Enterprise Mobility Benchmarking Survey by SAP
 

Enterprise Mobility Benchmarking Survey by SAP

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SAP’s Value Engineering team has surveyed over 10,000 participants from over 3,000 companies to create Performance Benchmarking studies that identify the key characteristics that drive top business ...

SAP’s Value Engineering team has surveyed over 10,000 participants from over 3,000 companies to create Performance Benchmarking studies that identify the key characteristics that drive top business performance. This survey focused on the degree of mobility adoption and maturity of mobility best practices adoption across the industry as well as the impact mobility can have on enterprise performance, e.g., revenue growth, employee productivity.

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Enterprise Mobility Benchmarking Survey by SAP Enterprise Mobility Benchmarking Survey by SAP Presentation Transcript

  • Enterprise Mobility SurveyAggregate Findings ReportSeptember, 2011
  • AgendaExecutive SummaryStudy Objectives and BackgroundMobility Adoption and MaturityEnterprise Mobility ImpactAppendix© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 2is not a guarantee of future results, performance or cost savings.
  • Executive Summary
  • Executive Summary SAP‟s Enterprise Mobility benchmarking study was designed to understand:Study Objectives  The degree of mobility adoption and maturity of mobility best practices adoption across the industryand Background  The impact mobility can have on enterprise performance, e.g., revenue growth, employee productivity Although most companies acknowledge the “importance of mobility”, the majority of respondents were still in the early stages of adopting enterprise mobility:  Average of 9 mobile devices per 10 employees, incl. average of 3 smart phones/tablets per 10 employeesMobility Adoption  Average of 23% of users with mobile access to cross functional applications 1. Highest importance for mobile collaboration and content, but highest adoption for e-mail and messagingand Maturity  Average of 11% of users with mobile access to enterprise applications/processes 2. Highest importance for CRM and Field Services but highest adoption for Project Management, Field Services and BI  Less than 25% of respondents with high level of maturity in mobility best practices for mobility strategy, creation of mobile devices and consumption and control of mobile devices The study confirmed impact of enterprise mobility adoption and maturity on performance:  Top performing companies in terms of mobile adoption demonstrated on average 20 percentage points higher revenue growth and more than twice the revenue per employee compared to bottom performers  Companies which centrally manage their mobile devices by IT have on average over 30% lower mobility spend perEnterprise employee  Companies with a high degree of enterprise mobility best practice maturity demonstrated compared to less matureMobility Impact companies: – Almost double employee productivity – Almost four times higher margins – Over 20% lower customer churnNote: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc. © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 4 is not a guarantee of future results, performance or cost savings.
  • Executive Summary – Characteristics of LeadingCompaniesSince Greater Maturity of Enterprise Mobility Best Practices Has a Tangible Impact on Companies‟Performance, The Study Shows That There Are Clear Characteristics of Leading Companies – Thosewith the Greatest Adoption and the Best Business Results: Leading:  Exhibited a balanced approach – using all best practices at a high level  Have their mobile devices managed centrally by IT  Take lesser time to develop deploy new applications (in Lagging: days)  Wide variation in adoption of best practices  Have higher % of users with mobile access to cross  Have significant IT expenditure and use IT FTEs less functional applications efficiently  Have higher % of users with mobile access to enterprise  Sub-optimal management of mobile devices and mobility processes/ applications spending and also need more time to deploy applications  Have fewer % of users with mobile access to cross functional applications and to enterprise processes/ applications© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 5is not a guarantee of future results, performance or cost savings.
  • Mobility Adoption and Efficiency9/10 9 per 109 Mobile Devices per 10 Employees 5 per 10 12 per 10 3 per 103/103 Tablets/Smart Phones per 10 Employees 1 per 10 4 per 10 23.4%23%Of Users with Mobile Access to Cross 6.0% 40.0%Functional Applications111% 10.9%Of Users with Mobile Access to EnterpriseApplications2 2.2% 20.0%Source: SAP Enterprise Mobility survey, N=162; charts show bottom 25%, average and top 25% figuresNote: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc. © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 6 is not a guarantee of future results, performance or cost savings.
  • Mobility Impact Highlights (1) 11.1%40%+ -1.0% 40.0%Higher Revenue Growth for Companies with Top 23.4% -30.9%25% Mobile Access to Cross Functional 6.0%Applications1 Bottom 25% Average Top 25% Average % Users with Mobile Access to Cross Functional Applications Average Revenue Growth (in %) 7.9% -5.7%30%+ 10.9% 20.0% -25.6%Higher Revenue Growth for Companies with Top 2.2%25% Mobile Access to Enterprise Applications2 Bottom 25% Average Top 25% Average % Users Mobile Access to Enterprise Processes/ Applications Average Revenue Growth (in %)Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc. © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 7 is not a guarantee of future results, performance or cost savings.
  • Mobility Impact Highlights (2)~2x Revenue per Employee (US$ „000) vs. Overall Mobility Best Practice MaturityHigher Revenue per Employees for Companies 1,205with Mature Mobility Best Practices 588 Level 1, 2 and 3 Level 4 and 5 Low Maturity High Maturity~4x Operating Margin (in %) vs. Overall Mobility Best Practice MaturityHigher Operating Margin for Companies with 16.9%Mature Mobility Best Practices 4.4% Level 1, 2 and 3 Level 4 and 5 Low Maturity High MaturityNote: Maturity Levels are calculated as an aggregate across all 4 dimensions of the Enterprise Mobility Best Practices model (see page 12 for more details) © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 8 is not a guarantee of future results, performance or cost savings.
