. As the industry and customer requirements change, our legacy does not. Therefore, after thoroughly reviewing our processes and practices around Indirect Access – and based on extensive feedback from all stakeholders – we are rolling out a new and modern engagement model with our sales personnel that delivers industry-leading clarity. We are set on building lifelong relationships with our customers and we will continue to relentlessly innovate to ensure best business outcomes for each one of them.”

Christian Klein, COO and Member of the Executive Board of SAP SE, Global Business Operations
“We believe that especially in the age of digital transformation, an adjustment was necessary after listening to our customers. By offering a new pricing and licensing model, we provide enhanced transparency, predictability and consistency to our customers. I trust that these three aspects will encourage our customers to continue to invest in digital business models.”

Perspective: User Groups

Geoff Scott, CEO, Americas’ SAP Users’ Group (ASUG)
“I commend SAP for entering into an open and thoughtful dialog with its customers regarding licensing. We have made tremendous progress on many important topics that we are announcing today and providing additional details and insight in the coming days. I am looking forward to hearing the feedback from the community as we continue this important journey with SAP.”

Andreas Oczko, Board Member Operations, Service & Support; Deputy Chairman of the Management Board; German-Speaking SAP User Group (DSAG)
“The reorganization of pricing model, sales, license audits and compliance announced by SAP is the remarkable consequence of intensive workshops and discussions with DSAG. With the help of the SAP Executive Board, we developed a vision for indirect use in the future and formulated the key data for a new licensing model. This is an important first step toward removing stumbling blocks and obstacles from the path of digital transformation. More will follow. SAP and DSAG continue to work together on an unprecedented pricing model for the Internet of Things.”

Gianmaria Perancin, Chairman of SAP User Group Executive Network (SUGEN) and the French-Speaking SAP User Group (USF)
“We applaud SAP for bringing to market this new model that should bring transparency and simplicity to customers for future SAP software use cases. There is further work to do to demonstrate to customers that the new model will be cost-neutral for their existing use cases. Customers need reassurance that if they believed they were correctly licensed, due to factors such as discussions or communication with SAP or ambiguous contract clauses, they will not face new license costs.”

Perspective: Industry Analysts

R “Ray” Wang, CEO, Constellation Research
“Digital transformation has driven every organization to rethink how they create business value for their customers. As enterprises transform their business models from selling products to services, services to experiences, and experiences to outcomes, they evolve their pricing models. Enterprise software vendors not only seek to modernize their pricing to meet the shifts to outcomes-based pricing, but also must find models to allow customers to stay the course, receive value for their existing investments and convert to new business models in a fair and equitable manner to their customers.”

Visit the SAP News Center. Follow SAP on Twitter at @sapnews.

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 378,000 business and public-sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

For customers interested in learning more about SAP products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:
Rajiv Sekhri, +49 6227 7-4871, rajiv.sekhri@sap.com, CET
Hilmar Schepp, +49 6227 7-46799, hilmar.schepp@sap.com, CET
Andy Kendzie, +1 (202) 312-3919, andy.kendzie@sap.com, ET
James Dever, +1 610 661-2161, james.dever@sap.com, ET
SAP News Center press room; press@sap.com

*Direct/Human Access occurs when people log on to use the SAP Digital Core by way of an interface delivered with or as a part of the SAP software. Indirect/Digital Access occurs when devices, bots, automated systems, etc. directly access the Digital Core. It also occurs when humans, or any device or systems indirectly use the Digital Core via a non-SAP intermediary software, such as a non-SAP front-end, a custom-solution, or a third-party application.
Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
© 2018 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark for additional trademark information and notices.

Categories: What's New

Inspiring Our Future Through a History of Purpose

SAP News - Mon, 04/09/2018 - 09:30
At SAP, our founding purpose is to build technology that helps customers improve the economy, the environment, and society as whole — to ultimately help the world run better and improve people’s lives.

That relationship has guided our spirit of innovation over the last 46 years. It has driven us to develop tools powering conservation efforts in Africa and to find new ways to increase transparency in the supply chain in order to end forced labor. Our SAP history is rich with examples like these, and it offers a roadmap that we will continue to follow.

