Sales Configuration Engine- Business Case
`
`Version -1
`
`Strategic Sales Initiatives - Applications
`Business Plan: Sales Configuration Engine
`
`SAP Confidential
`DATE
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`CONFIDENTIAL- A TIORNEYS' EYES ONLY
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`Page I
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`VERSATA EXHIBIT 2018
`SAP v. VERSATA
`CASE CBM20 12-00001
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`VSAP _01859677
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`Sales Configuration Engine - Business Case
`
`Version - 1
`
`Product Name:
`
`Product Owner:
`
`Product Rollout
`
`Sales Configuration Engine
`
`SAP Technology Development
`
`Business Plan Owner:
`
`Georgia Murray
`
`Approvals:
`
`TBD
`
`Contributors to Business Plan:
`
`Development:
`
`Bemh~dNeumann
`
`SAP America High Tech: Johi1 Zmolek (IBU)
`Heidi Klauser (SBU)
`Jennifer Connolly (SBU)
`
`Marketing:
`
`Randy Burgesss
`
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`4
`1. EXECUTIVE SUMMARY .................................................................................................................
`
`5
`2. PRODUCT OVERVIEW ...................................................................................................................
`5
`2.1 CoP~ FUNCTIONALITY ....................................................................................................................
`6
`2.2. INTEGRATION ...............................................................................................................................
`6
`2.3. ARCHITECTURE AND TECHNOLOGY ...............................................................................................
`6
`2.4. RELEASE STRATEGY ......................................................................................................................
`7
`2.5. PPdC~NG .........................................................................................................................................
`7
`2.6. PdSKS AND ISSUES ...........................................................................................................................
`8
`3. MARKET OVERVIEW .....................................................................................................................
`3.1. MARKET SIZE ................................................................................................................................. 8
`3.2 TARGET MARKETS .......................................................................................................................... 9
`3.3. iV[ARKET POTENTIAL ...................................................................................................................... 9
`3.4 COMPETITIVE ANALYSIS ................................................................................................................ 10
`12
`4.0 OBJECTIVES ................................................................................................................................
`12
`4.1 FINANCIAL OBJECTIVES .................................................................................................................
`12
`4.2 NON-REVENUE OBJECTIVES ...........................................................................................................
`13
`5.0 CORE STRATEGIES ....................................................................................................................
`
`14
`6.0 STRATEGIES TO SUPPORT PLAN ............................................................................................
`14
`6.1 PRODUCT ......................................................................................................................................
`14
`6.1.Pricing ....................................................................................................................................
`14
`6.2 MARKETING ..................................................................................................................................
`14
`6.3 PROFESSIONAL SERVICES ...............................................................................................................
`14
`6.4 TRArNING .....................................................................................................................................
`15
`6.5 SALES ...........................................................................................................................................
`15
`6.6 PARTNERS ....................................................................................................................................
`16
`7.0 SUPPORTING PLAN (ROLL OUT) ............................................................................................
`16
`7.1 LAUNCH PLAN .............................................................................................................................
`16
`7.2 PRODUCT TEAM ...........................................................................................................................
`16
`7.3 ROLL OUT ISSUES ........................................................................................................................
`18
`7.4 LAUNCH PLAN ...............................................................................................................................
`21
`8.0 CRITICAL SUCCESS FACTORS ................................................................................................
`
`21
`APPENDIX A .......................................................................................................................................
`
`21
`APPENDIX B .......................................................................................................................................
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`Sales Configuration Engine- Business Case
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`Version - 1
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`1. Executive Summary
`
`As the leading provider of integrated business systems, SAP has a dominant position in the
`ERP application area including sales and distribution. A sales configuration system
`leverages and extends SAP’s account penetration to include a new user community: the
`sales organization. Through extending and building upon the current configuration
`capability in P,/3, SAP gains new market potential and goes to market with significant
`competitive advantage within the R/3 customer base.