  • Study Objectives andBackground
  • Program Background and Study ApproachProgram BackgroundSAP Performance Benchmarking serves as a forum for SAP customers to understand current and emerging trends intechnology and business processes, identify drivers of performance and understand implications of adopting best practices.Over 10,000 participants from over 3,000 companies have participated to date.Study ObjectivesObjectives. The Enterprise Mobility Benchmarking Study was Designed to Understand:  The degree of mobility adoption and maturity of mobility best practices adoption across the industry  The impact mobility can have on enterprise performance, e.g., revenue growth, employee productivityAnalysis Framework. The Enterprise Mobility Best Practice maturity model is built on 4 dimensions:  Mobility Strategy – Clear establishment of strategy for Enterprise Mobility  Creation of Mobile Applications – Ease of creation of Mobile Applications  Control of Mobile Devices – Security, Authentication and Correctness of Mobile Devices  Consumption of Mobile Applications – Acceptance, Training and Availability of Enterprise MobilityValue Definition. In the Survey Three Primary Value Drivers were Examined:  % of Users with Mobile Access to Cross Functional Applications and to Enterprise Processes/ Applications  Time to Provision/Decommission New Device(in minutes) and Time to Develop Deploy New Applications (in days)  Mobile devices managed centrally by IT, mobility spend per employee and Number of Mobile Devices and also Number of Smartphones/Tablets per employee© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 10is not a guarantee of future results, performance or cost savings.
  • Participating Company Profile:Industry, Revenue, EmployeesOrganizations of all Sizes, Across All Industries Participated in the SurveyIndustry Mix (% of Participants) N = 162 13.6% 11.7% 9.9% 8.0% 6.8% 4.3% 4.9% 4.9% 2.5% 2.5% 2.5% 2.5% 3.1% 3.1% 3.7% 3.7% 3.1% 1.9% 1.2% 1.2% 1.2% 1.9% 0.6% 0.6% 0.6% Banking Other Automotive High Tech Retail Oil and Gas Utilities Aerospace Chemicals Construction and Media Higher Education and Hospitality Services Life Sciences Professional Services Consumer Products Healthcare Public Sector Telecommunications Distribution Logistics Service Other Services Industrial Machinery Mill Products Railways Wholesale and Components Engineering Operations Providers ResearchRevenue Mix (% of Participants) Number of Employees (% of Participants) 51.4% 60.9% 20.3% 22.5% 20.3% 12.8% 5.8% 6.0% Less than USD 1 to USD 5.0 to USD 10 Billion Less than 1,000 1,000 to 4,999 5,000 to 9,999 10,000 and more USD 1 Billion 4.9 Billion 9.9 Billion and Higher employees employees employees employees © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 11 is not a guarantee of future results, performance or cost savings.
  • Enterprise Mobility Maturity ModelThe Enterprise Mobility maturity model comprises 4 dimensions necessary to use mobility for competitiveadvantage. For each of the 4 dimensions, participating companies were evaluated on the maturity of the bestpractices included. Then the average across all best practice scores was calculated to receive an aggregate maturityscore. Based on this score the companies have been divided into 5 levels of maturity Creation of Mobile Applications Control of Mobile Devices Single, scalable, secure and reliable mobile  Centralized IT device monitoring, security and platform in place reporting capability exist Flexible and open infrastructure  Mobile workers have correct software, data and Leverage existing environment adhere to security policies to create mobile applications  Capability exists to remotely disable and re- Limit application complexity and also enable provision software assets device independent development Enterprise Mobility Strategy Mobility Consumption of Mobile Applications Mobility vision and plan in place  Mobile applications take advantage of mobile Business Process redesigning specific features Mobility strategy extended to partners,  End user is engaged early in the development suppliers, distributors and customers cycle Technical roadmap and budget in place  Prospective users receive training on basic wireless issues and new mobile applications © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 12 is not a guarantee of future results, performance or cost savings.
  • Enterprise Mobility Adoption Maturity Model Adoption of best practices varies at each stage of maturity Mobility Strategy in place for all departments and relevant processes and Mobility Strategy in place also shared with all for most of the external and internal departments and relevant stakeholders Mobility strategy defined for processes and also Operating System many departments and shared with most of the stakeholders Standards and reliable relevant business platform exist; Security Mobility Strategy defined at processes and also shared organization level but not Operating System needs and scale up to some extent Standards and reliable capability is addressed Mobility shared either inside or No Mobility Strategy defined outside the organization Operating System platform exist; Also partial Strategy at the organization or the security needs and partial Standards and a reliable Strong well documented department Level platform exists scale up is addressed security policy, centralized Some Operating System Standards and a reliable device monitoring and No Operating System Strong Security policy, excellent device Standards or Platform platform exists and limited Creation of scale up is possible partially centralized device authentication mechanism Mobile exist and also scaling of Strong Security policy, monitoring and good is in place operations is not possible decentralized device device authentication Applications A security policy, early monitoring and basic mechanism is in place End User is involved early stages of device monitoring device authentication in the development cycle No security policy, device and rudimentary device mechanism is in place and feedback phase; monitoring, user authentication mechanism End User is involved in Control of the development cycle receive training on new authentication mechanism is in place applications and allMobile Devices exist End User is involved in the and feedback phase; receive training on new wireless issues; Also they development cycle and have access and ability to receive training on new applications and basic End User is sometimes use all of enterprise engaged in the development applications; Also they have wireless issues; Also they applications End User is neither engaged cycle and receive access to use basic have access majority of in the development cycle nor rudimentary training; Also enterprise applications enterprise applications Consumption provided with any training; they have access to few of Mobile Also they do not have access enterprise applications Applications to enterprise applications See complete maturity model in the Appendix © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 13 is not a guarantee of future results, performance or cost savings.