Purpose is ingrained in the DNA of SAP

When I started my role as chief marketing officer eight months ago, one of the first things I noticed was the amazing story we had as a brand, but how we often struggled in how to tell it. Purpose has always been ingrained in the DNA of SAP, yet it seemed missing from the way we communicate with our employees and our entire global community. I truly believe a brand is only as strong as its story, so I made it my goal to bring this back to the forefront.

Today, it’s an honor for me to reveal our renewed brand narrative, which places our history of purpose-driven innovation front and center to better define our mission of improving people’s lives through technology. As we’ve engaged with employees, customers, partners, and many stakeholders, we’ve realized that there is no anchor that speaks more to the core, culture, and values of what it means to run SAP than purpose. Our long-time partners and customers will recognize much of what we’ll be communicating — as this framework was designed as a natural reflection of who we are as a company at our inception — but the way we tell it has evolved.

Part of our ability to tell this story authentically, relies on rethinking the way we build connections. In today’s environment, where purpose has become the No. 1 driver of brand value, organizations need to be more audience inclusive. Rather than differentiate between B2B or B2C, brands need to recognize that everyone is a consumer with their own capacity for making an emotional connection to a business. For decades, SAP has been most comfortable owning how we support what underpins the good being done in this world. We intend on taking a new role in championing our customer successes in a way that speaks to everyone.

Each of the 89,000 employees at SAP has their own purpose, their own story to tell

According to EY, 87 percent of business leaders believe that companies perform best over time if purpose goes beyond profit. Yet, this is entirely dependent on whether you see purpose as a strategic initiative or a marketing initiative. Long-term success requires buy-in from the entire organization; it needs to be a movement. Each of the 89,000 employees at SAP has their own purpose, their own story to tell. It was mission-critical for us that they saw their values and priorities reflected in this narrative, so we spent several months in the trenches with our employees before revealing our story today.

As a marketer, it’s especially humbling to lead this endeavor. We have a responsibility to effectively communicate the narrative of our company and show why what we do matters in today’s world. It’s been an incredible opportunity to be able to craft a story that reflects what consumers are after today: truth, authenticity, and companies that have courage. With all the voices and opinions that are out there, companies today must have a voice that is reflective of what we enable and what we believe in.

In the coming weeks, expect to see new stories and examples of SAP partnerships and the purpose we drive. We’ll be launching new cross-medium campaigns — a total top-to-bottom refresh, so stay tuned! In the meantime, you can find an advanced preview below, including our latest television spot featuring Clive Owen.

Interested in learning more about the brand narrative? Find me at @aliciatillman.

Alicia Tillman is chief marketing officer at SAP.

Categories: What's New

Inspiring Our Future Through a History of Purpose

SAP News - Mon, 04/09/2018 - 09:30
At SAP, our founding purpose is to build technology that helps customers improve the economy, the environment, and society as whole — to ultimately help the world run better and improve people’s lives.

That relationship has guided our spirit of innovation over the last 46 years. It has driven us to develop tools powering conservation efforts in Africa and to find new ways to increase transparency in the supply chain in order to end forced labor. Our SAP history is rich with examples like these, and it offers a roadmap that we will continue to follow.

Purpose is ingrained in the DNA of SAP

When I started my role as chief marketing officer eight months ago, one of the first things I noticed was the amazing story we had as a brand, but how we often struggled in how to tell it. Purpose has always been ingrained in the DNA of SAP, yet it seemed missing from the way we communicate with our employees and our entire global community. I truly believe a brand is only as strong as its story, so I made it my goal to bring this back to the forefront.

Today, it’s an honor for me to reveal our renewed brand narrative, which places our history of purpose-driven innovation front and center to better define our mission of improving people’s lives through technology. As we’ve engaged with employees, customers, partners, and many stakeholders, we’ve realized that there is no anchor that speaks more to the core, culture, and values of what it means to run SAP than purpose. Our long-time partners and customers will recognize much of what we’ll be communicating — as this framework was designed as a natural reflection of who we are as a company at our inception — but the way we tell it has evolved.

