How to win SAP as a new client

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How to win SAP as a new client and how to build a strategic account relationship with SAP

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How to win SAP as a new client

  1. 1. How to win SAP as a new client and how to build a strategic account relationship Aristoteles Kabarganos Managing Partner Ariston Group Enterprise in Limit: 305318297 www.aristongroup.de Date range: 01/01/09 - 08/31/09 Thursday, August 13, 2009 12:41:14© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 1 UNIVERSAL7/25/2012
  2. 2. SAP at a Glance (1)© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 27/25/2012
  3. 3. SAP at a Glance (2)© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 37/25/2012
  4. 4. SAP at a Glance (3)© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 47/25/2012
  5. 5. SAP at a Glance (4)© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 57/25/2012
  6. 6. SAP at a Glance (4) Conclusion: Everything is going tremendously well!!! BUT Is it really going that well???© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 67/25/2012
  7. 7. SAP looking behind the curtain (1)• In 2009 sw sales plunged for the first time since 1992• Absence of breakthrough innovation• New products fell short of expectations• According to Bloomberg ERP produced 72% of software sales in 2010• Acquisitions had high costs but returned limited revenues yet• Ongoing customer complaints (Support & Maintenance costs, relicensing, etc.)• The core ERP product hasn‘t been modernized• Missed some big trends and market traction (SaaS, CRM, Cloud, HCM, etc.)© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 77/25/2012
  8. 8. SAP looking behind the curtain (2)© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 87/25/2012
  9. 9. How to win SAP as a new customer (1) Cross-sell und Up-sell Business Transformation Business Enhancement Efficiency© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 97/25/2012
  10. 10. How to win SAP as a new customer (2) From solution selling to consultative selling (aka value selling, challenger selling, insight selling) Business Consultative Transformation Selling • Role: Value Creator/Consultant • Focus: Understanding business value Business Solution from the customer’s point of view Selling Enhancement • How to Win: Create and communicate and demonstrate a differentiated• Role: Problem solver offering that delivers new value• Focus: Product/service based features • Challenge the status quo• How to Win: Discover needs and match with Efficiency better features and benefits + Trust © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> 10 7/25/2012
  11. 11. Building a strategic account model for SAP • Win-loose • Loose-win • Win-win Strategic intent of seller Integrated Interdependent Cooperative Basic Exploratory Strategic intent of buyerGoal: Deepen & enhance the relationship in order to increase mutual value © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  12. 12. Building a strategic account model for SAP (2) • Transactional: focus on efficiency • Price driven • Probably multi-sourcing • Easy to exit • Single point of contact • Business relationship only • Little information sharing • Reactive rather than proactive • Probably low common interests • Organization suits selling company • Small chance of growing business • Can be stable state or trial stage© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>
  13. 13. Building a strategic account model for SAP (3) • Selling company adds value to relationship • Based on experience of delivery performance • May be preferred supplier • Exit not particularly difficult • Multi-function contacts • Relationship still mainly with buyer • Organisation mainly standard • Limited visits to customer • Limited information sharing • Forecasting rather than joint strategic planning • Not yet trusted by customer© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>
  14. 14. Building a strategic account model for SAP (4) • Both acknowledge importance to each other • Principal or sole supplier • Exit more difficult • Large number of multifunctional contacts • Developing social relationships • High volume of dialogue • Streamlined processes • High level of information exchange, • Better understanding of customer • Development of trust • Pro-active rather than reactive • Prepared to invest in relationship • Wider range of joint activity • Joint strategic planning, • Opportunity to grow business© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>
  15. 15. Some generic account strategies for SAP Interdependent KAM Supplier’s business strength with customer Integrated KAM Exploratory KAM Invest Invest in Joint in tailoring product High information Basic KAM Invest in Attractiveness systems and building relationships Customer focus teams Cooperative KAM Invest in improving processes Invest in Vigilance devolved Basic KAM Low and relationshipsInterdepend. KAM motivation Co-operative KAM Maintenance &Co-operative KAM Consistency Stage of KAM relationship © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  16. 16. How to develop a strategic account plan for SAP ? Understand the customer’s Understand the customer’s external environment internal capabilities & resources Work out the customer’s strategies and its critical success factors for us Understand our internal capabilities & resources Work out our objectives & strategies, plus key actions Agree a process to produce© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates. a strategic customer plan<docname>_<date>_<author>
  17. 17. The contents of a strategic account plan for SAP • Purpose statement • Financial summary • KA overview • Client’s CSF analysis summary • Applications portfolio summary • Assumptions • Objectives and strategies • Budget© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>

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