  • Mobility Adoption andMaturity
  • Mobility Adoption and Maturity: SummaryAlthough most companies acknowledge the“importance of mobility”, the majority of respondentswere still in the early stages of adopting enterprisemobility:  Average of 9 mobile devices per 10 employees, incl. average of 3 smart phones/tablets per 10 employees  Average of 23% of users with mobile access to cross functional applications1. Highest importance for mobile collaboration and content, but highest adoption for e-mail and messaging  Average of 11% of users with mobile access to enterprise applications/processes2. Highest importance for CRM and Field Services but highest adoption for Project Management, Field Services and BI  Less than 25% of respondents with high level of maturity in mobility best practices for mobility strategy, creation of mobile devices and consumption and control of mobile devicesNote: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc. © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 15 is not a guarantee of future results, performance or cost savings.
  • Number of Mobile Devices per Employee andSmartphones/Tablet per EmployeeOn Average, Companies Have 9 Mobile Devices per 10 Employees (PC, Net Book, Smart Phone,Tablet) of Which 3 Are Smart Phones/TabletsNumber of Mobile Devices per Employee: Smartphones/Tablet per Employee:Average Number of Mobile Devices per Employee is 0.9 Average Number of Smartphones Tablets per Employee is 0.3 0.4 1.2 0.9 0.3 0.5 0.1 Bottom 25% Average Top 25% Bottom 25% Average Top 25% Number of Mobile Devices per Employee Number of Smartphones/ Tablets per Employee© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 16is not a guarantee of future results, performance or cost savings.
  • Importance of Mobile Access% of Users with Access to Cross Functional Applications vs. Average Importance of Mobile Access (1 = Not Important, 5 = Very Important):Mobile Collaboration and Content Are Given Highest Importance by Companies While Adoption is Highest for E-mail and Messaging 29% 29% 26% 16% 11% 3.1 4.4 3.8 9% 2.9 3.3 3.1 Email Messaging Mobile Collaboration Content Approval Mgt.Reporting Importance of Mobile Access Percent of Users with Mobile Access% of Users with Access to Enterprise Applications vs. Average Importance of Mobile Access (1 = Not Important, 5 = Very Important):CRM and Field Services are Given Highest Importance by Companies While Adoption is Highest for Project Management, Field Services and BI 12% 11% 11% 10% 10% 10% 9% 8% 7% 7% 3.3 3.5 2.8 2.8 2.8 2.8 2.8 2.5 2.8 2.6 Project Mgt Field Service BI CRM SRM/ Procure. HCM Asset Mgt. Logistics Mgt. WMS EPM Importance of Mobile Access Percent of Users with Mobile AccessSource: SAP Enterprise Mobility survey, 1) email, messaging, collaboration etc. 2) BI CRM, project management etc. © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 17 is not a guarantee of future results, performance or cost savings.
  • Time to Provision/Decommission New Device (In Minutes)and Time to Develop Deploy New Applications (In Days)Most Companies Spend < 100 Minutes to Provision/Decommission New Devices and < 50 Days toDevelop Deploy New ApplicationsTime to Provision/Decommission New Device (In Minutes): Time to Develop Deploy New Applications (In Days):Average Time to Provision/Decommission New Devices is Average Time to Develop Deploy New Applications is 53 Days54 Minutes 120 90 53 54 20 15 Bottom 25% Average Top 25% Bottom 25% Average Top 25% Time to Provision/Decommission New Device(in minutes) Time to Develop Deploy New Applications (in days)© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 18is not a guarantee of future results, performance or cost savings.
  • Best Practice MaturityEach survey respondent was given a „score‟ based on responses to questions which reflected theirlevel of best practice adoption along the 4 dimensions of the Best Practice framework. Companieswere given a score by Best Practice dimension, then grouped into one of the five best practicematurity levels based on their score (Level 1 = Lowest maturity, Level 5 = Highest maturity).Participant Distribution by Best Practice Maturity Levels:Less Than 25% of Companies Have High Maturity in the Adoption of Enterprise Mobility Best Practices Maturity Levels 37.7% 30.5% 18.5% 7.9% 5.3% Level 1 Level 2 Level 3 Level 4 Level 5 Low Maturity High Maturity© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 19is not a guarantee of future results, performance or cost savings.
  • Average Maturity Level of the Four Dimensions in theMaturity ModelParticipant Distribution by Best Practice Maturity Levels:On an Average, Participants Appear to be More Mature on the Consumption of Mobile Applications While Creation ofMobile Applications is the Least Mature Dimension Consumption of Mobile Applications 8% 24% 42% 23% 3% 3.0 Control of Mobile Devices 12% 26% 37% 16% 9% 2.9 Creation of Mobile Applications 24% 46% 20% 8% 2% 2.2 Mobility Strategy 15% 55% 20% 8% 2% 2.4 Level 1 Level 2 Level 3 Level 4 Level 5© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 20is not a guarantee of future results, performance or cost savings.