`
`The sales configuration application is expected to expand as a fundamental building block
`in the fast growing customer application market. It provides one of the highest,
`demonstrable Return on Investment scenarios to customers in what is called the SFA or
`TERM market. Providing customers with the ability to handle complexity in the field
`gives them significant competitive differentiation and concrete financial returns.
`
`A sales configuration system increases sales by assisting sales representatives. They
`shorten sales cycles helping the sales representative determine customer need, configure
`viable solutions and book valid orders at the point of sale. They shorten the sales cycle by
`reducing the time required for sales representatives to extract information from
`engineering, manufacturing and sales management. They also increase the customer’s
`confidence level in the vendor.
`
`The product goals are to provide a sales configuration system which runs offline from R/3
`and which reuses SAP R/3 masterdata to minimize any additional modeling needs and data
`conversion needs for our customers. This product should provide flexibility for user
`interfaces and usage scenarios as part of other desktop applications. It should strengthen
`SAP’s competency for this business task.
`
`Sales configuration provides SAP with the ability to establish a presence in the customer
`application or SFA market with an application that not only leverages SAP’s core
`competency with ERP but also leverages SAP’s existing presence at the C level buying
`centers within these accounts.
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`Sales Configuration Engine - Business Case
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`Version - 1
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`2. Product Overview
`
`Sales Configuration Systems (SCS) have been used to configure computers and other
`complex products. There are various types of sales configuration that sales organizations
`require. However, there are two main purposes: configuring products or configuring
`non-product information to help increase customer close rates.
`
`Sales Configuration Systems are necessary for enterprises in three kinds of business:
`
`Selling complex and option rich products such as information technology and capital
`equipment
`Selling basically standard products in a variety of sizes and materials, such as
`windows, doors and furniture
`Selling products for which it is difficult to decide on the particular product, service or
`material such as chemicals, life insurance, investment management, trade promotions
`with the consumer goods industry and contract configuration
`
`ERP Based Configurators
`
`These configurators provide customers with the tools to process customer orders for
`assembled to order or made to order products. They assist in order processing and are
`sold as part of an ERP system. They identify the components or labor needed to
`manufacture the product, determine the selling price, list the manufacturing steps,
`calculate the cost and generate the bills of material. They are complex and do not support
`a wide range of users. They are not typically designed to address the issue of needs
`assessment or interactive capabilities. They do not facilitate a dialogue between the
`customer and the sales person.
`
`Sales-Based Configurators
`
`These configurators are used by the sales function during the sales cycle. A sales based
`configurator assists the sales person at the point of sale with configuring products, pricing,
`services and financing options. Typically, sales based configurators use artificial
`intelligence technologies.
`
`2.1 Core Functionality
`
`The SCE is a new business component fully developed by SAP. It consists of two
`components: a configuration engine without a user interface which is under program
`control and a standard user interface. It is designed to complement and expand upon the
`PJ3 Configurator and was designed in conjunction with a consortium of SAP customers
`interested in continuous support for the improvements of SAP product configuration.
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`Configuration Engine
`
`The SCE provides R/3 configuration capability in a detached or attached mode and is
`intended to be run in a mobile environment and does not require a direct connection to
`R/3. It is designed to provide configuration capability at the point of sale.
`
`The SCE provides enhanced configuration concepts of how to represent a configuration
`and the dependencies of the product modal. It is possible to model freely definable
`special relations such as "connected to" and "contains" Additional new functionality
`includes the concepts of" offers" and" requires" in order to express something.
`
`User Interface
`
`The SCE has been designed as a fully API-based configuration engine which provides the
`customer with the ability to write their own user interface in order to gain added features,
`use the user interface that is supplied with SCE or use SCE as a plug in to other SFA
`applications such as a proposal system. This allows the customer the ability to interface
`directly to an existing SFA environment.
