Project Insight:
Analytic Prototypes
Summary of Findings:
Business Analysis for Category Management
Pipeline Performance Management
Corporate Consulting Team
December 13, 2004
SAP CONFIDENTIAL
Framework for Discussion
Diagram 1 – Business User Segmentation
Business Analysis of Category and Brand
Management for the CFO/Controller and
brand manager roles

Pipeline Performance Management for
Sales Managers, their Managers and Key
Account Manager/Account Executives
High
Expert user (e.g.
business analyst)
Knowledge workers
(e.g. brand manager)
Low

Data producers (e.g.
accounting clerk)
Intensity of interaction
The CCT has partnered with design firm
IDEO for the development of two software
prototypes targeted to the decision support
needs of information consumers and
knowledge workers (diagram 1).
The business scenarios pursued for these
prototypes are:
Information
consumers
(e.g. sales managers)
Executives
Low
High
Flexibility of interaction
This presentation shares the preliminary results
of these scenarios, including the identified short
and mid term opportunities for SAP
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 1 SAP CONFIDENTIAL
Source: CCT
Agenda
What we set out to do
What we did
Pipeline Performance Management
Analysis for Category/Brand Management
Summary of Thoughts: Desirability, Feasibility,
Viability
Appendix: CCT Design Process Insights
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 2 SAP CONFIDENTIAL
Focus: Enable Better Business Decisons Made by
Information Consumers and Knowledge Workers
Scenario
Key
Industries:
Roles:
Purpose:
Rationale:
Analysis for
Category Management




Retail, CPG
Brand/channel manager,
controller, CFO/COO
Deliver an easy to use
interface to extract and
derive personal trend
and comparison analysis
for the customer/product/
channel mix on an
individual and aggregate
level
Strong US foot print in
retail/CPG, multidimensional information
challenge, strong
demand for packaged
analytic software
Pipeline Performance
Management




Information Consumers (1)

Line managers, sales managers and
executives (typically 10-15% of
employees)

Look for easy access to business
information –require limited flexibility

Typically use MS Word, MS Outlook, PDF
files, and web scorecards in daily process

Decision makers for organizational and
process changes

Increasingly less supported by business
analysts
Hi-Tech (Direct Sales)
Account Executives,
Sales Managers, Sales
VPs
Deliver an easy to use
interface to analyze and
manage pipelines, close
gaps, effectively manage
pipeline changes,
prioritize opportunities
and increase sales force
effectiveness
Strong US foot print in
HiTech, multi-dimensional
information challenge,
strong demand for CRM
analytics, competitive
pressures
(1) Source: CCT White Paper – SAP Analytics Strategy
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 3 SAP CONFIDENTIAL
Knowledge Workers (1)

Corporate controllers, marketing campaign
managers, sales operations. (typically
about 10-50% of employees)

Generate insight from business
information within the process in which
they are involved

Typically use MS Excel to gather and
enhance business information

Less inclined to work with databases and
queries

Decision makers for operational changes
Category Management – The Process
Category Performance
& Potential Analysis
Category
Definition
Account Evaluation
& Joint Goal Setting
2
3
1
Performance
Review
Alpha Project –
Enabling the
Category
Management Process
Category Definition
- Account View
4
Account Review
8
Promotions &
Pricing
Assortment &
Placement
5
7
Source: SAP ISM
6
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 4 SAP CONFIDENTIAL
Category Performance & Potential Analysis
The Project Focused on Improving the Access and Utilization of
Information Required to Measure Performance
Category Performance
Analysis
2
Category Performance
Analysis
Syndicated
POS/Scanning
Data
Market Data
This step provides internal (and external) insights and includes
consumer, market, retailer and vendor data. The identified
opportunities determine and emphasize the remaining steps of the
planning process. It also determines the most promising projects.