  • Enterprise Mobility Impact –Adoption
  • Enterprise Mobility Impact Results – AdoptionThe study indicates that companies with higherdegree of enterprise mobility adoption realize higherperformance  Companies which use mobile devices more extensively for various functional applications and enterprise processes experience higher revenue growth  Companies which provide a larger proportion of their employees with smartphones/tablets and other mobile devices for business usage have higher profitability in terms of revenue per employee  Companies where a larger percentage of Mobile devices are managed centrally by IT have lower mobility spend© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 22is not a guarantee of future results, performance or cost savings.
  • Achieving Business Value From Enterprise Mobility: Cross FunctionalApplications and Enterprise Processes/ApplicationsAverage % Users with Mobile Access to Cross Functional Applications:Companies Having Higher % of Users with Mobile Access to Cross Functional Applications Experience Higher Revenue Growth 11.1% -1.0% 40.0% 23.4% -30.9% 6.0% Bottom 25% Average Top 25% Average % Users with Mobile Access to Cross Functional Applications Average Revenue Growth (in %)Average % Users Mobile Access to Enterprise Processes/Applications:Companies Having Higher % of Users with Mobile Access to Enterprise Processes/Applications Experience Higher Revenue Growth 7.9% -5.7% 20.0% 10.9% -25.6% 2.2% Bottom 25% Average Top 25% Average % Users Mobile Access to Enterprise Processes/ Applications Average Revenue Growth (in %)Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc. © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 23 is not a guarantee of future results, performance or cost savings.
  • Achieving Business Value From Enterprise Mobility: % of users withmobile access: Field/ CS vs Customer Churn and CustomerSatisfaction% of users with mobile access: Field/ CS vs Customer Churn:Companies Having Higher % of Users with Mobile Access to : Field/ CS Experience Lower Customer Churn (in %) 27.0% 12.2% 10.0% 33.2% 66.7% 7.1% Bottom 25% Average Top 25% Average % of users with mobile access: Field/ CS Average Customer Churn (in %)% of users with mobile access: Field/ CS vs Customer Satisfaction:Companies Having Higher % of Users with Mobile Access to : Field/ CS Experience Higher Customer Satisfaction (in %) 85.2% 84.2% 66.7% 83.6% 33.2% 7.1% Bottom 25% Average Top 25% Average % of users with mobile access: Field/CS Average Customer Satisfaction (in %)Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc. © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 24 is not a guarantee of future results, performance or cost savings.
  • Achieving Business Value from Enterprise Mobility:Smartphones/Tablets and Other Mobile Applications% of Mobile Employees:Companies Having Higher % of Mobile Employees Have Higher Employee Productivity 940 747 409 32.0% 50.0% 8.1% Bottom 25% Average Top 25% % of Mobile Employees Average Revenue per Employee (in 000 USD)Number of Smartphones/Tablets per Employee:Companies Having Higher Usage of Smartphones/Tablets Have Higher Employee Productivity 906 739 0.36 279 0.20 0.06 Bottom 25% Average Top 25% Number of Smartphones/Tablets per Employee Average Revenue per Employee(in 000 USD)© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 25is not a guarantee of future results, performance or cost savings.
  • Achieving Business Value From Enterprise Mobility:Mobile Devices Managed Centrally by ITMobile Devices Managed Centrally by IT:Companies Having a Higher % of Mobile Devices Managed Centrally by IT Experience Lesser Mobility Spend per Employee 553 458 373 92.2% 60.0% 100.0% Bottom 25% Average Top 25% Mobile Devices Managed Centrally by IT Mobility Spend per Employee (in USD)© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 26is not a guarantee of future results, performance or cost savings.
  • Enterprise Mobility Impact –Maturity
  • Enterprise Mobility Impact Results - MaturityThe study confirmed that companies with higherdegree of enterprise mobility best practice maturityrealize higher performance  Leaders (companies with high level of best practice maturity): – Perform better in terms of Profitability and Margins – Have Higher Customer Satisfaction and Lower Customer Churn – Have lesser IT expenditure and use IT FTEs more efficiently – Better manage Mobile Devices and mobility spending and also need lesser time to deploy applications – Have greater % of Users with Mobile Access to Cross Functional Applications and to Enterprise Processes/ Applications  Low adoption of Enterprise Mobility best practices leads to: – Decrease in Profitability and Margins – Have lower Customer Satisfaction and higher Customer Churn – Have huge IT expenditure and use IT FTEs less efficiently – Sub-optimal management of Mobile Devices and mobility spending and also need more time to deploy applications – Have fewer % of Users with Mobile Access to Cross Functional Applications and to Enterprise Processes/Applications© COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 28is not a guarantee of future results, performance or cost savings.
  • Companies at a Higher Maturity Level Perform Better inTerms of Profitability and MarginsCompanies adopting more mature Enterprise Mobility processes (Level 4 and Level 5) are able to extract betterrevenue per employee and experience better margins. The following charts represent how companies are realizinghigher revenue per employee and margins as they move from Level 1 to Level 5 of the Best Practices Framework.There is a clear correlation between companies who have achieved Level 4 and Level 5 maturity and their revenueper employee and marginsRevenue per Employee (US$ „000) Operating MarginCompanies at a Higher Level of Enterprise Mobility Maturity Have Companies at a Higher Level of Enterprise Mobility MaturityAlmost Doubled Their Employee Productivity As Compared to Have Almost Four Times Higher Operating Margin As ComparedLesser Mature Companies to Lesser Mature Companies 16.9% 1,205 588 4.4% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 29 is not a guarantee of future results, performance or cost savings.