`
`2.2. Integration
`
`SCE utilizes the product model that originates in R/3 and therefore the R/3 product model
`is re-used by creating a knowledgebase containing user specified master data. A
`knowledgebase refers to master data classes, characteristics, value ranges, class
`hierarchies, materials with classification data, configurable Bill of Materials, variant tables
`for value combinations and dependency knowledge for high level sales configuration. The
`knowledgebase is user defined and is downloaded upon request to the sales server or
`laptop through a single button download.
`
`When the configuration is finished, the configuration is read through special API calls and
`it is uploaded to the R/3 Sales Order Create BAPI’s for processing.
`
`2.3. Architecture and Technology
`SCE is written in JAVA which provides platform independence and demonstrates SAP’s
`commitment to stay up to date with new emerging technologies. SCE is part of the new
`R/3 component concept which enables flexible release schedules and a variety of usage
`scenarios.
`
`2.4. Release Strategy
`The SCE is presently in pilot at Steelcase in the U.S. and will be available as a separate
`component to R/3 in the 3.1I release scheduled for (May 1998).
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`Customers who decide to purchase today may begin their modeling work in the current
`release of R/3. Once they upgrade to 3.1I they will get the ability to download this data.
`It will be evaluated to what extent this download functionality can also be provided for
`earlier releases.
`
`2.5. Pricing
`(Final Pending Pricing Committee Approval expected in January 1998)
`
`The recommended approach for SCE pricing is to use the standard SAP "user in a value
`contract" where a user of the SCE would be considered an R/C user.
`
`2.6. Risks and Issues
`The following require focus in order to minimize risk as the product is rolled out.
`(cid:128) Integration with SPE and SFA
`¯ Data synchronization/distribution
`¯ User Interface
`¯ Level of Integration
`¯ BAPI pricing/collection of P,/3 user license fees via CSP
`¯ SPE functionality and availability
`¯
`SCE enhancements vs. R3VC functionality
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`3. Market Overview
`
`The Sales Configuration Systems (SCS) market is a subset and key component of the
`Sales Force Automation (SFA) or Technology Enabled Selling (TES) market as defined
`by Gartner. Futhermore, SCS are moving towards more comprehensive Internactive
`Selling Systems (ISS) and becoming a basic building block of SFA. ISS consists of those
`applications that assist a sales representative at the point of sale. It is comprised of the
`integration of a marketing encyclopedia, sales configuration (including pricing and
`proposal), commissions, and contracts under one common user interface with links to
`order management.
`
`Two years ago, SCS were thought of as systems which helped configure a product.
`Today they are evolving to whatever is necessary to close a deal: configuration, pricing,
`commissions, financials and contracts.
`
`As is indicative of other aspects of the SFA marketplace, there is consolidation occurring
`at a rapid rate as smaller vendors are acquired. Over the last few months, Baan has not
`only acquired Aurum, an SFA vendor but they have recently acquired Beologics who has a
`SCS system. This makes Baan, the first ERP vendor to announce a complete ERP/SFA
`offering. Within the last thirty days, Scopus a vendor with a focus on customer care, has
`acquired CWC who has strong products in the ISS area, including sales configuration.
`
`The market is expected to change dramatically as ERP vendors extend their applications,
`improve user interfaces, add TES functionality and integrate with complementary sotb~vare
`providers.
`
`Leaders will have to offer;
`
`Integration to the back office
`.
`¯ Support mobile platforms
`¯ Robust SCS development maintenance tools
`¯
`Information to guide the configuration and sales process (i.e. pricing)
`¯ A compelling graphical user interface
`¯ Multiple outputs (quotes and proposals)
`¯ Advanced configuration capabilities to solve complex problems
`
`3.1. Market Size
`This market is estimated by Gartner to be a $200 million market in the U.S. for 1997.
`Annual growth is expected to be 15-25% in each of the next three years.
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`3.2 Target Markets
`
`Fi
`
`1:
`
`)er Market Sector
`
`gales Force Automation (gFA)
`
`Sales Pricing Engine
`
`Joint ’Venture Accounting
`
`3.3. Market Potential
`This market is considered by Gartner to be a sweet spot for SAP given that it leverages
`ERP configuration capability of P./3 by extending this functionality to the mobile user.