POS data analysis (e.g. sales (value/quantity), promotional sales analysis)

Retail- & household-panel data (e.g. market share, price analysis, consumer propensity, target
consumer (loyalty, spending))

Socio-demographic analysis (e.g. closure rate, market penetration, basket size analyses, buying
behavior)

Market share/growth reports, gross margin/sales share, assortment analysis (own and
competitors)
Source: SAP ISM
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 5 SAP CONFIDENTIAL
Sales Pipeline Process Flow: Sales Team
Account Executive
qualifies & works on
opportunities
VP/Sales Managers
set targets for year
and quarters
Sales Manager reviews Pipeline for
efficiency and effectiveness
Sales Manager reviews
Pipeline Performance to
targets
Sales Manager
adjusts Forecast
Account Manager
works on advancing
and updating
opportunities
Review sales pipeline and
discuss progress Agree
on and document action
items
Source: Project Team
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 6 SAP CONFIDENTIAL
Areas of Focus =
Pipeline Performance Management
The project focused on making the opportunity pipeline transparent to maximize revenue conversion and organizational
effectiveness related to managing opportunities
VP of Sales
Sales Operations
Manager
Collection
management
Assumptions:
Opportunity data
-exists
-is accurate
...
Order
management
Accounting
Opportunity Management
Commission
management
Lead
management
Activity
management
Supporting
process
Account Executive
Pipeline Performance Management
Performance
management
Customer-related
processes
Sales
Manager
Resource
management
Roles
In focus






View Pipeline stages to identify gaps and bottlenecks
Compare aggregate pipeline to targets
Simulate options for closing pipeline gaps
Analyze stage-to-stage conversion rates and associated root causes
Win/Loss analysis by various dimensions to identify when and how deals were lost, as well as
potential remedies, such as best practices
Evaluate sales team performance
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 7 SAP CONFIDENTIAL
Applying the CCT Design Methodologies
Design
Understand
& Observe
Understand and
Observe
 Observe end users at
SAP, non-SAP, and
analogous sites
 Research the design
problem
 Evaluate SAP and
competitor offerings
 Engage with thought
leaders
 Initial Business Case
development
Synthesize
Synthesize
 Identify unmet needs
and opportunities
 Brainstorm around
design solutions
 Create paper
prototypes, strawman
designs, and
storyboards of early
ideas
 Rapidly iterate
prototypes
Rapid End
User
Feedback
Prototype
Design and Prototype
 Further prototype
design solutions in
design workshops
 Detail visual design
through wire framing
and navigational flows
 Implement visual
design
 Validate with end
users, formally and
informally
 Document highlighted
features
 Produce prototype
Source: CCT
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 8 SAP CONFIDENTIAL
Alpha
Prototype
Alpha Prototype
 Deliver a dynamic
prototype to SAP
Development
 Document product
requirements and
architectural design
decisions
 Present high level
alpha business case
Agenda
What we set out to do
What we did
Pipeline Performance Management
Analysis for Category/Brand Management
Summary of Thoughts: Desirability, Feasibility,
Viability
Appendix: CCT Design Process Insights
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 9 SAP CONFIDENTIAL
CCT Methodology Provides Multiple Sources of Inspiration for
Design
Sources of Input
End-users: experience significant pain
pipeline management tools
 SAP, non-SAP
 Large, Small Customers
Thought leaders: have identified Best
and Next practices and validate the
needs in this area
 Analysts
 Consultants
 Academia
Competitive analysis: no vendor has
an all-encompassing solution
 CRM Vendors
 Traditional BI vendors
 Microsoft
 Niche Vendors
SAP internal: Using BEx and CRM for
internal use
 SAP Sales Ops
 VPs of Sales
 Account Executives
 Solution Engineers
Synthesize Findings
End-user pain points / root causes
Competitor approaches to resolving
pain points / root causes
Analysis of Pipeline Management
Practices
User requirements and
potential SAP solution areas
for 2005 and beyond
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 10 SAP CONFIDENTIAL
Deliverables
Identified Opportunities:
The Leapfrog:
Provide a single tool for managing
pipelines that is intuitive, proactive
and adaptable
Identified Solutions:
1. Pervasive Alerting: Alerts that lead
to the root cause in context.
2. Data Views: Data that can be saved,
modified through filters and
monitored through alerts.
3. Intelligent data: Tools that allow for
exploration of data.
4. Smarter search tools: Tools that
allow users to seek knowledge
(experts, best practices) as well as
data.
5. Actionable representations of
opportunities: Opportunities can be
accessed and viewed in the pipeline
6. Gap Simulation: Iterate how gaps in
the pipeline can be closed
7. Join OLAP and OLTP: Maintain
opportunity data within a data view
SAP Pipeline Performance Management
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
Observations

