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Effective SAP HANA Sales Strategies and
How to Close (shared under NDA only)
Chris Pauxtis – Senior Director, Platform Solutions Group
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
1
What are our customers asking us about?
Incremental
business value
Total Cost of
Ownership
Top 4
Questions
Risk
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
Deployment
Options
2
SoH- What did we learn?
Early Adopter Motivation- Business Agenda Drives Adoption
Business
Top
10
Technology
Visibility, Insights & Decision
Support
1
Growth / Globalization
2
Process Improvement
3
Performance Mgmt.
4
Enterprise analytics platform
5
Landscape optimization
6
Cloud services transition
7
Customer Services
8
IT Portfolio simplification
9
Business model change 10
E-commerce & networks
Application renovation/ standardization
Multi-channel architecture
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
3
HANA Optimal Sales Cycle & What is needed to Close
Agree on Customer
Engagement Plan
& Executive
Sponsorship
Complete Strategic
Business / IT
Discovery by Area
Complete Design
to Value (D2V)
Workshops
Present Findings
& Go-Forward
Plan
(Brainstorm ‘Big Ideas’
& Use Cases for
Prioritized Initiatives.
Understand Value
Potential)
(Final Proposal review
with Executives /
Sponsors)
Architecture aligned to
Roadmap. Validated
Business Justification)
(Rank & Prioritize
Initiatives)
Architect Solutions to
Roadmap & Validate
Value (Solution
Customer Executive & SAP/Partner sponsor identified & committed
3+ use cases identified
Solid business case
Enterprise architecture roadmap delivered
Sizing delivered
Implementation plan delivered with detailed options (HEC, partner cloud, on-premise, etc.)
Final pricing proposal & approval secured
Outcome: Solution roadmap and strategy aligned to business value
© 2014 SAP AG. All rights reserved.
3 Things To Know
The First Deal Is Never The Biggest Deal
Buyers Are Business People With Business Problems
You Can’t Build A Deal On A Single Use Case
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
5
Key Drivers For Hana Success
3 Starting Points for HANA Value
Doing something they currently do Faster
Doing something they currently do Better
Doing something they currently Can’t
Do
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
Greatest
Customer
Value
6
HANA Sales Do’s and Don’ts
Do
Don’t
•
Work alone to define HANA use
case & business case.
•
Engage : SAP (Data Scientists,
VE, SE, COE) and Partners
•
Rely on a single use case
•
Develop multiple use cases
•
Lead with speed
•
Lead with transformation
•
Focus on a single component
(e.g. HANA db)
•
Sell HANA as a platform +
components. E.g. Predictive,
•
Conduct POC’s without clear
close plan.
•
Paid pilots or POC with clear
success criteria linked to deal.
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
7
How NOT to Position the Solution
•
The answer to world hunger
•
Version 1.0
•
An in memory EDW
•
Expensive
•
Easy to Prove
•
A technical sale
•
For existing SAP customers only
•
A one trick pony
•
A nice to have
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
8
Use Case Example
•
Jabil needs to provide product manufacturing status reports daily to
business partners on-demand. Today, these reports are generated
manually once a day. If they are unable to provide these reports in
timely manner, JABIL violates their SLA.
•
Consolidate all WIP information in-real-time into HANA. Automated &
On-Demand reporting to provide real-time updates to business
partners. Solution also enables pro-active detection of manufacturing
issues.
•
Jabil meets their SLA and can pro-actively report issues to partners.
•
Only HANA has the ability to handle the data volumes and provide the
real-time integration to ECC and other manufacturing systems
Problem/Opportunity
Statement
Solution
Business Value
Competitive
Differentiation
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
9
HANA Design to Value Discovery Workshop Engagement
Model
Activities
Strategic Alignment
Secure executive
alignment on
engagement scope,
timelines and agreement
on resource allocation
Agree on project
governance model
Schedule interviews,
follow-up meetings and
resources
Discovery
Workshops / Use
Case Identification
Findings Validation
and Benefit Analysis
Final Presentation
Meet with business
leaders to discuss
vision
Quantify value by key
business process / use
cases
Present findings
to the organization’s
executives
Conduct interviews
/workshops in key
process
Confirm and validate
findings and pain points
Agree on next steps to
secure buy-in and
execution of roadmap
Validate strategy and
business pain points
Identify Use Cases
Recommend solutions
/best practices
Develop solution
roadmap
Establish quick wins
Validate findings with key
participants
Executive Meetings ~1
hour each
~2-3 hour workshops
for each area
~1-2 hour meeting for
validation and discussion
~1 hour for final
presentation
~2-3 weeks for analysis
and business case
development
~1 hour for final
presentation
SAP
Use Cases – TBD
~1 Week for Meetings
~1-2 weeks to conduct
workshops and
validate pain points
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
10
What happens in the D2V workshop?