  • Companies at a Higher Maturity Level Have HigherCustomer Satisfaction and Lower Customer ChurnSurvey Analysis Shows That Level 4 and Level 5 Companies Have Higher Customer Satisfaction andLower Customer Churn As Compared to Level 1, Level 2 and Level 3 CompaniesCustomer Satisfaction (%) Customer Churn (%)Level 4 and Level 5 Companies Have on an Average 2.4% Level 4 and Level 5 Companies Have on an Average 21.5%Higher Customer Satisfaction Over Lower Mature Companies Lower Customer Churn Over Lower Mature Companies 85.2% 12.1% 9.5% 83.2% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 30 is not a guarantee of future results, performance or cost savings.
  • Companies at a Higher Maturity Level Have Lesser ITExpenditure and Use IT FTEs More EfficientlyCompanies at Higher Maturity Levels Have Lesser IT Expenditure and Use IT FTEs More EfficientlyIT Spend as a % of Revenue IT FTEs per Billion in RevenueLevel 4 and Level 5 Companies Experience Almost 1.1% Level 4 and Level 5 Companies Need Fewer IT FTEs asDecrease in IT Spend as a % of Revenue as Compared to Compared to Lower Mature CompaniesLower Mature Companies 3.2% 77.0 2.1% 30.0 Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 31 is not a guarantee of future results, performance or cost savings.
  • Companies at a Higher Maturity Level Better Manage Mobile Devicesand Mobility Spending and Also Need Lesser Time to DeployApplicationsCompanies at Higher Maturity Levels Better Manage Mobile Devices and Mobility Spending and alsoNeed Lesser Time to Deploy ApplicationsMobile Devices Managed Centrally by IT (In %) Time to Develop Deploy New Application (In Days)Companies with Mature Enterprise Mobility Practices Have Their Companies with Mature Enterprise Mobility Practices NeedMobility Issues Managed Centrally by IT Lesser Time to Deploy New Applications Than Lesser Mature Companies 77.6% 70.7% 55.1 41.2 Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5 Mobility Spend as % of Telecom Spend (in %) Companies with Mature Enterprise Mobility Practices Spend Lesser on Mobility Than Lesser Mature Companies 44.0% 36.4% Level 1, 2 and 3 Level 4 and 5Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 32 is not a guarantee of future results, performance or cost savings.
  • Companies at a Higher Maturity Level Have Greater % of Users withMobile Access to Cross Functional Applications and to EnterpriseProcesses/ApplicationsLevel 4 and Level 5 Companies have Greater % of Users with Mobile Access to Cross FunctionalApplications and to Enterprise Processes/Applications% of Users with Mobile Access to Cross Functional % of Users with Mobile Access to Enterprise Processes/Applications ApplicationsCompanies with Mature Enterprise Mobility Practices Have Higher Companies with Mature Enterprise Mobility Practices Have% of Users With Mobile Access to Cross Functional Applications Higher % of Users With Mobile Access to Enterprise Applications 30.2% 21.8% 22.0% 10.5% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5Source: SAP Enterprise Mobility survey, 1) email, messaging, collaboration etc. 2) BI CRM, project management etc.Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 33 is not a guarantee of future results, performance or cost savings.
  • Appendix
  • Appendix - IntroductionThe previous section discussed how high best practice maturity drives business and IT performance. The appendixtakes the analysis one step further and looks at the impact of best practice maturity for individual best practicedimensions. The table below summarizes the findings, with a checkmark indicating a positive relationship betweenthe best practices and the KPI. Creation of Mobile Control of Mobile Consumption of KPI Mobility Strategy Applications Devices Mobile Applications Operating Margin (%)  Business Performance Revenue Growth (%)  Revenue per Employee  # of Mobile Devices per  Employee % Mobile Access to Cross  Functional Applications Adoption % Mobile Access to Enterprise   Processes % of Mobile Employees  Customer Churn (%)   Customer Satisfaction (%)   IT Spend (%)    Average Time to Develop and  Mobility Cost Deploy New Application Devices Managed Centrally by IT  Mobility Spend (%) © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 35is not a guarantee of future results, performance or cost savings.
  • Mobility Strategy vs KPIs (1/2)Revenue Growth (in %) Operating Margin (in%)Companies at a Higher Level of Mobility Strategy Maturity Have Companies at a Higher Level of Mobility Strategy Maturity HaveHigher Revenue Growth (in %) Higher Operating Margin (in %) 7.8% 19.0% Level 1, 2 and 3 Level 4 and 5 4.7% -4.0% Level 1, 2 and 3 Level 4 and 5IT Spend as % of Revenue (in%) Customer Churn (in %)Companies at a Higher Level of Mobility Strategy Maturity Have Companies at a Higher Level of Mobility Strategy Maturity HaveLower IT Spend as % of Revenue (in %) Lower Customer Churn (in %) 3.1% 11.5% 2.1% 9.9% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5The Maturity of Mobility Strategy bucket is being mapped against the KPIs © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 36 is not a guarantee of future results, performance or cost savings.