`There is significant opportunity to demonstrate solid P~OI upon implementation of a SCS
`with sales and extended channels due to the impact on order processing time and
`accuracy.
`
`Based upon the SCE functionality and integration with R/3, the key business drivers that
`the SCE addresses are:
`
`¯
`
`Increases order accuracy for configurable products by empowering the sales
`representative with R/3 configuration capability at the point of sale.
`¯ Reduces cost of maintaining and synchronizing two separate data models since there is
`no need to re-enter contents of the product model stored in R/3. Eliminates the need
`for duplicate master data set up and maintenance.
`Increases sales productivity by allowing customer the flexibility and choice to either
`write their own user interface or plug into their existing SFA environment.
`¯ Sales and manufacturing configurations map perfectly since SCE and R/3 ERP have
`matching data elements.
`
`¯
`
`Potential Customers (SAP America)
`(Insert with input from HiTech SBU)
`SAP America Pilot Customer-Steelcase
`(Insert from Hi Tech SBU)
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`3.4 Competitive Analysis
`Figure 2: Vendors
`
`Sales Configuration Vendors
`
`Challengers
`
`Leaders
`
`Ability to
`Execute
`
`Niche Players Visionaries
`Completeness of Vision
`
`Weakness
`Dist Channel
`Int’l Presence
`Lack of Full
`TES
`Consulting
`Services
`
`SAP Response
`Cost of
`Ownership
`Dual
`Maintenance
`Environment
`
`Company
`Trilogy
`Development
`Corp.
`
`’97
`Revenues $90M
`(est.)
`
`Product Focus
`SCS with
`extended
`capabilities
`(pricing,
`commissions,
`proposal) with
`their Selling
`Chain suite
`
`Calico
`Technolosy
`
`Focus on
`internet based
`
`Strengths
`Market Leader
`Visionary
`Product
`well marketed
`Breadth of
`offering
`Considered Best
`of Breed for SCS
`Presence and
`tight inteR. R/3
`customers
`Leverages D&T
`for
`implementation
`Config.
`Expertise
`Small aggressive
`start up
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`SCS solutions:
`moving towards
`ISS: Good fit
`for small and
`mid-size
`companies
`Wide area of
`focus
`
`Focus on
`industrial
`products;
`Moving
`towards ISS
`Combined SCS
`and MES.
`Vendor of
`choice in auto
`market
`
`Heavily VC
`funded
`
`Strong European
`presence
`
`Engineer to
`Order expertise
`
`Small customer
`base
`
`Integration with
`Call Center APP
`Configuration
`technology
`
`Full Service vs
`Product
`
`Configuration
`technology
`
`Barn
`(Beologics/
`Antalys)
`
`Concentra
`
`Scopus (CWC)
`
`Other Competition:
`
`Oracle Sales & Marketing - Weak Configuration Capability. Primarily extension of
`order processing. Have been seen partnering most frequently.
`
`BT Squared- Start up
`
`Siebel- It is rumored that Siebel will have a sales configuration offering in the first half
`of 1998.
