sap customer experience map - presentation

Nicole Gasser & Gtz Bockstedte I Digital Experience I June 10th, 2013

Customer Experience Map Foundation for a customer centric Digital Strategy

A focus on customer experience now matters more than any other strategic imperative. Why Customer Experience, Why Now? Forrester 2013

2013 SAP AG. All rights reserved. 3 Internal

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

Digital Experience Whitepaper SAP Marketing I June 2012

SAPs Digital Experience in the Age of the Customer Digital Experience Strategy 2012

Read the whitepaper

Balance Customer Needs & Business Goals

Analyze As-Is Digital Landscape

Dene the To-Be Digital Experience

Transform the Digital Landscape

Find the sweet spot the intersection between customer requirements, business requirements, market trends and best practices.

Deliver clarity and direction to stakeholders by dening key components of the experience: structure, content, functionality and design.

Provide transparency on the digital landscape across SAP and introduce a governance framework to prevent further fragmentation.

Identify the activities that are required to change, combine, create or retire experiences in order to transform our digital landscape.

1 2 3 4 Methodology to create a digital experience strategy


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).

Understanding customer needs and expectations Insights are derived from Strategic Research Initiative

Buying Research

markets: US, Germany, China, Brazil 4 one-on-one qualitative interviews 48

Post-Purchase Research

markets: US, China (2 cities per market) 2 one-on-one qualitative interviews 47

qualitative interviews were conducted in total. SAP was not revealed to the participants. 95

Adapt Use Deploy Buy Evaluate Discover CEL

Primary user research

Secondary sources

Buying Research Post-Purchase Research

Continuously leverage Secondary Research & Sources: Forrester, McKinsey, SAP internal Subject Matter Experts, etc.

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


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:

Strategic User Research The Customer Engagement Lifecycle doesnt resonate with customers (1/2)

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:

Find a pull-framework that better resonates with our customers

Avoid to fragment the customer experience based on phases of an internal model

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.

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.

Buying is perceived as a task within scoping, rather than a separate phase.

The Evaluate phase, as SAP dened it, is too broad. Customers dierentiated between an early take action phase and a scoping phase.

Adapt Use Deploy Buy Evaluate Discover CEL

Research Findings


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.

Strategic User Research The Customer Engagement Lifecycle doesnt resonate with customers (2/2)

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:

Help customers understand the business value of SAP (on their terms) and motivate them to take action

Help customers understand how their investment in SAP technology impacts their business performance

Adapt Use Deploy Buy Evaluate Discover

Accumulation of Business Needs Customer Engagement Lifecycle (CEL)

Measure Business Performance

Sell/ Buy Implement Measure ROI Identify Pain Points Customers continuously identify pain points and opportunities for their business.

When they are convinced of a positive ROI they take action.

Customers want to better understand the impact of process & technology eorts on their business performance (eciency and growth).

Vendor Focus Customer Focus


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.

A new way to define and manage customer engagement Creating a Framework for SAP, that resonates with customers (1/2)

We must create our own SAP Customer Experience Map as a model that leverages primary user research as well as secondary knowledge.

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)

McKinseys B2B Customer Decision Journey

(1) Follow the customer decision journey if you want B2B sales to grow Chief Marketing & Sales Officer Forum McKinsey&Company April 2013


Strategic User Research Creating a Framework for SAP, that resonates with customers (2/2)

Through user research we gained valuable insights that help us model a Customer Experience Map that is specic to our customers engagement with SAP:

Participants grouped their tasks into 6

categories

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

Maintain & Support

Maintain Software Get Software Support Provide User Support

Implement Software & Business Processes Finalize Requirements Implement Software Migrate Data Conduct Testing Conduct User Training Go-Live

Take Action Research Software

Options Create Business Case

Set up Initiative Translate Business

Needs into Requirements Create Project Roadmap

Measure Su

ccess

Measure

Business

Impact

Collect

User Feed

back

Measure

Software

Performanc

e

Scope & Buy Software

Evaluate Software

Capabilities & Services

Evaluate System Requirements

Scope Software & Services

Purchase Software & Services

Identify Needs & Opportunities

Stay Up to Date Business

Transformation Continuous

Improvement

Stay Compliant

SAP Customer Experience Map Framework

Using this Customer Experience Map will enable SAP to:

Really focus on our customers needs

Eliminate distraction Prioritize digital investments

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

Optimize Processes & Software

Stay Compliant

Decision to Act

Take Action Research Software Options

Create Business Case

Set up Initiative

Translate Business Needs into Requirements

Create Project Roadmap

1

2

Scope & Buy Software Evaluate Software Capabilities& Services



Buying Decision


3

Measure Success Measure Software Performance

Collect User Feedback

Measure Business Impact

Maintain & Support Provide User Support

Get Software Support

Maintain Software

6

5

Implement Software & Business Processes

Go-Live

Roll-Out

Conduct Training

Conduct Testing

Migrate Data

4

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.