  • Mobility Strategy vs KPIs (2/2)Customer Satisfaction (in %) Percentage of Mobile Employees (in%)Companies at a Higher Level of Mobility Strategy Maturity Have Companies at a Higher Level of Mobility Strategy Maturity HaveHigher Customer Satisfaction (in %) Higher Percentage of Mobile Employees (in %) 85.2% 2.2% 1.8% 83.7% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5Percentage of Users with Mobile Access to Cross Functional Percentage of Users with Mobile Access to EnterpriseApplications (in %) Processes (in %)Companies at a Higher Level of Mobility Strategy Maturity Have Companies at a Higher Level of Mobility Strategy Maturity HaveHigher Percentage of Users with Mobile Access to Cross Higher Percentage of Users with Mobile Access to EnterpriseFunctional Applications (in %) Processes (in %) 37.2% 28.8% 21.3% 9.5% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5The Maturity of Mobility Strategy bucket is being mapped against the KPIs © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 37 is not a guarantee of future results, performance or cost savings.
  • Creation of Mobile Applications vs KPIs (1/1)IT Spend as % of Revenue (in %) Time to Develop Deploy New Application (in days)Companies at a Higher Level of Creation of Mobile Applications Companies at a Higher Level of Creation of Mobile ApplicationsMaturity Have Lower IT Spend as % of Revenue (in %) Maturity Take Lower Time to Develop Deploy New Application (in days) 3.0% 68 49 2.6% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5The Maturity of Creation of Mobile Applications bucket is being mapped against the KPIs © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 38 is not a guarantee of future results, performance or cost savings.
  • Control of Mobile Devices vs KPIs (1/2)IT Spend as % of Revenue (in %) Mobile Devices Managed Centrally by IT (in %)Companies at a Higher Level of Control of Mobile Devices Companies at a Higher Level of Control of Mobile DevicesMaturity Have Lower IT Spend as % of Revenue (in %) Maturity Have Higher % of Mobile Devices Managed Centrally by IT (in %) 3.2% 81.1% 2.4% 60.7% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5 Mobility Spend as % of Revenue (in %) Companies at a Higher Level of Control of Mobile Devices Maturity Have Lower Mobility Spend as % of Revenue (in %) 0.2% 0.1% Level 1, 2 and 3 Level 4 and 5The Maturity of Control of Mobile Devices bucket is being mapped against the KPIs © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 39 is not a guarantee of future results, performance or cost savings.
  • Control of Mobile Devices vs KPIs (2/2)Mobility Spend Per Employee (in currency) Mobile Spend as % of IT Spend (in %)Companies at a Higher Level of Control of Mobile Devices Companies at a Higher Level of Control of Mobile DevicesMaturity Have Lower Mobility Spend Per Employee (in currency) Maturity Have Lower Mobile Spend as % of IT Spend (in %) 693 16.2% 11.2% 352 Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5The Maturity of Control of Mobile Devices bucket is being mapped against the KPIs © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 40 is not a guarantee of future results, performance or cost savings.
  • Consumption of Mobile Applications (1/2)Revenue per Employee („000s) Customer Churn (in %)Companies at a Higher Level of Consumption of Mobile Companies at a Higher Level of Consumption of MobileApplications Maturity Have Higher Revenue Per Employee Applications Maturity Experience Lower Customer Churn (in %)(„000s) 926 12.6% 568 9.1% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5 Customer Satisfaction (in %) Companies at a Higher Level of Consumption of Mobile Applications Maturity Experience Higher Customer Satisfaction (in %) 87.4% 81.1% Level 1, 2 and 3 Level 4 and 5The Maturity of Consumption of Mobile Applications bucket is being mapped against the KPIs © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 41 is not a guarantee of future results, performance or cost savings.
  • Consumption of Mobile Applications (2/2)Number of Mobile Devices per Employee Percentage of Users with Mobile Access to EnterpriseCompanies at a Higher Level of Consumption of Mobile Processes (in %)Applications Maturity Have Higher Number of Mobile Devices per Companies at a Higher Level of Consumption of MobileEmployee Applications Maturity Have Higher Percentage of Users with Mobile Access to Enterprise Processes (in %) 1.01 13.5% 0.91 12.1% Level 1, 2 and 3 Level 4 and 5 Level 1, 2 and 3 Level 4 and 5The Maturity of Consumption of Mobile Applications bucket is being mapped against the KPIs © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 42 is not a guarantee of future results, performance or cost savings.