Part of our ability to tell this story authentically, relies on rethinking the way we build connections. In today’s environment, where purpose has become the No. 1 driver of brand value, organizations need to be more audience inclusive. Rather than differentiate between B2B or B2C, brands need to recognize that everyone is a consumer with their own capacity for making an emotional connection to a business. For decades, SAP has been most comfortable owning how we support what underpins the good being done in this world. We intend on taking a new role in championing our customer successes in a way that speaks to everyone.

Each of the 89,000 employees at SAP has their own purpose, their own story to tell

According to EY, 87 percent of business leaders believe that companies perform best over time if purpose goes beyond profit. Yet, this is entirely dependent on whether you see purpose as a strategic initiative or a marketing initiative. Long-term success requires buy-in from the entire organization; it needs to be a movement. Each of the 89,000 employees at SAP has their own purpose, their own story to tell. It was mission-critical for us that they saw their values and priorities reflected in this narrative, so we spent several months in the trenches with our employees before revealing our story today.

As a marketer, it’s especially humbling to lead this endeavor. We have a responsibility to effectively communicate the narrative of our company and show why what we do matters in today’s world. It’s been an incredible opportunity to be able to craft a story that reflects what consumers are after today: truth, authenticity, and companies that have courage. With all the voices and opinions that are out there, companies today must have a voice that is reflective of what we enable and what we believe in.

In the coming weeks, expect to see new stories and examples of SAP partnerships and the purpose we drive. We’ll be launching new cross-medium campaigns — a total top-to-bottom refresh, so stay tuned! In the meantime, you can find an advanced preview below, including our latest television spot featuring Clive Owen.

Interested in learning more about the brand narrative? Find me at @aliciatillman.

Alicia Tillman is chief marketing officer at SAP.

Categories: What's New

Accenture Cloud Platform Awarded US Patent for Analytics-Based Multi-Cloud Tagging Capabilities

Accenture News - Mon, 04/09/2018 - 08:59
NEW YORK; April 9, 2018 – Accenture (NYSE: ACN) has been granted a patent by the United States Patent and Trademark Office for analytics-based multi-cloud tagging capabilities of the Accenture Cloud Platform (ACP).
Categories: What's New

How Startups Power PepsiCo’s Innovation Strategy

SAP News - Fri, 04/06/2018 - 10:00
Innovation in large enterprises once occurred over the course of decades, but today, that’s a luxury many enterprises no longer have. In 1965, the average company on the S&P 500 remained for 33 years. By 1990 it shrunk to 20 years, and by 2026, it’s expected to shrink to 14 years.

Rapid innovation is a prerequisite for survival.

Yet, many say enterprises don’t have what it takes. They take too long to adopt solutions and get bogged down by legacy systems. Their progress is incremental rather than disruptive.

But the biggest companies in the world aren’t sitting still. They can be catalysts for innovation and first adopters of new technology, if they understand how to create a framework for innovation within their company. At Sapphire, we collaborate regularly with corporate innovators that seek to navigate dynamic new ecosystems often populated by disruptive startups and emerging technologies.

Shakti Jauhar, head of Global HR Operations and Shared Service at PepsiCo, talks about the importance of constant innovation and created a program that helps his team evaluate and bring in new technology innovations from startups in the HR space. Called the 90/90, the program has seen early success, so I sat down with Shakti to learn more about the framework he uses to speed up startup collaboration — one that any enterprise can leverage to make fast-moving innovation part of their ethos.

Below is an excerpt from our conversation in which Shakti shares the initial steps a company should take to create a framework for working with startups.

Step 1: Create Alignment and Agree on Objectives

This first step may seem obvious, but is often overlooked. Misalignment can and will kill every attempt to innovate in the enterprise. Enterprises are complex machines that rely on many systems running in tandem. If the legal team, IT department and procurement each have conflicting priorities, it will be difficult to succeed. With the increasing trend of business driving tech adoption independent of IT, CXOs would also do well to align closely with CIOs and IT leadership on questions of specific innovation priorities, where to partner vs. build, speed of adoption, appetite for technological risk and so on.