Customer Experience Map Companies are in multiple Experience Journeys at the same 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.

Decision to Act

Buying Decision

Go-Live

More than one Person It is likely that multiple people within one company work in various steps of the Customer Experience Map at the same time.

Companies typically execute multiple process & technology projects in parallel.

In Parallel

The Model is Snapshot in Time


Customer Experience Map Focus on Tasks First

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.

Task Focused

While tasks stay consistent across dierent companies and solutions, roles and job-titles of people performing tasks vary a lot.

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.

Identify Needs & Opportunities Stay Up to Date Identify Business Needs Optimize Processes & Software Stay Compliant Decision to Act

Take Action Research Software Options Create Business Case Set up Initiative Translate Business Needs into Requirements Create Project Roadmap

1

2

Scope & Buy Software Evaluate Software Capabilities& Services Evaluate System Requirements Scope Software & Services Buying Decision Purchase Software & Services

3

Measure Success Measure Software Performance

Collect User Feedback Measure Business Impact

Maintain & Support Provide User Support Get Software Support

Maintain Software

6

5


Go-Live Roll-Out

Conduct Training Conduct Testing

Migrate Data

4

Implement Software Finalize Requirements


Customer Experience Map Tasks are collaborative and require coordination

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:

In Collaboration

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).

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).


Non-Vendor Colleagues, Analysts, Consultants, User-Groups Peers, Friends, Media, Social Media

Vendor SAP & SAP Partners

Customer Experience Map Information sources and channels

SAPs digital experience will continue to grow as one of the main information source for our customers. We must :

Multi Channel

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.

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.

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

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


Customer Experience Map 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.


Customer Experience Map 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.

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.

SAP Customer Experience Map

Identify Needs & Opportunities

Stay Up to Date

Identify Business Needs

Optimize Processes & Software

Stay Compliant

Decision to Act

Take Action

Research Software Options

Create Business Case

Set up Initiative

Translate Business Needs into Requirements

Create Project Roadmap

1

2

Scope & Buy Software

Evaluate Software Capabilities& Services



Buying Decision


Measure Success

Measure Software Performance

Collect User Feedback

Measure Business Impact

Maintain & Support

Provide User Support

Get Software Support

Maintain Software

6

5


Go-Live

Roll-Out

Conduct Training

Conduct Testing

Migrate Data

4

Implement Software

Finalize Requirements

Companies continuously identify business needs and opportunities. These accumulate until a decision to act is made.

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.

Companies create a "Shortlist" of possible software solutions and vendors. They create a more precise denition of business- and technical-requirements to enable scoping of software and service oering. Software and Services are purchased.

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.

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.

Business- and technical-requirements are nalized for implementation. The project team and /or a service-provider implements and customizes the software if

needed. They conduct QA, Testing, End-User-Training and roll-out the new software and business-processes.

Vendor: SAP & SAP Partners Non-Vendor: Colleagues, Analysts, Consultants, User-Groups Peers, Friends, Media, Social Media

Preferred Source of information

Least preferred

Most preferred

Parallel initiatives, Multiple persons

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.

Task Focused 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.

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.

In Collaboration 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).

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.

3


Customer Experience Map Material

The Customer Experience Map and supporting material is available for download:

Digital Experience Whitepaper SAP Marketing I June 2012

Read the whitepaper

Background on Digital Strategy and Methodology

Infographic SAP Marketing I May 2013

Download the infographic

Overview on the Customer Experience Map; including simplied tasks, information needs and channels

Comprehensive List of Customer Tasks SAP Marketing I March 2013

Download the excel

Comprehensive list of all customer tasks; including information needs, user questions and channels.

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 [email protected]

Goetz Bockstedte [email protected]

David Noonan [email protected]

Thank you Nicky Gasser I Goetz Bockstedte SAP Digital Experience

sap customer experience map - presentation

Documents

customer experience

saps digital experience

unied digital experience

customer requirements

digital landscape dene

sap ag

strategic research initiative

strategic ux research