SAP Customer Experience Map - Presentation

Customer
Experience
Map
Foundation for a customer centric Digital Strategy
Nicole Gasser & Gtz Bockstedte I Digital Experience I June 10th, 2013
A focus on customer experience

now matters more than
any other strategic imperative.
Why Customer Experience, Why Now?
Forrester 2013
SAPs Digital Experience in the Age of the Customer

Digital Experience Strategy 2012
A focus on customer experience now matters more than any
other strategic imperative.
We need to start treating customer experience as a business
discipline.
Each company needs to dene its own customer experience
strategy.
A unied digital experience is no longer nice-to-have, it has
become a necessity.
A thorough understanding of customer needs and
expectations is the basis of a great experience
Methodology to create a digital experience strategy
Balance Customer Needs

& Business Goals
Find the sweet spot the

intersection between customer
requirements, business
requirements, market trends
and best practices.
Dene the To-Be

Digital Experience
Deliver clarity and direction to

stakeholders by dening key
components of the experience:
structure, content, functionality
and design.
2013 SAP AG. All rights reserved.
Analyze As-Is
Digital Landscape
Provide transparency on the

digital landscape across SAP
and introduce a governance
framework to prevent further
fragmentation.
Transform the
Digital Landscape
Identify the activities that are

required to change, combine,
create or retire experiences in
order to transform our digital
landscape.
Digital Experience Whitepaper

SAP Marketing I June 2012
Read the whitepaper
Internal
Understanding customer needs and expectations

Insights are derived from Strategic Research Initiative
To provide foundational insights for the development of the
digital experience strategy, marketing conducted strategic UX
research in 2011 & 2012.
Objective was to provide deep qualitative understanding of
users requirements for the relationship with software vendors
along the complete Customer Engagement Lifecycle (CEL).
Buying Research
CEL
Primary user
research
Secondary
sources
Discover
Evaluate
Buying Research
Buy
Deploy
Use
Adapt
Post-Purchase Research
Continuously leverage Secondary Research & Sources:

Forrester, McKinsey, SAP internal Subject Matter Experts, etc.
4 markets: US, Germany, China, Brazil

48 one-on-one qualitative interviews
Post-Purchase Research
2 markets: US, China (2 cities per market)

47 one-on-one qualitative interviews
qualitative interviews were conducted in total.
95 SAP was not revealed to the participants.

Internal
Customers have their own

view on the Customer
Engagement Lifecycle.
Strategic User Experience Research
SAP Marketing 2011/ 2012
Strategic User Research

The Customer Engagement Lifecycle doesnt resonate with customers (1/2)
The Customer Engagement Lifecycle is a push framework that describes
the engagement with customers from a vendors perspective. It is primarily
focused on SAPs view on selling software. Today, software vendors have to
enable customers to pull information to help them buy on their terms.
The traditional CEL framework does not suciently describe a customers
needs and expectations. This became abundantly clear in the research, as
customers were unable to relate to our distinct and sequential phases:
SAP must have a deep

understanding of customer
needs throughout the entire
engagement and realize that
customers today dont identify
with the distinct phases of the
Customer Engagement Lifecycle
anymore.
We must:
CEL
Research
Findings
Discover
The Discover phase, as
SAP dened it, does not
exist. Actions that SAP
attributes to this phase
are perceived as business
need accumulation and/
or as early stages of a
solution evaluation.
Evaluate
The Evaluate phase, as
SAP dened it, is too
broad. Customers
dierentiated between
an early take action
phase and a scoping
phase.
Buy
Buying is perceived as
a task within scoping,
rather than a separate
phase.
Deploy
Use
Adapt
Research participants also stated that

traditional Deploy, Use and Adapt phases
have evolved into a continuous operation &
improvement cycle, as customers need to
quickly react to ever-changing business
environments.
Find a pull-framework that

better resonates with our
customers
Avoid to fragment the
customer experience based
on phases of an internal
model
Internal