A value based discovery workshop provides a methodology and framework to deliver a value &
feasibility based roadmap of use cases that can be enabled by HANA specific to each customer.
■
Identification of use cases for high impact and high value
■
Identification of business value and cost savings
■
Prioritization of use cases taking into account technical landscape
■
Development of a business value driven roadmap and strategy enabled by SAP HANA
SAP and Customer
collaborate to identify
high value use cases that
can be enabled by HANA
•What is HANA and a
few examples of
how other customers
are using HANA
SAP to set the context for
the meeting by explaining
what is HANA .
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
•Brainstorm to identify
use cases that can
improve the process
•Apply design thinking
principles to facilitate
workshop
•Rank identified use
cases on a
value/feasibility
matrix
SAP and Customer
collaborate to rank
identified use cases on a
value/feasibility matrix
11
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
12
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
13
HANA TCO
Current Stack
Collapsed Landscape : consolidated
application server, database server,
backup server within the same database
App Development
Smaller data footprint: single copy of
data, column store, and compression, and
delete many tables and indices, the total
data footprint gets significantly reduced.
Spatial Engine
SAP HANA Stack
Text Processing Engine
App Development
Predictive Engine
Planning DB/Engine
Analytical DB
Transactional DB
Data Replication
Event Processing
ETL/DQ
Storage Footprint
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
BI Tools
Setup, Admin,
Operations
Operations (DBA)
Administration (Modeling)
System Administration (OS, Security)
Initial Setup – Server Provisioning
BI Tools
HANA
Analytics, Transactions,
Spatial, Predictive,
Planning, Text
Processing, Database
Data Provisioning
Storage Footprint
Simplified setup:
setup runs on Intel x86 HW
and assembled by hardware partners to
the minimum specifications to simplify
the setup process (9 H/W vendors and 7
cloud infrastructure vendors).
Simpler Administration: No indices,
materialization, and performance tuning.
The administration is much more easier.
It saves the cost for the system, backups,
and the time for backups, archiving etc.,
but much faster.
Simplified Data Processing: SAP HANA
in-memory and in-database data
processing support analyzing text,
geospatial, or structured data, dynamic
schema within the same DB.
Simplified Application Development:
comprehensive data loading, open
platform supporting standard protocols,
and built-in libraries to simplify and
accelerate your application development
14
ANATOMY OF BIG DATA DEALS
Five Step Field Selling Process
Establish Solution Vision
1
2
3
4
5
Identify “use case”
by Industry and
Business Owners
Identify Big Data
Challenges and
Patterns
Differentiate with
Data Scientists
Differentiate with
Big Data
Applications
Differentiate with
Big Data Bundle
Business Owners
and Stakeholders
“Fast Data” high
volume, high variety
and high velocity
Pre-Sales
Evangelism
Demand Signal
Management
or
Analytics on
Complex Data
Pre-Sales POC
Very Large Data
Management
Sentiment
Intelligence
Bundle
Solution
Development
Manufacturing
Others in Pipeline
New to CRM
or
and/or
Deal Value
Increased
Separate
Products
or
Big Data Team
Key
Fraud
Management
or
TCO
Cust Engagement
Intelligence
Incremental Big
Data Value
Criterion
or
PSG products
based on customer
needs and Big
Data use case
Big Data POC or
Demo
or
Sourced by Big
Data Team
Look for Business and IT “Big Data” Signals – Look for Big Data Competitors
© 2013 SAP AG or an SAP affiliate company. All rights reserved.
Thank you!
Chris Pauxtis
[email protected]
+1.610.504.8705
© 2014 SAP AG or an SAP affiliate company. All rights reserved.