Targeted for IT and Power
Users to build custom
reporting

Offers the ability to create
a wide range of analytic
web applications

Lack of user-friendly tools
that support Information
Consumers to personalize
analytic reporting


No graphics and
table in same views

Views are predefined by IT

Lack of user defined
dashboards

System response
time sluggish
Opportunity Pipeline as in IDES CRM 4.0
Limited integration with
MS Office, and other PC
tools
Source: IDES – CRM 4.0, Project Team
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 11 SAP CONFIDENTIAL
Final
Prototype
Sales Analytics – the Competition
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
Compelling display of sales
pipeline
Printing and modifying easily
accessible
Not clear how easy this is to
personalize
Easier to read table format
Simple to access and
modify
No overload of data
Source: Competitor Web-Site Review
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 12 SAP CONFIDENTIAL
Findings Were Revealed Through End-User
"Deep-Dives” and Validated in “Shallow Dives”
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
Understand User Interaction Requirements around Pipeline
Performance Management for Direct Sales in the High-Tech Industry
Who?
What?
Non-SAP
Customers
SAP Customers
Non-CRM
SAP Customers
CRM
* Using CRM Pipeline
Management
Observe end-user interaction:
 Process Flow
 Communication Flow
 Tools used
 Actions performed
 Pain Points
* Using CRM Pipeline
Management
39 Total End
User
Observation
s
* Analogous observation
Focus On :
Account Executives
Sales Management
Sales Operations
Deep Dives
Shallow Dives*
8
15
8
* Still in progress
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 13 SAP CONFIDENTIAL
2
10
1
Final
Prototype
Gaining Empathy for the End-User
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
What We Did




Voice of the End-User
Focus on Pipeline and Opportunity Management
Observations at the participant’s work station
Where allowed, digitally recorded the observation
User observations of SAP and non-SAP sites
Photo Removed
Lessons








Overcome barriers to seeing end users: both from SAP and from
customers.
Don’t underestimate prep and interview time; don’t rely only on clients
Observe in pairs
Engage in in-context conversions, not a formal interview
Jumpstart the conversation with quick Q&A
Document the experience with digital media, and/or other tools
Look for interaction with tools used for topic at hand (ie Blackberry,
Daytimers)
LISTEN – do not jump to conclusions
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 14 SAP CONFIDENTIAL
Final
Prototype
Insights of Business Users
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
1. Current tools slow users down
and take time away from value
added tasks.
2. Users rely on Excel, Outlook,
the phone & face-to-face
interactions, not SAP CRM.
3. If the system has no perceived
value, it is less likely to be
used. If it is not used then the
data cannot be reliable.
“Users often perceive
SAP as meaningless
numbers and return to
Excel for processing…”
Photo Removed
-xxxxx, Senior Director
xxxxxx
“I don’t bother to look into
the details. I delegate that.
I prefer to sit down with my
employees and explain what
I want.”
Photo Removed
- xxxxx, VP Sales
xxxxxx
“If you put data into the
system, you need to be able
to get it out.”
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 15 SAP CONFIDENTIAL
- xxxxx, Senior Manager
xxxxx
Photo Removed
Insights of Business Users cont’d
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
4. Sales Managers spend a lot of
time adjusting data, not
analyzing or strategizing.
5. Corporate culture and
personal style have not been
taken into consideration by
today’s systems.
6. Rather than presenting users
with a wealth of data but no
way through, the system
should provide proactive user
guidance with true support.
“I don’t add value in doing
reports manually. I add
value in analyzing the data.”
Photo Removed
- xxxx, District
Marketing Manager
xxxx
“How much you go off the
software system versus the
verbal varies by the company
culture and the manager within
the company.”
PhotoUnavailable
Removed
Photo
-xxxx, Division Manager Sales
Operations, xxxx
“Software should make life easier
for the Sales Executive ...with
explanations and suggestions for
fixing shortfalls”
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 16 SAP CONFIDENTIAL
- xxxxx, Partner
CRM Practice
xxxxxxx
Photo Removed
Guiding the Prototype Design - Pipeline
Performance Management
Design
Principles
Guide Users
Description
Approach
Provide users alerts that help them find
information to resolve the problem at
hand easily with contextual tools such as
views, or what-if analysis.



Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
Contextualized alerts
Views, which are windows onto specific
data intended to answer a questions
Simulations offering suggestions to key
analytical issues
Prioritize
Information
Present user with relevant information,
provide visual indicators to help prioritize,
and progressively disclose more detailed
data. Aid the user in the search for data.
Efficient Flow
of Work
Recognize that the user wants to get in
and out of the system and accomplish his
task as quickly as possible and needs
tools that aid him this need.

Report templates that are collections of
views that can be refreshed and exported
Provide an easy to personalize interface
and intelligently pre-configured analytical
tools with the option to customize.

Flexible but sophisticated filters within a
view allowing for change of parameters
Customizable analytics home page
Scrapbook
Adaptable Tool




Reliable Data
Allow changes to data right within a data
table, focusing on key fields only.
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 17 SAP CONFIDENTIAL

Opportunity briefing card
Exploratory analytics that allow users
to find things when they don’t know
what they are looking for
Opportunities are accessible and
actionable within the pipeline
Prototype – Analytics for
Brand/Category Management
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
What to look for in the Prototype:
The number of touch points where analytics
help the user answer one of 3 primary
questions:
Where am I?
How did I get here?
What am I going to do about it?
Click Here to Start
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 18 SAP CONFIDENTIAL
Final
Prototype
Informal End User Testing –
2nd
Cycle
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
2 EFS Campaigns started on 12/6
Sales Manager View of the Prototype
Account Executive View of the Prototype





Synopsys
Intel
SAP
Molex
McKinsey
Face-to-face customer visit at Infineon: “Closing
View is very realistic for us – we’d like to see
this on the home page”;
“ Really like the combination of a list and the
ability to change the opportunity from within
one screen”.
“ Would use a tool such as the commonality
analysis for Win/Loss reporting.”
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 19 SAP CONFIDENTIAL
Final
Prototype
Agenda
What we set out to do
What we did
Pipeline Performance Management
Analysis for Category/Brand Management
Summary of Thoughts: Desirability, Feasibility,
Viability
Appendix: CCT Design Process Insights
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 20 SAP CONFIDENTIAL
CCT Methodology Provides Multiple Sources of Inspiration for
Design
Sources of Input
End-users: experience significant pain
with data management tools
 SAP vs. non-SAP
 Large vs. Small Customers
 Different industries
Thought leaders: have identified Best
and Next practices and predict growing
customer demand
 Analysts
 Consultants
 Academia
Competitive analysis: no vendor has
an all-encompassing solution
 Industry focused vendors
 Traditional BI vendors
 Microsoft
 Information Service Providers
SAP internal: Using BEx and BW for
internal use
 SAP Controlling and Planning
 Product management
 Account Executives
Synthesize Findings
Deliverables
End-user pain points / root causes in
the category management process for
selected companies/industries
Identified Opportunities
The Leapfrog:
Transfer the Power of Information
Access from IT to the End-User
Competitor approaches to resolving
pain points / root causes
3 pillars of the analytic lifecycle:
 SEARCH
 INSIGHT
 SHARE
Analysis of Category Management
Practices
User requirements and potential SAP
solution areas for 2005 and beyond
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 21 SAP CONFIDENTIAL
Use Cases in Prototype
 Intuitive search capabilities
 User-centered data management (i.e.,
graphing, mutli-dimensional analysis,
adding metrics, etc.)
 Collaborative Workspace
SAP Category Management
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
Observations

Targeted for IT and Power
Users to build custom reporting

Offers the ability to create a
wide range of analytic web
applications

Lack of user-friendly tools that
support Information Consumers
ability to build their own analytic
reporting


No graphics and tabular
data in same views

Tabular display is only
available in ½ the screen

Views are pre-defined by
IT

Lack of user defined
dashboard integration
SAP’s offering is a tool-kit
instead of a solution resulting in
longer implementation project
cycles
Source: IDES - Category Management Demonstration, Project Team
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 22 SAP CONFIDENTIAL
Final
Prototype
Industry Focused Offerings
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
IRI – Demand Drivers

