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Northeastern Digital Marketing Class:
Postcards from the Edge:
A Marketer’s Perspective
Fred Isbell
SAP SE
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 2Internal
Run Simple. Run Live
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 3Internal
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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 4Internal
Agenda
 Modern Marketing, Digital Marketing & Thought Leadership
 Innovation Adoption & Digital Transformation
 Navigating Innovation & Marketing Technologies
 Resources and Q&A
Modern Marketing, Digital
Marketing & Thought Leadership
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 6Internal
The Era of the “Modern Marketer”
© 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)
© 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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 9Internal
Key Elements of “Modern Marketing”
Source: SiriusDecisions
© 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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 11Internal
What is Digital Marketing? Why is it important?
 Digital marketing is the endorsement
of goods, services, and company
brands through online media channels
(Marketo)
 Digital marketing is an umbrella term
for the marketing of products or
services using digital technologies,
mainly on the Internet, but also
including mobile phones, display
advertising, and any other digital
medium (Wikipedia)
 Why it is important: Today’s
consumers are multi-device and
multi-channel, doing the majority of
their own research online before they
even step foot into a store or speak
to a sales person (Marketo)
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 12Internal
Digital Marketing is becoming “Marketing”
Source: ITSMA, Chiefmartec
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 13Internal
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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 14Internal
The Importance of Story Telling
 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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 15Internal
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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 16Internal
Putting it all together: Thought Leadership & 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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 17Internal
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
Innovation Adoption
& Digital Transformation
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 19Internal
Business & Market Context:
The Pace of Change is Accelerating
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 20Internal
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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 21Internal
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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 22Internal
The Hype Cycle:
Riding the “roller coaster” of innovation
The hype cycle is a branded
graphical presentation
developed and used by
American information
technology (IT) research and
advisory firm Gartner for
representing the maturity,
adoption and social application
of specific technologies.
The hype cycle provides a
graphical and conceptual
presentation of the maturity
emerging technologies through
five phases
Source: https://en.wikipedia.org/wiki/Hype_cycle
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 23Internal
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”.
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 24Internal
Digital Transformation – a Definition
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 25Internal
Digital Transformation:
The common issues we hear
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 26Internal
SAP Digital Business Framework
Navigating Innovation &
Marketing Technologies
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 28Internal
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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 29Internal
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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 30Internal
Innovation Technologies Will Drive
Digital Transformation and Business Innovation
Cloud
Abundance of cost-
effective computational
power and storage
Mobile
The new de facto standard
in business interaction
Social
Connected business
and social networks
Big
Data
Real-time analytics
for behavioral and
predictive insights
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 31Internal
Innovation Technologies:
Cloud Computing
 Software as a Service (SaaS)
 Platform as a Service (Paas)
 Infrastructure as a Service (IaaS)
 Business Process as a Service
(BaaS)
 Public Cloud and Private Clouds
 Collaboration & Business
Networks
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 32Internal
Innovation Technologies:
Mobile Solutions
 Where’s the growth?
Not in Laptops and PCs
-- in Tablets and Mobile
Devices
 Major trends include the
“Consumerization of IT”
and “Humanization of
IT”
 “Bring Your Own
Device” (BYOD)
 A growth engine of the
Internet of Things (IoT)
and Big Data &
Analytics
50,000+
SAP employees equipped
with internal apps
Mobile for Everyone
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 33Internal
Innovation Technologies:
Social Media and Digital Transformation
 Metcalfe’s Law: the value of a
network is proportional to the square
of the number of connected users (a
network’s value grows exponentially)
 A variation Reed’s Law speaks
specifically to the utility obtained
from scaling social networks
 Pull versus Push
 Best Practices: Learn, Observe,
Listen, Jump in and Actively
Participate
 Blurs the line between work and
private life, get used to it, it’s not
going away!