The Customer Engagement Lifecycle doesnt resonate with customers (2/2)
In addition to the phases of the CEL being too rigid, both Business and IT
participants told us that they dene and measure the success of process &
technology eorts by the impact on their business, but in their experience
software vendors focus primarily on selling and implementing software.
Accumulation
of Business Needs
Measure
Business Performance
Customer Engagement Lifecycle (CEL)
SAP must extend its perspective

of the Customer Engagement
Lifecycle to match how
customers dene and measure
the success of process &
technology eorts.
We must deliver experiences
that:
Discover
Evaluate
Buy
Deploy
Use
Adapt
Help customers understand

the business value of SAP
(on their terms) and motivate
them to take action
Vendor
Focus
Customer
Focus
Identify Pain Points

Customers continuously
identify pain points and
opportunities for their
business.
When they are convinced of a
positive ROI they take action.
Sell/ Buy
Implement
Measure ROI
Customers want to better
understand the impact of
process & technology eorts
on their business
performance (eciency and
growth).
Help customers understand

how their investment in SAP
technology impacts their
business performance
Internal
A new way to define and manage customer engagement

Creating a Framework for SAP, that resonates with customers (1/2)
Our research conrmed, what leading analysts have been saying for quite some
time, that the Funnel as a metaphor does not work anymore.
A new way to dene and manage customer engagement is needed. Various new
models exist (e.g. from McKinsey and Forrester), they all suggest we conduct
research in order to create SAPs own customer decision journey, that specically
addresses the needs and expectations of our customers in a business software
context.
We must create our own SAP

Customer Experience Map
as a model that leverages
primary user research as well as
secondary knowledge.
McKinseys B2B Customer

Decision Journey
A close look at McKinseys B2B Customer Decision
Journey shows that SAP cant just adopt an existing
framework without modication. While there are some
important parallels and guiding principles in these
models, we have to interpret them for the business
software context. (1)
(1) Follow the customer decision journey if

you want B2B sales to grow
Chief Marketing & Sales Officer Forum
McKinsey&Company
April 2013
Internal

Creating a Framework for SAP, that resonates with customers (2/2)
Identify Needs
& Opportunities
ess
Succ

e
r
u
Meas

ss

Stay Up to Date
Business
Transformation
Continuous
Improvement
Stay Compliant
e
usin
re B
ck
easu
edba
M
ct
r Fe
Impa ect Use are

w
Coll e Soft
ur

Meas rmance
o
f
Per
Participants grouped
their tasks into 6
categories
Take
Act
ion

Rese
a
Opti rch Soft
ons
ware

Crea
te
Set Busine
u
s
p
s
Ini

tiat Case
Tran
ive
s
Need late Bus
s
ines
s
Requ into
ir
Crea ements
te P
roje
ct R
oadm
ap
Scope & Buy

Software

Evaluate Software
Capabilities &
Services
Evaluate System
Requirements
Scope Software &

Services
Purchase Softwar
e &
Services
Implemen
t Softwa
re
&
Business
Process
es

Maintain & Support

Maintain Software
rt
Get Software Suppo
rt
Provide User Suppo
Through user research we gained

valuable insights that help us model
a Customer Experience Map that
is specic to our customers
engagement with SAP:

Fina
lize Req
uirement
Impl
s
ement So
ftware
Migr
ate Data

Cond
uct Test
ing
Cond
uct User
Trainin
Go-L
g
ive
Fundamental to every
engagement with a software
vendor is that customers are
always goal-driven
Customers progress through
process & technology eorts by
performing a number of tasks
The need to perform a specic
task is the main driver to
engage with a software vendor!
Tasks stay consistent across
dierent companies (sizes,
industries, markets) and largely
consistent across dierent
solutions
Internal
SAP Customer Experience Map Framework

Using the tasks and task-groups that customers identied in our research and
leveraging guiding principals from McKinseys B2B Customer Decision Journey,
we can now create a Customer Experience Map for SAP, that resonates with
customers and reects the categories, tasks and terminology they think in.
Identify Needs & Opportunities

Stay Up to Date
Identify Business Needs
Using this Customer Experience

Map will enable SAP to:
Optimize Processes & Software

Stay Compliant
Decision to Act
Measure Success
Measure Software Performance
6
2 Take Action
Collect User Feedback
Really focus on our customers

needs
Eliminate distraction
Prioritize digital investments
Research Software Options
Measure Business Impact
Create Business Case