  • Detailed Enterprise Mobility Maturity Model(1 of 4) Mobility Strategy in Mobility Strategy in place place for all departments for most of the and relevant processes Mobility strategy defined departments and relevant and also shared with all for many departments and processes and also external and internal the relevant business shared with most of the stakeholders Mobility Strategy defined stakeholders at organization level but processes and also shared  There is an enterprise-wide to some extent  The company has developed an mobility strategy, vision or plan No Mobility Strategy not shared either inside or enterprise-wide mobility vision, that has been shared defined at the  The company has developed an throughout the organization outside the organization enterprise-wide mobility vision, strategy and plan which it has organization or the began to share throughout the  There is a mobility strategy,  The company has developed an strategy and plan but it has not vision or plan at the department Level enterprise-wide mobility been shared throughout the organization  Most of the departments (more department level  There is no enterprise-wide vision/strategy and is working on organization  The goals of mobility areMobility Strategy a roll out plan  Many departments (between 33% than 66%) have identified their mobility strategy, vision or plan mobility strategy, vision or plan determined in advance of an in place  Few departments (less than - 66%) have identified their implementation, with a 33%) have identified mobility mobility strategy, vision or plan  The goals of mobility are  Mobility strategy, vision or plan determined in advance of an quantified target towards does not exist at the strategy, vision or plan  The goals of mobility are productivity and cost savings  The goals of mobility are determined in advance of an implementation; and also department level partially established quantified  Relevant business processes  The goals of mobility are not partially determined in advance implementation; however there are are being redesigned to of an implementation no quantified target towards target towards productivity and determined in advance of an cost savings leverage wireless mobile implementation  Few relevant business productivity and cost savings access to supporting processes (less than 33%) are  Relevant business processes  Most relevant business  Relevant business processes processes (more than 66%) are applications have not been redesigned to being redesigned to leverage (between 33% - 66) are being  The organization has wireless mobile access to partially redesigned to leverage being redesigned to leverage leverage wireless mobile wireless mobile access to extended their mobility access to supporting supporting applications wireless mobile access to strategy to outside groups  The organization has extended supporting application supporting applications applications  The organization has extended such as partners, suppliers,  The organization has not their mobility strategy to few  The organization has extended distributors and customers (less than 33%) outside groups their mobility strategy to many their mobility strategy to most extended their mobility strategy (more than 66%) outside groups  The organization has to outside groups such as such as partners, suppliers, (between 33% - 66%) outside established a technical road distributors and customers groups such as partners, such as partners, suppliers, partners, suppliers, distributors distributors and customers map and budget to support and customers  The organization has partially suppliers, distributors and their mobile strategy established a technical road customers  The organization has  The organization has not established a technical road map established a technical road map to support their mobile  The organization has established strategy a technical road map to support to support their mobile strategy map to support their mobile and is also in process of strategy their mobile strategy but it has not allocated budget to support the allocating budget to support the roadmap roadmap © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 43 is not a guarantee of future results, performance or cost savings.
  • Detailed Enterprise Mobility Maturity Model (2 of 4) Operating System Operating System Standards and reliable Standards and reliable platform exist; Security Operating System platform exist; Also partial needs and scale up Standards and a reliable security needs and partial capability is addressed platform exists; however scale up is addressed  The organization has Some Operating System implemented mobile devices/ Standards and a reliable security needs are not  The organization has operating system standards addressed implemented mobile devices/ No Operating System platform exists and operating system standards and and policies to limit application Standards or Platform  The organization has implemented is in the process of establishing complexity limited scale up is mobile devices/ operating system  The organization is leveraging exist and also scaling of possible policies to limit application standards but it does not have complexity a single, scalable, secure, and ApplicationsCreation of Mobile operations are not  The organization has partially policies in place to limit application  The organization has reliable mobile enterprise possible implemented mobile devices/ complexity implemented a single, scalable, platform that enables operating system standards  The organization has secure, and reliable mobile application creation, device  The organization has not management and addresses implemented mobile devices/  The organization has implemented a single, scalable, enterprise platform that enables implemented a single, secure, secure, and reliable mobile application creation, device security needs operating system standards  The organization has the  The organization does not and reliable mobile enterprise enterprise platform that enables management and partially platform that enables application application creation and device addresses security needs ability to leverage existing have a mobile enterprise enterprise development platform creation and device management but does not  The organization has technology management but is not scalable address security needs to create mobile applications and environment (skills and  The organization does not technologies) to create mobile have the ability to leverage enough to handle enterprise  The organization has ability to also partially the skills to do so wide roll-out and does not leverage existing enterprise  The IT organization can handle applications existing enterprise  The IT organization is flexible development environment to address security needs development environment additional growth in mobility w/o  The organization has some (technologies) to create mobile sizing up, with limited up skilling and can handle additional create mobile applications growth in mobility w/o sizing or  The IT organization cannot ability to leverage existing applications; however it does not required enterprise development have the required skills  Mobile platform is based on a skilling-up handle any additional growth in  Mobile platform is based on a mobility environment (technologies) to  The IT organization can handle flexible, open infrastructure create mobile applications limited growth in mobility w/o which partially allows the flexible, open infrastructure  The company has not that allows the organization to implemented a mobile platform  The IT organization can handle sizing up or skilling up organization to strategically limited growth in mobility w/o  Mobile platform is based on a respond to all device types and strategically respond to sizing up flexible, open infrastructure; different data sources as needs different device types and  Mobile platform is implemented however it does not allow the evolve different data sources as but limited to specific device organization to strategically needs evolve types and/ or data sources respond to all device types and different data sources as needs evolve © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 44 is not a guarantee of future results, performance or cost savings.