Targeted for the Information
Consumer

Simple graphics of
difference performance
views

Ability to create user
defined views with simple
drop-downs

Thumbnails of alternative
reports offers
 Cockpits / Dashboard
feel
 Wizard-based
visualization
Web-enabled interface

Source: Competitor Web-Site Review
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 23 SAP CONFIDENTIAL
Retek

Targeted for the Information
Consumer

Combines tabular and
graphic data in the same
view

Makes use of color-coded
indicators

User-defined chart
capabilities
Findings Were Revealed Through End-User
"Deep-Dives” and Validated in “Shallow Dives”


Developed insights through 8
deep-dives
 Identified candidates based
on industry, size, and
geography (US focused)
 In addition to target
observations, analogous
observations are
conducted as a source for
key learning
 Several days of
preparation, iteration and
synthesis
 Each visit involves direct
one-on-one end-user
interaction with several
participants
 Broad range of
perspectives including
brand/category managers,
marketing, and controllers
 Identified process,
systems, pain points and
potential solutions
Validated and refined insights
through 14 shallow-dives
SAP
Customer(1)
Focus
Deep-dives
Target
Observation
Kraft
P&G
General Mills
Ulta Cosmetics
Warner Home Video
Clorox
Colgate-Palmolive
No
Yes
Yes
Yes
McKesson
Yes
Analogous
Observation
Interviews:
Details in Appendix
(1) Running applications supporting the use case
Note: Approaches, interview guides and findings are documented in backup materials
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 24 SAP CONFIDENTIAL
25
No
Yes
Yes
Design
Understand
& Observe
Final
Prototype
Synthesize
Rapid
End User
Feedback
Prototype
SAP
Customer(1)
Shallow-dives
Ace Hardware
Beltramo’s Spirits
Whole Foods
Kellogg's
Wrigley
Miller Brewing
Con-Agra
Office Max
Sanford
No
No
No
Yes
Yes
Yes
Yes
Yes
No
City of Palo Alto
McDonalds
IDEO IT
SAP Finance
SAP Sales
No
No
No
Yes
Yes
43 Total
Observation
s
18
Gaining Empathy for the End-User
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
What We Did





Voice of the End-User
Research on brand/category management
End-User observations at the participant's work
station
Where allowed, digitally recorded the entire visit
User observations of SAP and non-SAP sites
Conducted “analogous” observations to immerse
oneself in the problem and broaden the definition
of competition
Photo Removed
Lessons







Overcome barriers to seeing end users: both from SAP and from
customers.
Don’t underestimate prep time; don’t rely only on clients
Observe in pairs
Engage in in-context conversions, not a formal interview
Jumpstart the conversation with quick Q&A
Document the experience with digital media
Look for real-life use; demos are not enough
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 25 SAP CONFIDENTIAL
Final
Prototype
Insights of Business Users
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
1. SAP is not the center of the
universe for any users.
2. By default, Microsoft Excel
is the primary tool & operating
environment.
3. User roles are much more fluid
than segments might suggest.
“SAP? What’s that? I
don’t even know if I use
that…”
Photo Removed
- xxx, Design Manager
xxx
“Excel is not a
professional analytics
tool…It’s a spreadsheet.”
Photo Removed
- xxxx, Executive
Director, Data Mgmt
xxxxx
“When I’m digging into
information, I’m always
repackaging it.”
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 26 SAP CONFIDENTIAL
- xxxx, Category Market
Intelligence Mgr.
xxxx
Photo Removed
Insights of Business Users cont’d
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
4. SAP has a large library of
tools, but no real “offering.”
“If a software vendor tells us
they can do data integration,
we assume the vendor
doesn’t know what they’re
talking about.”
Photo Removed
- xxx, Sr. Analyst
xxxxx
5. Analytic solutions requiring
ongoing IT-based
configuration
are not competitive.
6. Current analytics tools make it
difficult for users to be
strategic instead of tactical.
“If it takes more than 10
minutes to create a report
then there’s something
wrong with the tool…or
there’s something wrong
with you.”
Photo Removed
-xxxx, VP, Category Mgmt.
xxxxx
“To be honest, BEx is
horrible to use for business
users.”
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 27 SAP CONFIDENTIAL
- xxxx, Sr. Analyst
xxxxxx
Photo Removed
Guiding the Prototype Design – Analytics
for Category Management
Design
Principles
Automation
Reassurance
Description
Approach
Automate routine processes to enable
focus on analysis and strategy, rather
than on the gathering and sorting
of information.