At PepsiCo, an important alignment step is to identify a need or areas of opportunity and then present them to the startup and innovation communities for solutions. Problem statements ranged from CoEs looking to implement a new program to efficiency plays. Every six to nine months, the team would identify a small group of startups and invite them to gain alignment with stakeholders aligned to the agreed-upon problem statements. This alignment is a key enabler in the eventual success of startups graduating through the program.

Achieving alignment will put in place a realistic understanding both of what is possible and how it will play out across an organization. Working out internal problems is the foundation of an internal framework for innovation and CXOs should do this well before they bring startups into the equation.

Step 2: Ready Internal Infrastructure and Platforms

Another critical step is reviewing the infrastructure that a company has in place and updating it if necessary. As a key first step, PepsiCo has re-architected its core HR system onto a single platform across 83 countries for ~260,000 employees. This, along with other technology deployments enabled it to create the equivalent of a “plug and play” system, where new solutions could be adopted into the core platform.

Allowing some experimentation on this platform can also be an enabler of startup success. For example, partners adopted some of the ideas for startups where they have launched an app store or made an environment available for Startups to write their own APIs into an HR platform. Taking a platform-based approach has been a holy grail in the enterprise for some time, and for PepsiCo HR this infrastructure is a key ingredient to accelerate serving up innovation at scale for employees.

Step 3: Build a Blueprint

The next step is to create a blueprint which enables finding, incorporating and scaling new processes. This allows enterprises to lock in their ability to innovate for years to come and continually work with the best emerging startups in their field.

As part of the 90/90 program, participating startups commit 90 days to both deploy their solution within PepsiCo and demonstrate their ROI. This provides a clear framework for all parties to quickly evaluate success. That means PepsiCo is evaluating solutions based on how they drive broader business goals and address problem statements. For the startups, that means quickly assessing their readiness to scale to enterprise grade.

To assemble a system for scaling innovation by partnering with startups, enterprises should:

  • Use their connections with VC firms, founders and angel investors to scout partnership opportunities. For example, PepsiCo’s partnership with Sapphire Ventures has exposed the company to a wide range of startups and emerging technologies that fuel its innovation roadmap.
  • Specify a hard timeline for testing innovation and partnerships. This helps focus the system on accomplishing set goals. It also standardizes the process for bringing on new tech, making it repeatable.
  • Focus on finding fit. When dealing with a shorter timeframe, like the 90/90 framework, big investments are not necessary. The real ROI might come from finding something that continually pays for itself in a short time.

The goal in making a blueprint for a framework like 90/90 is to keep things moving for the enterprise and to make partnerships easier by laying out a clear vision of how successful adoption of new technology will work out.

Step 4: Lean All The Way In

Setting the wheels of innovation in motion is only half of the work in a program like this. The other half is building long-term relationships with the best new companies out there. The companies that find success in a startup-enterprise relationship are open, proactive and willing to make an investment beyond the short-term.

Enterprises also need to keep a close eye on the startups in their industry. But when so many startups fail, enterprises can be wary of spending too much time trying to dissect the space.

That’s a huge mistake. Yes, many startups don’t survive. But, over time, startups will evolve the way organizations think about innovation and agility. And ultimately one of them will end up disrupting business in a way that will be unprecedented. Leaders need to be paying close attention to their market to stay on that curve.

Set Up for Success

It’s up to large enterprises to carve out their own future. In today’s world, that means finding ways to innovate at high speeds. Although they certainly have more to coordinate than smaller companies, this doesn’t mean they’re doomed to lag behind.

Instead, savvy global enterprises like PepsiCo, are putting themselves on the forefront of innovation in their industry. They’re building long-term partnerships within the startup and venture communities, and creating a way for innovation to regularly cycle through their companies. They’re streamlining their internal processes to scale novel solutions and as they’re doing these things, they’re securing the legacy of their company for years to come.

Rami Branitzky is managing director of Sapphire Ventures.

This story originally appeared on Sapphire Ventures Perspectives on Medium.

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