  • Detailed Enterprise Mobility Maturity Model (3 of 4) Strong well documented Strong Security policy, security policy, partially centralized device centralized device Strong Security policy, monitoring and decent monitoring and excellent decentralized device device authentication device authentication monitoring and basic mechanism is in place mechanism is in place A security policy, early  There is a strong security stages of device device authentication  There is a strong security policy in place and documented to policy in place and No security policy, mechanism is in place monitoring and avoid issues such as data theft, documented to avoid issues device monitoring, user  There is a strong security policy in virus infection; and it partially such as data theft, virus rudimentary device place and documented to avoid infection and to ensure authentication authentication mechanism ensure regulatory compliance as issues such as data theft, virus well as privacy and intellectual regulatory compliance as well DevicesControl of Mobile mechanism exist is in place infection; however it does not property protection as privacy and intellectual  There is a no security policy in  The company has put in place a ensure regulatory compliance as  Partially centralized IT device property protection place security policy and documented well as privacy and intellectual monitoring, security and  Centralized IT device  No IT device monitoring, to avoid issues such as data property protection reporting capabilities exist monitoring, security and security and reporting theft and virus infection  IT device monitoring, security and  A user device authentication reporting capabilities exist capabilities exist  IT device monitoring, security reporting capabilities exist but it is mechanism is in place and it  A user device authentication  No user device authentication and reporting capabilities are in not centralized mostly ensure that only users mechanism is in place ensure mechanism is in place early stages of development and  A user device authentication with the “need to know” are the that only users with the “need  No Capability exists to partial roll-out mechanism is in place with basic ones accessing / receiving data to know” are the ones remotely disable lost devices  Rudimentary user device access/ receiving data control  Capability exists to remotely accessing / receiving data  No mechanism in place to authentication mechanism is in  Capability exists to remotely disable lost devices; and also re-  Capability exists to remotely ensure mobile workers have place disable lost devices; however no provision or redeploy most of the disable lost devices and re- the correct software and data  There is capability to disconnect capability exists to re-provision or software assets provision or redeploy all lost devices from enterprise redeploy software assets  A mechanism is in place to software assets applications and data access  A mechanism is in place to ensure ensure mobile workers have the  A mechanism is in place to  Mechanism exists partially to mobile workers have the correct correct software, data; it also ensure mobile workers have ensure mobile workers have the software, data; however it does ensures adherence to security the correct software, data and correct software and data not ensure adherence to security policies at most of the times adhere to security policies at policies all times © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 45 is not a guarantee of future results, performance or cost savings.
  • Detailed Enterprise Mobility Maturity Model (4 of 4) End User is involved End User is involved in early in the development the development cycle cycle and feedback End User is involved in the and feedback phase; phase; receive training development cycle and receive training on new on new applications and receive training on new applications and basic all wireless issues; Also End User is sometimes wireless issues; Also they they have access and engaged in the applications; Also they have access to use basic have access majority of ability to use all of End User is neither development cycle and enterprise applications engaged in the enterprise applications enterprise applications receive rudimentary  Employees across levels (Task  Employees across levels (Task development cycle nor  Employees across levels (Task & training; Also they have Business Users to Execs and LOB & Business Users to Execs and & Business Users to Execs and Consumption ofMobile Applications provided with any access to few enterprise managers) have the access and LOB managers) have the access LOB managers) have the training; Also they do not and ability to use of majority of access and ability to use mobile applications ability to use basic set of mobile enterprise applications have access to enterprise applications mobile enterprise applications  Some employees have access  Prospective users receive  Prospective users receive enterprise applications to use few mobile enterprise  Prospective users receive training training on basic wireless on new mobile applications but not training on new mobile  Employees do not have access applications - the rollout is in applications and also on some issues and new mobile early stages on basic wireless issues applications and are therefore to use mobile enterprise  The end user is involved in the basic wireless issues applications  Prospective users receive  The end user is involved in the more likely to use the rudimentary training on new development cycle but not in the application and to contribute  No training is given to feedback phase development cycle and also prospective users mobile applications towards process improvement  Mobile applications are being sometimes in the feedback  The end user is engaged early  The end user is not engaged in  The end user is sometimes phase involved in the development enhanced with some mobile in the development cycle to the development cycle specific features  Complete redesign of  Mobile applications are cycle understand business  Mission critical enterprise applications in place to take requirements and to ensure replicas of desktop versions  Mobile applications provide advantage of mobile specific almost full capability of desktop applications access is available to best possible improvement in  No mission critical enterprise users; however access to features applications is available to version business process database/documents is not made  Mission critical enterprise  Mobile applications take users  Access to some mission critical applications access is available enterprise applications is available to users advantage of mobile-specific  There is no mechanism to  Alerts, notifications, and approval to users; Also access to some features that desktop deliver alerts, notifications and available to users database/documents is made  Alerts, notifications, and requests, from back-end systems, equivalents cannot offer e.g. approval requests are delivered to many of mobile available to end users GPS for location-aware approval requests, from back-  Alerts, notifications, and end systems, are delivered to device for quick response functions or routing, creating approval requests, from back- new opportunities for process few of mobile device for quick end systems, are delivered to response improvement most of mobile device for quick  Mission critical enterprise response applications and access to database/documents is made available to users "on the go" through a diverse set of mobile devices  Alerts, notifications, and approval requests, from back- end systems, are delivered to any type of mobile device for quick response © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein 46 is not a guarantee of future results, performance or cost savings.
  • Thank You!Source: Benchmarking insights are sourced from SAP Performance Benchmarking. This information is provided by SAP on an "as-is" basis withoutwarranty of any kind, and subject to the "General Disclaimer" and other terms of use stated at http://www.sap.com/company/legal/copyright/. Anyresults or comparisons shown are for general information purposes only and any particular data or analysis should not be interpreted asdemonstrating a cause and effect relationship. Comparable performance on one given key performance indicator does not guaranty comparableperformance on another key performance indicator.
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