Provide relevant feedback to instill trust in
peoples' interaction with the data source,
as well as increase their trust in the data
itself.





Flexibility
Recognize that people transition between
roles. Design access and manipulation
of data that is as fluid as their roles.

Access
Give people permission to leverage
several information sources from a single
tool.
Sharing
Promote collaboration by creating a tool
that anticipates the exchange of
information and packages it appropriately
for internal and external sharing.
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 28 SAP CONFIDENTIAL







Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
Search Status Updates
Scale-to-Fit Information
Report Presentation Tool
Backtracking
Making Data Points Visible
Smart Saving
Smart Filtering
Personalized Dashboard
Simple Search
Workspace vs. Scrapbook
Annotation Notes
Anchored Workspace
Activity Timeline
Attaching Relevant Files to Graphs
Final
Prototype
Prototype – Analytics for
Brand/Category Management
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
What to look for in the Prototype:
The number of touch points where analytics
help the user answer one of 3 primary
questions:
Click Here to Start
Where am I?
How did I get here?
What am I going to do about it?
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 29 SAP CONFIDENTIAL
Final
Prototype
Informal End User Testing –
2nd
Cycle
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype



What We Did
Validation of scenes from near-final prototype
Tested for visual appeal, understandability and
relevance of solution with EFS
Extended focus to select deep dive and shallow dive
customers
Deep Dive
Shallow Dive
Colgate-Palmolive
Clorox
General Mills
P&G
Ulta Cosmetics & Retailing
McKesson
Warner Home Video
Kellogg
Wrigley
Office Max
Miller Brewing
Con-Agra
Preliminary Results(1)
I think your on the mark
with this - flexibility is the
key - and I think there's a
ton here. - Dan, General Mills
Overall pretty good but if a
manager level screen there
needs to be more about
who is doing what
- Malcolm, Colgate-Palmolive
(1) Scores as of 11/16/2004
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 30 SAP CONFIDENTIAL
Agenda
What we set out to do
What we did
Pipeline Performance Management
Analysis for Category/Brand Management
Summary of Thoughts: Desirability, Feasibility,
Viability
Appendix: CCT Design Process Insights
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 31 SAP CONFIDENTIAL
Successful Design Needs to Address Three Major Criteria:
Desirability, Feasibility and Viability
Does the user
research
support a high
level of End
user demand?
Desirability
Feasibility
Viability
From the
technology
perspective,
are we able
to build it?
Only when all
three criteria
are met, will
the product
or solution
design be
successful
Is there validation that
the marketplace will
value the design?
The project teams created and evaluated both prototypes according to those three
criteria*
* Detailed findings are available as a separate document
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 32 SAP CONFIDENTIAL
Desirability: End User Research Indicates High Demand for Key
Innovations in Both Prototypes
In Analytics for Campaign Management
Desirability

Make the components of the software simple enough to
facilitate independent use

Easy transition from query to analysis to sharing

Create a tool designed to support multiple roles (e.g.,
analyst, marketer, executive, etc.) in the same environment

Empower people to do things on their own, rather than
relying on others to support

Focus on universal interactions around finding, modifying &
packaging information
Feasibility
In Pipeline Performance Management

Viability




Pervasive Alerting: On the desktop, within Outlook and
within the analytics home page
Views: Instances of data that can be saved, modified
through filters, and monitored through alerts
Tools that enhance the exploration of data
Smart search tools that allow users to seek knowledge
(i.e., experts, best practices) as well as data
Actionable representations of the pipeline are accessible
as a briefing card and an opportunity worksheet
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 33 SAP CONFIDENTIAL
Feasibility, Viability: Addressed Through Interaction with Key
Stakeholders in Field and Solution Management
Feasibility: Can we build it?
Desirability

For both prototypes, we have grouped the required
Application and NetWeaver features into three major
categories:
 Currently supported by SAP
 On roadmap and/or prototype available
 Not available and not on roadmap

These findings are validated with the respective
stakeholders in Apps and NetWeaver Solution
management / Development*
Feasibility
Viability: Will the market value it?