“Social media spending is currently 11% of
marketing budgets and is expected to grow
to 14% in the next 12 months and 24% in
the next five years”
Source: Duke CMO Study 2015
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 34Internal
Innovation Technologies:
Big Data and Analytics
 Navigating the Data and
Information Explosion
 Business Intelligence
 Rise of the Information
Worker
 Real-Time Information
Access
 Big Data on top of Next-
Generation In-memory
Database Technology is the
new “Killer App”
 Dashboards & Predictive
Analytics
 “Brave New World” of Sports
Mr. Data
Brent Spiner
“Father of BI”
Howard Dresner
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 35Internal
The Internet of Things (IoT)
 Massive amounts of data
from peoples, sensors &
devices – and growing
rapidly
 Gartner projects IoT will
increase nearly 30-fold from
about 900 million connected
devices in 2009 to more than
26 billion by 2020
 IDC projects IoT spending in
2015 is expected to exceed
$1.7 trillion and 15 billion
devices and grow to $3
trillion and nearly 30 billion
devices by 2020
Source: IDC, Gartner, SAP 2015
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 36Internal
Innovation Technology at Work: 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
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 37Internal
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 (ands NOT down from last
couple of years as predicted)
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 38Internal
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/
© 2014 SAP SE or an SAP affiliate company. All rights reserved. 39Internal
Discussion and Q&A
© 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

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Fred Isbell SAP Presentation at Northeastern Digital Marketing Class 10-21-16

  • 1. Northeastern Digital Marketing Class: Postcards from the Edge: A Marketer’s Perspective Fred Isbell SAP SE
  • 2. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 2Internal Run Simple. Run Live
  • 3. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 3Internal 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
  • 4. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 4Internal Agenda  Modern Marketing, Digital Marketing & Thought Leadership  Innovation Adoption & Digital Transformation  Navigating Innovation & Marketing Technologies  Resources and Q&A
  • 5. Modern Marketing, Digital Marketing & Thought Leadership
  • 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 What is Digital Marketing? Why is it important?  Digital marketing is the endorsement of goods, services, and company brands through online media channels (Marketo)  Digital marketing is an umbrella term for the marketing of products or services using digital technologies, mainly on the Internet, but also including mobile phones, display advertising, and any other digital medium (Wikipedia)  Why it is important: Today’s consumers are multi-device and multi-channel, doing the majority of their own research online before they even step foot into a store or speak to a sales person (Marketo)
  • 12. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 12Internal Digital Marketing is becoming “Marketing” Source: ITSMA, Chiefmartec
  • 13. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 13Internal 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
  • 14. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 14Internal The Importance of Story Telling  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
  • 15. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 15Internal 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
  • 16. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 16Internal Putting it all together: Thought Leadership & 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
  • 17. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 17Internal 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
  • 19. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 19Internal Business & Market Context: The Pace of Change is Accelerating
  • 20. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 20Internal 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
  • 21. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 21Internal 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
  • 22. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 22Internal The Hype Cycle: Riding the “roller coaster” of innovation The hype cycle is a branded graphical presentation developed and used by American information technology (IT) research and advisory firm Gartner for representing the maturity, adoption and social application of specific technologies. The hype cycle provides a graphical and conceptual presentation of the maturity emerging technologies through five phases Source: https://en.wikipedia.org/wiki/Hype_cycle
  • 23. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 23Internal 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”.
  • 24. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 24Internal Digital Transformation – a Definition
  • 25. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 25Internal Digital Transformation: The common issues we hear
  • 26. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 26Internal SAP Digital Business Framework
  • 28. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 28Internal 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
  • 29. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 29Internal 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
  • 30. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 30Internal Innovation Technologies Will Drive Digital Transformation and Business Innovation Cloud Abundance of cost- effective computational power and storage Mobile The new de facto standard in business interaction Social Connected business and social networks Big Data Real-time analytics for behavioral and predictive insights
  • 31. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 31Internal Innovation Technologies: Cloud Computing  Software as a Service (SaaS)  Platform as a Service (Paas)  Infrastructure as a Service (IaaS)  Business Process as a Service (BaaS)  Public Cloud and Private Clouds  Collaboration & Business Networks
  • 32. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 32Internal Innovation Technologies: Mobile Solutions  Where’s the growth? Not in Laptops and PCs -- in Tablets and Mobile Devices  Major trends include the “Consumerization of IT” and “Humanization of IT”  “Bring Your Own Device” (BYOD)  A growth engine of the Internet of Things (IoT) and Big Data & Analytics 50,000+ SAP employees equipped with internal apps Mobile for Everyone
  • 33. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 33Internal Innovation Technologies: Social Media and Digital Transformation  Metcalfe’s Law: the value of a network is proportional to the square of the number of connected users (a network’s value grows exponentially)  A variation Reed’s Law speaks specifically to the utility obtained from scaling social networks  Pull versus Push  Best Practices: Learn, Observe, Listen, Jump in and Actively Participate  Blurs the line between work and private life, get used to it, it’s not going away! “Social media spending is currently 11% of marketing budgets and is expected to grow to 14% in the next 12 months and 24% in the next five years” Source: Duke CMO Study 2015
  • 34. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 34Internal Innovation Technologies: Big Data and Analytics  Navigating the Data and Information Explosion  Business Intelligence  Rise of the Information Worker  Real-Time Information Access  Big Data on top of Next- Generation In-memory Database Technology is the new “Killer App”  Dashboards & Predictive Analytics  “Brave New World” of Sports Mr. Data Brent Spiner “Father of BI” Howard Dresner
  • 35. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 35Internal The Internet of Things (IoT)  Massive amounts of data from peoples, sensors & devices – and growing rapidly  Gartner projects IoT will increase nearly 30-fold from about 900 million connected devices in 2009 to more than 26 billion by 2020  IDC projects IoT spending in 2015 is expected to exceed $1.7 trillion and 15 billion devices and grow to $3 trillion and nearly 30 billion devices by 2020 Source: IDC, Gartner, SAP 2015
  • 36. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 36Internal Innovation Technology at Work: 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
  • 37. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 37Internal 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 (ands NOT down from last couple of years as predicted)
  • 38. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 38Internal 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/
  • 39. © 2014 SAP SE or an SAP affiliate company. All rights reserved. 39Internal Discussion and Q&A
  • 40. © 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