Set up Initiative
Maintain & Support
Translate Business Needs into Requirements

Create Project Roadmap
Provide User Support

Get Software Support
Maintain Software
3 Scope & Buy Software

Evaluate Software Capabilities& Services
Implement Software &

Business Processes
Evaluate System Requirements

Scope Software & Services
Go-Live
Buying Decision
Roll-Out
Purchase Software & Services
Conduct Training
Conduct Testing
Migrate Data
Implement Software
Finalize Requirements
Iterative Processes
The order of tasks is not necessarily
strictly linear. Companies might
perform certain tasks multiple times
and adjust before they continue on.

Companies are in multiple Experience Journeys at the same time
Decision to Act
In Parallel
Companies typically execute multiple process &
technology projects in parallel.
More than one Person

Go-Live
Buying Decision
It is likely that multiple people within one company

work in various steps of the Customer Experience
Map at the same time.
The Model is Snapshot in Time
SAP needs to be able to engage in multiple parallel conversations on dierent projects with one company. We must:
Deliver a unied experience that provides access to relevant content and capabilities for any visitor in any phase at any time.
Internal
11

Focus on Tasks First
1

Stay Up to Date
Task Focused

Stay Compliant
Measure Success

Maintain & Support
2 Take Action


Maintain Software
Implement Software
& Business Processes
Decision to Act
Set up Initiative
Create Project
Roadmap

4
Go-Live
Roll-Out
Conduct Training
Conduct Testing
While tasks stay consistent across dierent

companies and solutions, roles and job-titles of
people performing tasks vary a lot.

Buying Decision
When asked for their role, research participants from

dierent companies, performing the same tasks,
provided very dierent role-descriptions. There was
not even a clear distinction between Business and IT
LOBs possible.
Migrate Data
Implement Software
SAP must have a deep understanding of our users tasks and information needs to:
Prioritize delivering an experience that is focused on tasks and provides relevant content and capabilities that
supports users tasks, agnostic from roles or job-descriptions.
Internal
12

Tasks are collaborative and require coordination
In Collaboration
Most of the tasks along the Customer Engagement
Lifecycle are collaborative and require coordination.
The need for collaboration and coordination increases
with higher solution complexity (system integration &
business conguration).
SAP must engage with a variety of people throughout the entire Customer Experience Map and foster alignment and conversations
between dierent stakeholders within a customer company. We must deliver experiences that:
Ensures that dierent users within a company can nd and access the same information easily (e.g. structure, navigation).
Provides consistent information and messaging across all channels (e.g. taxonomy, benets, requirements etc.).
Allows users to share information according to their companys culture and processes (e.g. permalinks, access).
Internal
13

Information sources and channels
Vendor
Non-Vendor
SAP & SAP Partners
Colleagues, Analysts, Consultants, UserGroups Peers, Friends, Media, Social Media
Online Channel
Vendor Websites, Portals and

Communities
Partner Websites, Portals and

Communities
Campaign- and Microsites
Vendor and Partner Online-Tools

(Ticketing Systems, Solution Finders)
Oine Channel
Vendor and Partner sales & presales
Vendor and Partner events
Vendor and Partner call centers and

hotlines (Support, Direct Marketing,
Direct Sales, etc.
Vendor-hosted workshops,
roundtables, etc.
Online Channel
Analyst Websites (Forrester, Gartner,

McKinsey, etc.)
User-Group Websites (ASUG, DSAG

etc.)
Social Media (LinkedIn, Xing, Twitter)
Thought Leadership Blogs &

Websites
General, Industry- and LOB specic

portals
Oine Channel
Internal communication & discussion

(meetings, calls)
3rd party events ( industry events,

LOB events)
Conversations with peers and friends
Engagement with 3rd -party

consultants and agencies
Multi Channel
People use dierent sources and channels to nd
information to perform their tasks.
We learned where and from whom they expect to
nd relevant content.
SAPs digital experience will continue to grow as one of the main information source for our customers. We must :
Eliminate distraction by focusing on tasks and information needs users expect to nd on a vendors website.
Act on the opportunity to provide an online-channel for tasks that are still mainly performed oine today.
Continuously monitor user behavior and digital trends, to identify additional opportunities and changing user expectations.
Inuence digital channels not owned by SAP (e.g. social-media, analyst websites etc.) to engage in conversations with
customers early. Connect external sources to SAPs web properties.
Internal
14
How can SAP meet Customers

