1. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 1Internal
Run Simple. Run Live

2. Navigating Digital Transformation –
Meeting the Challenges of the Modern
Marketer
Fred Isbell
SAP SE

3. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 3Internal
Run Simple. Run Live

4. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 4Internal
About Fred Isbell
 Senior Director, Thought Leadership, Planning
and Demand Management for SAP Digitsal
Business Services Marketing
 Joined SAP 2000 as Director North America
SMB Channels Marketing 2000-2004
 Senior Director NA Marketing and Head of
Services Marketing 2004-2012
 Solutions and Services Marketing Compaq
Computer/Digital Equipment Corporation 1988-
2000
 Senior Consultant, Burke Marketing Services
and IRI 1985-1988
 BA Economics & Political Science Yale and
MBA Marketing Duke Fuqua School of
Business; Fuqua Scholar and recipient of 2015
Fuqua Alumni Exemplary Leadership Award

5. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 5Internal
Agenda
 Modern Marketing
 Innovation Adoption 101
 Thought Leadership
 Digital Transformation
 Navigating Innovation & Marketing Technologies
 Resources, Information and Q&A

6. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 6Internal
The Era of the “Modern Marketer”

7. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 7Internal
Modern Marketing is Happening NOW
Source: Scott Brinker @chiefmartec
http://www.chiefmartec.com
Marketing must provide the
“glue” binding different parts
of the company around the
brand promise – and embrace
five key responsibilities:
 Represent the voice of the
market
 Synchronize the customer
experience across all channels
 Be the brand steward
 Capitalize on insights
 Be an integrator and force
multiplier across the company
Source: SAP Customer Engagement & Commerce (CEC)

8. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 8Internal
Modern Marketing Insights & Key Requirements
Marketing’s Shifting Priorities Fundamental Changes in Marketing
Key Drivers
• Buyer Behavior: More prospect interaction is occurring
online, shortening the actual time for sales engagement;
the need for a digital relationship has never been more
urgent
• Marketing Measurement: The global economic crisis
forced marketing to become more measurable,
integrated, and accountable Source: SiriusDecisions
Source: ITSMA
Source: ITSMA
Marketing must Align with SalesBuyers Journey & Resource Optimization

9. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 9Internal
Key Elements of “Modern Marketing”
Source: SiriusDecisions

10. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 10Internal
The “New” Buyer’s Journey Unites and Aligns
Sales and Marketing
How this is different:
 No implicit hand-offs
between sales and
marketing
 Majority of exploration done
on-line before talking to a
sales rep
 Introduces new content
requirements – importance
of mobile-ready content
 Departure from traditional
“Marketing funnel”
Source: IDC 2013 Source: Kapost 2016

11. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 11Internal
The “Secret Sauce” Understanding Buyers Personas
Defining buyer personas helps drive customer-centric innovation and go-to-market strategy
Understand both New and Understood Buyer Personas and develop insights
that drive and inform other activities, including messaging development,
campaign design, content strategy and defining market requirements for
product/solutions innovation

12. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 12Internal
10 Tips for Digital Marketing Success & Modern Marketing
 Think “big issues” when deciding where to focus
 Identify and build out your buyer personas
 Leverage social to find ideal prospects and
accelerate list growth
 Look for new ways to collect data that will enhance
your marketing
 Invest the time to map out your customer journey
 Think multichannel personalization
 Craft content that does more than just ask
contacts to buy
 Double down on improving mobile app
engagement
 Incorporate more video into your marketing mix
 Add value to your transactional emails
Silverpop's "10 Tips for Digital Marketing Success in 2016“: http://bit.ly/1TPLt4b

13. Innovation Adoption 101

14. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 14Internal
Business & Market Context:
The Pace of Change is Accelerating
0% 10% 20% 30% 40% 50% 60% 70%
Pace of Change (%)
Q: Has the pace of change
increased for your organization?
No, Not at All Yes, I Think So Absolutely
33%
61%
6%
Source: Incite Marketing Customer Study, 2015

15. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 15Internal
Innovation Adoption 101:
The Model & Segmentation
Innovation Adoption:
 A model that classifies
adopters of innovations
based on their level of
readiness to accept
new ideas
 Innovative adoption
characteristics are
assigned to groups --
all innovations go
through a predictable
process before
becoming widely
adopted.
 The groups consist of
early adopters, early
majority, late majority,
and laggards
Source: dictionary.com
Source: Rogers, G. Moore, MIT Sloan/CAP Gemini
“Crossing the chasm”
Early adopters achieve:
+9% revenue creation
+26% impact to profitability,
+12% market valuation

16. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 16Internal
Innovation Adoption 101:
Time to Innovation Adoption
Source: Rogers, Moore, McKinsey
 Inflection point
(curve begins to
slow) = point of
“critical mass”
 Key -- get there
quickly, whether
users or product
volume, etc
 Failure to “cross the
chasm” (Geoffrey
Moore) or reach
critical mass =
doomed to a
smaller, sub-optimal
market and much
smaller market
share
Source: “No ordinary disruption”, McKinsey, May 2015

17. Thought Leadership

18. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 18Internal
The Importance of Story Telling to Modern Marketing
 Good storytelling helps cut though the
clutter and overload of information
 Storytelling is classic “showing” rather
than “telling” and has a personal
element to it that is linked to the
persona of the target audience
 You tell the audience the story you want
them to hear – not relying upon them to
piece together the elements of the story
 You build a narrative told by you in a
coherent and compelling narrative
 Use the “Pixar format” – a setup, a
challenge and a resolution
Pixar’s Andrew Stanton TED Talk on Storytelling:
https://www.ted.com/talks/andrew_stanton_the_clues_to_a_great_story?language=en
Story Telling Infographic:
http://nurturenow.lookbookhq.com/2016-
nurture-touch-4/infographic

19. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 19Internal
Thought Leadership Two-Minute Drill
Thought Leadership Sits at the Pinnacle of a
Successful Content Marketing Strategy
Source: Forrester 2013
“Thought leadership is not a one man
show .. it is a virtual team and not a
formal organizational structure”
Thought leadership takes a team of the best
minds in the organization (and beyond)
Source: Sirius Decisions
Develop a Thought Leadership Platform
Source: Forrester
SAP Programs Model IDC Buyers Journey Forrester Customer Life
Cycle
Thought Leadership is great storytelling
delivered across the buyers journey and
customer lifecycle w/ focus early on and
mostly in a digital and/or off-line format
Updated 7-11-16
 Definition: A thought
leader is an individual or
firm that is recognized as
an authority in a
specialized field and
whose expertise is sought
and often rewarded
 Timing: Tied to the
awareness and
consideration phase of the
Buyer’s Journey and
(sometimes) pre-demand
generation and always
before purchase phase
 Format: Usually Before a
prospect or customer
engages a sales person,
and often digital in format
Thought Leadership maturity varies from
organization to organization and is dynamic and
consistently evolving; SAP is on the upper-end
of Thought Leadership maturity in our industry
along with IBM, CISCO, and others
ITSMA Thought
Leadership
Maturity
Model
“The purpose and process of thought leadership is widely
misunderstood and misapplied, causing mixed results”
-- SiriusDecisions

20. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 20Internal
SAP Customer Success:
The Digitalist
 SAP platform for Thought
Leadership and
Executive Research
 BLOG contributions from
internal and external
thought leaders
 Executive Quarterly
tablet magazine
 Executive Research
including white papers,
infographics and more
 All shared & promoted
through social media
marketing
 2M+ page views YTD,
900K unique visitors Executive Research
Executive
Quarterly
Tablet
Thought Leadership BLOGS
www.digitalistmag.com
Social Media Sharing

21. Digital Transformation

22. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 22Internal
Why Do We Need to Respond to New Technology and
Innovations?
Bill McDermott
SAP CEO
May 2015
"Innovation has created a
digital economy and
digitization is affecting all
businesses and all industries.
So how do you make this
transition to digital? Simple.
Every business in here today is
in a state of transformation”.

23. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 23Internal
Digital Transformation – a Definition

24. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 24Internal
Digital Transformation:
The common issues we hear

25. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 25Internal
SAP Digital Business Framework

26. Navigating Innovation &
Marketing Technologies

27. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 27Internal
My Information Technology (IT) Journey & Navigation
IBM 3270
Terminal
c.1982
Compaq
“Portable”
c. 1983
Tech
Stack
c.2015
Desktop,
Laptop &
iPAQ PDA
c. 1998

28. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 28Internal
IDC Perspective:
Adoption of 3rd Platform Technologies
Enterprises are using 3rd platform technologies to create value and
competitive advantage through new offerings, new business models,
and new relationships
Source: IDC

29. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 29Internal
Cloud
Abundance of cost-
effective computational
power and storage
Social
Connected business
and social networks
Big
Data
Real-time analytics
for behavioral and
predictive insights
More than 60% of CEOs expect 15-50% of their
earnings growth in the next 5 years to come from
technology-enabled business innovations.
– McKinsey study, 2013
”
“
Innovation Technologies Will Drive Digital Transformation
Internet of Things (IoT)
Machine to Machine communications and sensor-based Data

30. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 30Internal
SAP Customer Success: McLaren

31. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 31Internal
SAP Customer Success: MIT
Migration to Suite on HANA in the HANA
Enterprise Cloud (HEC) builds foundation
for
 Real-time access to transactional data
 HANA Cloud Platform (HCP)
 SAP Fiori
 SAP S/4
Enable a flexible staffing model to rapidly
gain access to specialized technical skills
and quickly respond to community needs
 Enable staff to focus on MIT-specific,
differentiated needs
 Disaster Recovery (DR) availability outside
of Boston metro area
 Improved performance

32. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 32Internal
SAP Customer Success:
NHL.com
Real-time Statistics w/ SAP HANA
Enterprise Cloud (HEC):
 NHL.com powered by SAP HANA
Enterprise Cloud, SAP analytics and data
visualization
 Goal: increase fan engagement &
deepen loyalty
 Includes new design, introduction of
enhanced statistics & visualization
capabilities
 Playoff prediction tool/bracket challenge
 Strong results:
• 98 years worth of NHL statistics
• 25% increase in new visitors since the
new stats section was launched
• 45% increase in time and engagement on site
NHL Customer Testimonial Video

33. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 33Internal
SAP Customer Success:
Internet of Things (IoT)
 Kaeser Kompressoren –
air as a service
 Mercedes-AMG – engine
testing in real-time linking
testing applications to SAP
analytics
 CenterPoint Energy --
smart metering for a North
American leader in energy
distribution
 Honda R&D -- connected
cars & using sensors and
IoT for a sense-and-
respond paradigm to
increase efficiency

34. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 34Internal
Navigating the Marketing Technology Landscape
Focus your Learning &
Development upon:
 Customer Relationship
Management (CRM)
 Marketing Automation
 Marketing Dashboards
 Digital Media
 Big Data and Analytics
 Data Visualization
 Predictive Analytics
Source: Scott Brinker @chiefmartec
http://www.chiefmartec.com and Lumascape
 The number of marketing solutions doubled year over
year (YoY) -- 3,874 marketing technology solutions
 ~3,500 unique vendors
 Up from ~350 in 2012 my first Fuqua Marketing
Conference

35. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 35Internal
SAP is a long-time trusted leader
in transforming businesses

36. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 36Internal
Upcoming SAP Events at Fuqua
 SAP Corporate Education
Session sponsored by
the Fuqua Marketing
Club – Tuesday
September 20th 6:00 PM
 AWIB Women in
Technology Breakfast
Wednesday September
21st
 SAP Keynote at Fuqua
High Tech Symposium
Wednesday September
21st
 SAP Recruiting Session
Thursday September 21st
1:30 PM

37. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 37Internal
Resources & More Information
 SAP.com: www.sap.com
 SAP Community Network (SCN):
scn.sap.com
 SAP Digitalist: digitalistmag.com
 SAP Digital Business Services on
sap.com:
www.sap-digital-business-
services.com/

38. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 38Internal
Discussion and Q&A

39. © 2014 SAP SE or an SAP affiliate company. All rights reserved.
Thank You!
Fred Isbell
Senior Director,
SAP Digital Business Service Marketing
fred.isbell@sap.com
www.sap.com/services
Twitter: Fmisbell
Facebook: Fred M Isbell
Linked In: www.linkedin.com/pub/fred-
isbell/0/827/903Edit