The project teams did so far not focus on detailed
business cases for the scenarios

However, as part of the Analytics strategy work, both
scenarios were selected in close interaction with the Field
organization, which indicated high market demand,
especially in the US

A more detailed business impact analysis will be done in
tight cooperation with the respective Solution
management teams
Viability
* Detailed findings are available as a separate document
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 34 SAP CONFIDENTIAL
Next Steps
 Engage



with Solution Management + Development Management
Share outcome/findings of competitor study
Share outcome/findings of end-user interviews
Share use cases
 CCT
and Solution Management to evaluate and prioritize potential
solution opportunities for improving end-user usability, especially in
areas where SAP today has little or nor presence (e.g. flexible
query, flexible graphing, etc.)


Short-term
Long-term
 CCT
and Solution Management to evaluate and prioritize the
leveraging of MSFT tools in overall solution
 CCT
to further synthesize findings from usability scenario in regards
to the PIL and Solution Production processes
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 35 SAP CONFIDENTIAL
Agenda
What we set out to do
What we did
Pipeline Performance Management
Analysis for Category/Brand Management
Summary of Thoughts: Desirability, Feasibility,
Viability
Appendix: CCT Design Process Insights
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 36 SAP CONFIDENTIAL
Gaining Empathy for the End-User
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
What We Did





Voice of the End-User
Research on brand/category management
End-User observations at the participant's work
station
Where allowed, digitally recorded the entire visit
User observations of SAP and non-SAP sites
Conducted “analogous” observations to immerse
oneself in the problem and broaden the definition
of competition
Photo Removed
Lessons







Overcome barriers to seeing end users: both from SAP and from
customers.
Don’t underestimate prep time; don’t rely only on clients
Observe in pairs
Engage in in-context conversions, not a formal interview
Jumpstart the conversation with quick Q&A
Document the experience with digital media
Look for real-life use; demos are not enough
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 37 SAP CONFIDENTIAL
Final
Prototype
Synthesis of Findings
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
What We Did





Synthesized findings from observations into solution
opportunities
Identification of unmet user needs
Conducted brainstorm sessions around design
solutions
Developed initial paper prototypes of early design
ideas
Proposed design directions to explore in the design
phase
Lessons





Synthesize on the road (as well) to tailor future
observations
Use post-its to capture individual ideas — and
regroup as necessary to create new connections
Don’t jump to solutions too soon
Large teams cannot collaborate — divide and conquer
Focus on optimal experience — don’t constrain
yourself to what the current system can do
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 38 SAP CONFIDENTIAL
Scenario & Design Concepts
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
What We Did



Type up a storyboard and interaction flow to
capture essential components
Cut up the printed document to enable quick
and easy rearrangement of the flow itself.
Created wire frames of initial design concepts
Lessons

Make editing a community experience by
making it physical and tangible
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 39 SAP CONFIDENTIAL
Final
Prototype
Informal End-User Testing – First Cycle
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Prototype
What We Did




Personal interviews with original observation
participants to test early concepts
Tested for understanding of business process as
reflected in the storyboard
Tested for validity of design principles
Focused on deep dive customers:
Lessons





Share feedback on early prototype soon after return
Encourage users to annotate their ideas on paper
Use the sessions to spark new ideas
Document the testing session with digital media
Document the feedback with digital media, especially
if you can’t document the actual user testing session
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 40 SAP CONFIDENTIAL
Final
Prototype
Script Writing & Prototype Development
Design
Understand
& Observe
Synthesize
Rapid
End User
Feedback
Final
Prototype
Prototype
What We Did




Developed prototype script with roles and
collaborative processes
Used as roadmap for prototype development
Demonstrated key features identified during prior
iterations
Includes the development of relevant data sets to
support the story
Lessons





Fully develop the story and data sets prior to starting
any development
Multiple people can develop the visual assets,
although only one should develop the interaction
Review for quality early and often – assets are reused throughout the session
Validate with customers as soon as possible – even if
not complete
EFS facilitates this phase
 SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 41 SAP CONFIDENTIAL