enabling growth through quality data

Enabling Growth through Quality Data

Justin LitzJuly 13th, 2016 Public

Justin LitzGlobal Vice President, Enterprise Account Data Management

Public

• Overall responsibility for the SAP Global Enterprise Account Data Management practice which includes data strategy,process, and data governance.

• +15 years of experience helping businesses grow their information management and data governance competency.

• Helped build and defined the first data warehouse at Home Depot Supply

• Implemented a corporate data cleansing and management practice supporting a new ERP deployment for a$+1 Billion distributor

• Business lead to evolve the Data Management practice within SAP

• Extensive experience in implementing enterprise Sales and Marketing solutions both in data management andbusiness intelligence.

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 3Public

Enabling Sales Growth through Quality Data

It is not easy for me to locate and usethe RIGHT Account and Contact

It takes me too long to dosimple administrative taskssuch as Contact creation

I have to go to multiple sourcesoutside of to gain criticalinsights on my accounts

There appears to be inconsistentreplication, so I am not sure thatI have confidence the AccountOwner is missing or regularly

incorrect

Make it easier to locate the right Account andContact quickly via improvements to

searching

Keep time spent on administrative tasks to aminimum - Easy Account and Contact

Creation

Give the Account Executive the ability tobuild and manage pipeline

Real Time, Cloud based customer andindustry insights

Let the Account Executive focus on SELLING


Understand Key Business Goals & ObjectivesBuild Customer data management capabilities to support significant contribution to:

Grow profits via net new orexisting customer base

Tax liability, by adherence tocompliance

Reduced process cycletimes, enabling reduced

costs

Increase Top-lineRevenue

Increase OperationalEfficiencies Reduce Risk Exposure


Understand Key Business Goals & ObjectivesIdentify and understand associated Key Business process

Solution, Contact Account, Contact

Strategy

System, Install

Employee Location Vendor

Account, Contact , Partner

Strategy

Automationand Tools

Properly formedmaster data

enables businessprocess

Master Data Create, Update and Delete (CRUD) Processes

Common Global Data Governance Standards, Best Practices, and Business Rules


Align with Key Business Executives, Process Stakeholders, and ITKnow your stakeholders

Provide oversight support,resources, resolve issuesManagement

Business process & operations all playa role in information governance

Business Process Owners

Provides data technology roadmap, dataarchitecture, models & technicalstandardsBuilds & Runs trusted data stores

IT


Align with Key Business Executive & Corporate InitiativesInformation Governance Evolution

2009 2010 2011 2012 2013

Phase 1:CDM launchand pilot

Phase 2:OperationalizingCDM

Phase 3:Expansion

Phase 4:Processintegration

Phase 4:Automationand adoption

Executivesponsor:

Head ofsales

Corporate COO

Chief processofficer and chiefinformation officer

Corporate COO andchief processingofficer

Clear vision

Run simple

Operational excellence


Policies andGuidelines• Who owns the

data• Who owns the

policy• How will the

quality bemonitored

• Roles• Data Architecture• Data Security• Lifecycle Mgmt• Data Quality

Mgmt

BusinessChallenge

How to deploydatagovernanceand createsthe most valuewith minimumcost…

Data Object& Fields

BusinessPartner (~150fields)NameIMS /EMSSIC codeRevenueSO/SG.........

Enable a Value Added Governance Modeldriven by Business Impact Analysis

Step 1:How are Governancetopics identified?

Step 2: Why are we governing?(determine value to the business)

Defect based

Increase /Decrease Revenue

Increase /Reduce Cost

(operational in/efficiencies)

RegulatoryCompliance

Step 2A: Apply businesscriteria to the importance ofdata field

? BusinessCritical

Drive BusinessProcess

(~10-20%)

BusinessRelevant

informational only(~60-80%)

Not Used(remove fromdata model)(~10-20%)

Step 2B:Segment DataFields

Step 5:Define Data Policy

Step 3:How do wegovern?

Step 4:Where dowe Govern

Active/Reactive**

Global

Focus Phase 1Analysis** - Ability to actively monitor requires a full capability

(people, process, tools)

Regional

Local


BusinessData Lead

• Reports to Line of Business COO( except Customer Master Data )

• Works with the COO of the line of business, to ensure future strategies are translatedand delivered as data focused projects and programs

• Ensure business process and data teams are in alignment

ProcessOwner

• Reports to Line of BusinessProcess Exec

• Field Operations

Accountable for the relevant business process.• In Data terms this means the completeness and accuracy.• Will partner with the Business Data Lead and supervise the delivery of Data Manager/s

Responsible for ensuring that the Business Process is properly and thoroughlyunderstood, documented, meets the business objectives and is followed.