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`4.0 Objectives
`
`4.1 Financial Objectives
`(an analysis of the revenue contribution to SAP America will be completed with the
`assistance of the Finance Department and upon pricing approval)
`
`1998 1999 2000
`
`4.2 Non-Revenue Objectives
`
`¯ Become dominant supplier of sales configuration systems within 3 years
`¯ Become Best of Breed for sales configuration systems
`¯ Prevent further penetration by Trilogy of R/3 customer base
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`5.0 Core Strategies
`
`* Achieve early success by selling to existing R/3 customers
`* Establish credibility in the market by establishing a solid base of reference accounts
`by mid 1998
`* Expand SFA to include SCE
`* Leverage existing sales and delivery channels: Utilize current sales and delivery
`model
`¯ Expand existing sales efforts to include the requirements of the Sales and
`Marketing User
`¯ Target Major Industries
`¯
`Introduce SCE to marketplace as SAP’s first BusinessComponent for SFA
`¯ Promote and package with SPE
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`6.0 Strategies to Support Plan
`
`6.1 Product
`
`6.1.Pricing
`
`* Drive additional users by extending core functionality of R/3 to new user community
`vs. price as a separate component offering from SAP
`¯ Utilize R/C User approach in SAP’s since the user would be accessing the product
`for entering or maintaining an order or a quotation
`¯ Price competitively to gain competitive advantage
`¯ Ensure that BAPI partners do not have a competitive advantage and that pricing
`policy is consistent through channels
`
`6.2 Marketing
`
`¯ Phase I-Gain credibility and proof points among our customers for the SCE who
`will then become references and testimonials as we launch SFA. Promote to
`existing customers through mailings, Corporate messages, press releases, and
`working with ASUG. Establish solid success stories before broad launch.
`¯ Phase H-Stop the bleeding from vendors such as Trilogy and Siebel in our
`Customer base by developing focused campaigns upon announcement of our full
`SFA offering targeted at the R/3 customer base.
`¯ Phase HI-Major Launch of SFA to gain widespread industry mindshare and begin
`to get new business and gain market share.
`
`6.3 Professional Services
`
`¯ Expand expertise of SD consultants to include SCE since it is extension of core
`functionality of R/3
`
`6.4 Training
`¯ Utilize standard SAP SD R/3 training curriculum/materials by building in SCE
`functionality as expansion of P-J3 capability initially
`¯
`Incorporate SCE "training" in ASUG forums
`¯ Workshop for SD consultants who require training before curriculum is
`established.
`¯ Second Phase: As part of SFA launch, build a specialized training curriculum for
`SFA that will include SCE as a component.
`
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`6.5 Sales
`¯
`Identify PE specialists for targeted IBU’s with the target of at least one PE
`specialist per geography and target SBU
`
`6.6 Partners
`¯ Extend SAP’s current strategy and model and build upon our success in
`developing major practices at the Big 5
`¯ Hook the implementation partners in with SCE opportunities by describing the
`entire SFA opportunity with SAP over the next 12-18 months
`¯ Ensure early success/references by involving existing development partner,
`Intellicorp, for early implementations
`¯ Target CSP’s who can increase and expand upon functionality and not create
`competitive threat as SAP expands entry into SFA market.
`
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`7.0 Supporting Plan (Roll out)
`
`7.1 Launch Plan
`
`This roll out plan follows the agreed upon format for an Americas new product launch
`developed by Strategic Sales Initiatives Applications Group and approved by the
`management committee in September 1997.
`
`7.2 Product Team
`
`For the SCE, the roll out product group is comprised of the following:
`
`Georgia Murray
`Bernhard Neumann
`TBD
`
`Roll Out Manager
`WW Development Manager
`WW Product Manager
`
`Randy Burgess
`Jim Reilly
`Allen Brault
`Renate Noone
`Jennifer Connolly
`Heidi Klauser
`John Zmolek
`TBD
`
`7.3 Roll out Issues
`
`Americas Marketing
`Professional Services
`Implementation Partners
`Training
`High Tech SBU
`High Tech SBU
`Global High Tech SBU
`Sales Champion
`
`There are open areas on the team that present risk to the launch. There is no assigned
`product manager for this product. Furthermore, the development effort for SPE, SCE and
`SFA are independent and separate. There are many interdependencies as we go to market
`between these products and their related functionalities and strategies.