Needs and Expectations?
Recap of Recommendations.
Strategic User Experience Research
SAP Marketing 2011/ 2012

To meet our Customers Needs and Expectations, SAP needs to:
Extend the perspective:
Help customers understand the business value of SAP and motivate them to take action.
Help customers understand how their investment in SAP technology impacts their business performance.
Inuence digital channels not owned by SAP (e.g. social-media, industry websites, analyst websites etc.) to be able to
engage in a conversation with customers early. Connect external sources to SAPs web properties.
Provide a Unied Digital Experience:
Avoid to fragment the customer experience based on phases of an internal model (CEL, silos).
Deliver a digital experience that provides relevant information and capabilities for any visitor in any phase at any time.
Focus on users Tasks and Goals:
Deliver a digital experience that is focused on tasks not roles or job-descriptions.
Leverage experts knowledge on tasks and conduct UX research to close gaps and validate approaches.
Focus on tasks and information needs users expect to nd on a software vendors website.
Internal
16

To meet our Customers Needs and Expectations, SAP needs to:
Support Collaboration & Coordination:
Allow users to share information according to their companys culture and processes.
Provide consistent information and messaging across all channels (e.g. taxonomy, benets, requirements etc.).
Ensure that dierent users within a company can nd and access the same information easily (e.g. structure,
navigation).
Be proactive & innovative:
Grow online, by providing content and capabilities for tasks that are still mainly performed oine today.
Continuously monitor user behavior and digital trends, to identify additional opportunities and changing user
expectations.
Internal
17
SAP Customer Experience Map
Task Focused
The SAP Customer Experience Map is a simple model to help understand and act on our customers needs. It structures all
main customer tasks and information needs along their journey with SAP. It was created by combining existing models like
McKinsey's "B2B Customer Decision Journey" with insights from 2 years of SAP specic strategic user research. Unlike older
models that dene and manage customer engagement from a vendors perspective, the SAP Customer Experience Map
truly reects the customer perspective. This ensures that we enable customers to "pull" information to help them buy on
their terms.
While tasks stay consistent across dierent companies

and solutions, roles and job-titles of people performing
tasks vary a lot. Therefore its key to deliver an experience
that is focused on tasks rst, and provides relevant
content and capabilities supporting various user tasks,
agnostic from role or job descriptions.
Companies continuously identify business needs and

opportunities. These accumulate until a decision to act is made.
Stay Up to Date
Stay Compliant
Measure Success
Companies continuously measure the business impact of the
new solution. This does not only include the technology /
software part, but also new business-processes etc.
Decision to Act
2 Take Action
Once a decision to act is made, companies nominate one or more

people to investigate options to solve a business problem or realize
an opportunity. Technology oftentimes may only be one part of the
solution. Customers create a "Long list" of possible software /
vendors.

Maintain & Support

IT maintains the software, keeps it up to date, provides
end-user-support. To do this IT-person regularly visits
vendor's support platform to identify patches, updates,
current issues and to investigate bugs & incidents.
Set up Initiative
In Collaboration
Companies create a "Shortlist" of possible software solutions

and vendors. They create a more precise denition of businessand technical-requirements to enable scoping of software and
service oering. Software and Services are purchased.
Buying Decision
Roll-Out
Conduct Training
Conduct Testing
Migrate Data
Most of the tasks along the Customer Engagement