DataManager

• Regional Data Management Lead Responsible for ensuring that the Business Process is properly supported related to dataactivities• sets and tracks relevant KPIs (which could be on data completion, or process tracking)• alerts the Process Owner and/or Data Support on issues or changes needed to meet

business changes or local needs

Data Support • System Key Users• Data Quality Managers• Data Services Bureau

These are the supporting & execution functions.• Typical process enablers such as a data service team or IT who provide automated data

tools,

Enable a Value Added Governance ModelTypes of governance roles required


Define a Data StrategyAlign to business goals and resolves key data pain points

Identify andConsolidate

Top Business Goalsand Data Pain Points

Identify and ensurecoverage across thevarious data types

Consolidate inputfrom the business,group into common

themes and aligned todata strategy

Identify key projectsand roadmap


Execution of Data Strategyincludes a Business Agreed upon roadmap

• Data Quality ReportingTool & Training

• Data Quality Program• Mass Change and Update

Tool with IT• Business User / Inside

Sales Data Management• Global License Audit• Maintenance Renewal

Contact

• Simplify data supportedbusiness process(Inside Sales)

• Support Product andEmployee data quality

• Product / Solutionhierarchies

• Forecasting dataimprovement

• Install base AccountSupport

• Central BP Creation and Maintenancewith IT

• Improve Customer Satisfaction DQ• 3rd Party data Improvement with GMO• Implement Workflow and Automation• Enhance Territory Management Tool

Support• Opportunity & Activity Data Management• Contact data support• Data Synch between ISP/ICP/PRM

• Mobile Data Management• Automated Workflow• Implement Central

Business Partner• Customer Data Self

Service

YEAR YEAR YEAR YEAR


Establish capabilitiesTo monitor and analyze the data

Analytics

ExecutiveDashboardshigh level analytics, mobileaccess

Detail Reports

Data Quality ManagementExecution- Origin of DQR

Slice and dice filters.Perform medium levelsummary & trendinganalysis

Detail analysis and drilldown. Ability tobuild custom reports foradvanced users


Core Enterprise Cloud Account ToolboxGovernance Integration

PlatformSAP HANAMDG - C

Callable WebServices

ClientSystems

Establish capabilitiesTo centrally govern and manage account assets and distribute the data

User Interface, Roles, Work Centers

Workflows

Staging / ClericalReviews

Standardization /Validation

Data DistributionManagement

UI Framework Replication DataManagement

Search (DomainExplorer)

ERP

Cloud Apps

On-PremiseApps

PlanningTools Apps

3rd PartyTools Apps

DQ Adaptors

Account MassUpload Tools

Replication BusinessRules

Match/Merge(SAM)

Enterprise Cloud Account DMRequired Capabilities

1. Integration

2. Data Governance

3. Workflow

4. Business Rules

5. Data Integration, Sourcing andScalability

6. Match & Merge

7. Flexible Logical Data Model

8. Hierarchy Management

9. Reporting and Analytics

10. Global Data

11. Meta Data Management

12. Domain Explorer

Validation

SAPInformationMgmt Suite

InformationSteward

Data Services

EnterpriseSearch

ServiceAnalytics

Change Request

Analytics Framework

DQAnalytics

LifecycleAnalytics

OperationalAnalytics

Hierarchy Mgmt

DPEBusiness Partner, Customer,

Supplier, Other objects

Consolidation

Meta DataMgmt

Acct MDM is dependent upon various tools in the landscape and issubcomponent to broader platform

HANA EIM

ADP


Solution Improvements:Locating the Most Relevant selling Account

• As an Account ExecutivePreviously available filter would return 240Accounts when searching solely using “MyAccounts”

• When using new My Active Sell To filter, only 9 mostrelevant results will appear by default.

Leverage new “My Active Sell To Accounts” Filter to Show “MostSales Relevant” Accounts to Account Executive by Default

In general a 72% improvement in search results, meaning on average onlythe most sales relevant 18% of Accounts will display by default to the AccountExecutive

EXAMPLE 1

• As an account executive• Previously available filter would return 145 Accounts

when searching solely using “My Accounts”• When using new My Active Sell To filter, only 20 most

relevant results will appear by default.EXAMPLE 2

Previously

20SECONDSminimum to locatecorrect Account

2SECONDS

Now

90%decrease

Hi-Tech

Worldwide leader inServices and

Software

Hi-TechMulti-national

prominent hardware& software company


Solution Improvements:Help Build Pipeline: Timely and Proactive Notification Pushed to Account Executive

Focus of Enhancement: Global Account Owners and Local Account Owners need to know the latest onOpportunities within their Accounts.

Timely communication of latest Opportunity status updates pushed when Opportunity status changes.