`
`The team requires an executive sponsor. The executive sponsor should be the same
`executive sponsor for the SFA initiative which will be rolled out later this year. The
`executive sponsor should be active in reviewing and approving strategies and roll out
`plans developed by this team
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`Marketing is a critical success factor for this product as it relates to the overall SFA
`initiative. It is my estimate that a full time equivalent person will be required as we move
`towards a full SFA launch. The marketing person on the SCE team needs to be the same
`or closely linked with the SFA marketing person:
`
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`Sales Configuration Engine - Business Case
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`Version - 1
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`7.4 Launch Plan
`
`This an outline of the major steps. The deliverable is a full launch plan with final owners,
`and timeframes as a result of input from each member of the product team.
`
`Action
`
`Resources
`
`Owner
`
`Timeframe
`
`Business Plan and Product Strategy
`for Americas
`
`Bernhard
`Neumann
`Product Team
`
`Georgia Murray
`
`December
`
`Pricing Plan
`
`Marketing Plan and Budget for
`SCE to include:
`Event Support for Decision
`Support & Execution Seminar
`¯ ASUG Customer Program
`¯ R/3 Demand Creation
`PR/Analyst Plan
`Sales Collateral
`
`Internal Communications Plan
`SAPNET for Strategic Sales
`Initiatives Applications
`Monthly SSI Update to the field
`Shared Confi folder
`
`SBU-High Tech Plan
`Pipeline
`Target prospects
`Staffing Plan
`Industry Messages
`
`SAP Confidential
`DATE
`
`Bob Dillon
`Pricing Committee
`
`January
`
`Randy Burgess
`
`January
`
`Lisa Reeves
`Bernhard
`Neumann
`Georgia Murray
`
`Georgia Murray
`Bernhard
`Neumann
`John Zmolek
`
`Lydia Cannon
`Lisa Reeves
`
`Georgia Murray
`B. Neumann
`
`Jennifer Connolly
`John Zmolek
`
`Janauary
`
`Anne Fish-CPG
`
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`Revenue Oppty
`Training
`
`Product Development
`
`SCE White Paper
`Beta Results
`Integration plans with SFA
`SCE Beans
`Content for PE Training/demo
`
`Field Plan
`
`Identification PE’s for Pre-Sales
`Prospects
`SBU Plans for target industries
`
`Product Mgmt
`
`Bernhard
`Neumann
`
`December On-
`Going
`December
`
`Sales Champion
`TBD
`
`January
`
`Georgia Murray
`
`January (on
`going)
`
`Sales Tools
`Sales Meeting Jan. 6
`SCE Handbook
`Power Point Sales Presentation
`Demo
`
`Bernhard
`Neumann
`Georgia Murray
`Heidi Klauser
`
`Delivery
`
`Identification of Consultants to
`be trained
`Implementation Partner Plan
`
`Jim Reilly
`AllenBraut
`
`March
`(Versionl)
`
`Support Plan
`Hotline Support
`2"d level support
`
`Training Plan
`
`SAP Confidential
`DATE
`
`Jeff Zimmerman
`
`Product Mgt
`(TBD)
`
`March
`
`Page 19
`
`CONFIDENTIAL - ATTORNEYS’ EYES ONLY
`
`VSAP_01859895
`
`

`

`Sales Configuration Engine - Business Case
`
`Workshop for Consultants
`Add to SAP Training Courses
`
`Bernhard
`Neumann
`
`Renata Noone
`
`Version - 1
`
`February and
`April
`
`ASUG
`Include in agenda
`
`David Glessner
`
`April
`
`SAP Confidential
`DATE
`
`Page 20
`
`CONFIDENTIAL - ATTORNEYS’ EYES ONLY
`
`VSAP_01859896
`
`

`

`Sales Configuration Engine - Business Case
`
`Version - 1
`
`8.0 Critical Success Factors
`
`TBD upon completion of plan after input from product team members
`
`Appendix A
`
`(Functional Product Description for Sales Configuration Engine to be included)
`
`Appendix B
`
`(Sales Configuration Handbook)
`
`SAP Confidential
`DATE
`
`Page 21
`
`CONFIDENTIAL - ATTORNEYS’ EYES ONLY
`
`VSAP_01859897
`
`