Lifecycle are collaborative and require
coordination. Therefore its critical that dierent users
within a company can nd and access the same
information easily (consistent structure and navigation),
and that this information is consistent across all
channels. We also need to allow users to share
information according to their companys culture and
processes (e.g. permalinks, e-mail).
Go-Live
Implement Software
Companies typically execute multiple initiatives in

parallel, which are likely to be at dierent phases of the
journey. Its also likely that multiple individuals within a
company work across one or more of these initiatives at
the same time. Therefore its key to deliver a unied
experience that provides access to relevant content and
capabilities for any visitor at any phase at any time.
Create Project Roadmap
Maintain Software
Business- and technical-requirements are nalized for

implementation. The project team and /or a serviceprovider implements and customizes the software if
needed. They conduct QA, Testing, End-User-Training
and roll-out the new software and business-processes.
Parallel initiatives,
Multiple persons
Implement Software & Business Processes
Iterative Processes
Although the ow in the model is reecting a common
customer journey, the order of tasks is not necessarily
strictly linear. Companies might perform certain tasks in
a dierent order or multiple times. However, after a
Decision to Act, a Buying Decision, or a Go-live
companies rarely move to earlier tasks, these are
inection points in the customer journey.
Preferred Source of information

Least
preferred
Most
preferred
Vendor: SAP & SAP Partners

Non-Vendor: Colleagues, Analysts, Consultants,
User-Groups Peers, Friends, Media, Social Media
Multi Channel
People use a vast amount of dierent sources and
channels to nd information to perform their tasks. For
SAP as a vendor its critical to eliminate distraction by
focusing on those tasks and information needs users
expect to nd in our channels. We also need to inuence
digital channels not owned by SAP to engage in
conversations with customers early, and connect external
sources to SAP channels where it ts.

Material
The Customer Experience Map and supporting material is available for download:
Please help us by spreading

the word and reaching out
to us if you feel that there is
a group within SAP that
should get this readout as
well! Let us know!
Nicky Gasser
nicole.gasser@sap.com
Goetz Bockstedte
goetz.bockstedte@sap.com
Digital Experience Whitepaper
Infographic
Comprehensive List of Customer Tasks
Read the whitepaper
Download the infographic
Download the excel
Background on Digital Strategy

and Methodology
Overview on the Customer

Experience Map; including
simplied tasks, information
needs and channels
Comprehensive list of all customer tasks;

including information needs, user
questions and channels.
SAP Marketing I June 2012
SAP Marketing I May 2013
SAP Marketing I March 2013
David Noonan
david.noonan@sap.com
Internal
20
Thank you
Nicky Gasser I Goetz Bockstedte
SAP Digital Experience

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Customer

A focus on customer experience

SAPs Digital Experience in the Age of the Customer

Balance Customer Needs

Find the sweet spot the

Dene the To-Be

Deliver clarity and direction to

2013 SAP AG. All rights reserved.

Provide transparency on the

Identify the activities that are

Digital Experience Whitepaper

Understanding customer needs and expectations

Continuously leverage Secondary Research & Sources:

4 markets: US, Germany, China, Brazil

2 markets: US, China (2 cities per market)

95 SAP was not revealed to the participants.

Customers have their own

Strategic User Research

SAP must have a deep

2013 SAP AG. All rights reserved.

Research participants also stated that

Find a pull-framework that

Strategic User Research

Customer Engagement Lifecycle (CEL)

SAP must extend its perspective

Help customers understand

Identify Pain Points

Help customers understand

A new way to define and manage customer engagement

We must create our own SAP

McKinseys B2B Customer

2013 SAP AG. All rights reserved.

(1) Follow the customer decision journey if

Strategic User Research

Impa ect Use are

2013 SAP AG. All rights reserved.

Scope & Buy

Through user research we gained

SAP Customer Experience Map Framework

Identify Needs & Opportunities

Using this Customer Experience

Optimize Processes & Software

Collect User Feedback

Really focus on our customers

Research Software Options

Measure Business Impact

Create Business Case

Maintain & Support

Translate Business Needs into Requirements

Provide User Support

3 Scope & Buy Software

Implement Software &

Evaluate System Requirements

Purchase Software & Services

Customer Experience Map

More than one Person

It is likely that multiple people within one company

The Model is Snapshot in Time

2013 SAP AG. All rights reserved.

Customer Experience Map

Identify Needs & Opportunities

Optimize Processes & Software

Measure Software Performance

Maintain & Support