Solution Improvements:Provide Customer and Industry Insights – all in one place

Focus of Enhancement: Sales representative productivity and customer intelligence

Before:• Account Executives spend too much time

hunting for the industry research andcustomer insights that exist outside the SAPfirewall

• Ex: Google searches for company financesand news, company website, personalcontacts, individual subscriptions to datasources

New:• Real Time Company new is embedded in our Cloud for Customer• Provides instant access to information on 100 million global companies,

access to contact persons at those organizations, and hundreds ofcomprehensive industry reports

• Including opt-in “push” notifications for news alerts, press releases, andkey customer insights


Solution Improvements:Customer and Industry Insights – all in one place

Results:

2,000 active users on solution

86% of users surveyed say our internal solutions help themperform better

80% of those users say they recover at least 1 hour inproductivity per week

Case Study: Sales rep pro-active news notification

“I recently started using the alerts and got a notification that a sporting company bought my account. I reachedout as they are looking for an ERP solution, I was able to position a cloud solution to reduce their equipment andIT staff. We have been placed on the short list and plan to win this by June. When we win this, it will be a totalvalue contract.”ISE Midwest Region


Focu

sAr

ea

Master DataManagement

MarketingAutomation

MarketingIntelligence

SalesPlanning

SalesIntelligence

Ben

efit Informed, unified view of

customers, prospects andpartner

Seamless integrationwith marketing

programs

Insights to attract, retain,and cultivate the mostvaluable customers

Optimize Go to MarketActivities and sales

teams to drive growth

Decision-readyinsights when, where,

and how you needthem

Cap

abilit

ies • Single View of Customer

• Data Standardization• Data Cleansing• Data Governance

• Demand Generation• Digital Marketing• Lead Scoring• Web Forms• Web Forms

Optimization• IP Mapping• Contacts

• Company Intelligence• Marketing Analytics• White Space Analysis• Green Space Analysis• Competitive Analysis• Share of Wallet

Analysis

• Global AccountPlanning

• Territory Planning• Call Prep Sheet• Compensation• White Space• Propensity &

retention models• Who, When, Why to

Call

• People & ExecutiveData

• Customer IntelligentNews

• Alerts• Industry Profiles• Propensity to Buy• Install Technology

Solution Improvements:Extending sales and marketing solutions to our cloud based business


Measure Adoption & Value to the business

“[The solutions are] very helpful and thenew features look great.” – AE, US South

Quantitative Qualitative• Pulse Check Survey• Continuous improvement via feedback from

weekly Lunch ‘n Learn sessions• Solicitation of user Case Studies and Success

Stories

“It’s amazing stuff that you guys aredoing...thanks for your support.”– NA Field Marketing

Holiday period


Measuring adoption & value to the businessDefine KPI’s and business benefits

BusinessBenefit Goal:

How to prove?

+ “It’s amazing stuff that you guysare doing... thanks for your support.”– NAFieldMarketing

I do not use the solution 47

At least once every 2weeks 28

At least weekly 29

At least daily 19

Multiple times each day 22

Total Responses 145

Today’s focusWhat users sayWhat users do

Target: 1 hour saved per week for ‘n’ sales users @ 52 weeks@ x€/hour* productivity gain


Measuring adoption & value to the businessKnowing what your customer are saying and are you improving

ISE/ NA2014

“The quality of data in CRM hasimproved probably thanks to thesupport of Sales Operations.”

“The quality of our basic account data isquite horrible. You try to clean data butthe process of updating records is socumbersome.”

“This solution is a step in theright direction .. it allows salesto be armed with more insightabout the companies they aretasked with selling into...keepup the good work and keepadvancing!”

Then / 2010 Now / 2014

What are peoplesaying

“Having the solutionintegrated into CRMspeeds up my dailyprocesses”

ISE/ APJ2014

“It seems as if there has been amassive clean up of data but thereare still some issues with data.”

P49, CP/APJ2014

P03. ISE/NA2010

P253 TSE/APJ2010

93%of the respondents say thatUsability improvements inCRM functionality would beuseful to improve dataquality, with the averagescore 4.2 (2010)

79%of the respondents say thatmore dedicated personnel toassist sales with account andcontact data entry would beuseful to improve data quality,with the average score 3.6.(2010)

“Automated messages aftersetup, easy searching, easyfinancial overviewof companies”

Data Mgmt / NA2014

“Fast, rich information”

ISE / APJ2014


Enabling Sales Growth through Quality Datavia 10 Focused steps

1. Identify business pain points

2. Understand the Business goals and objectives

3. Know the business processes that can drive the required change

4. Align with Key Business Executives and Business Process Owners

5. Enable a value added Data Governance Model

6. Define and Execute a business defined Data Strategy

7. Establish capabilities and tools to monitor and manage data quality

8. Enable targeted business solutions

9. Extend solutions

10. Measure adoption & value to the business


Questions

enabling growth through quality data

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