Simplify IT – IT e-zine

Simplify.IT
©2015SAPSEoranSAPaffiliatecompany.Allrightsreserved.
IN THIS ISSUE, SEVERAL EXECUTIVES FROM ASR GROUP SHARE HOW SAP IS HELPING
THE COMPANY SIMPLIFY ITS COMPLEX SUPPLY CHAIN AND ENTERPRISE PROCESSES.

Simplify.IT
Table of Contents
4 ASR Group: Running Simpler Is
Pretty Sweet
6 How to Get Started
(and Stay Successful)
in the Cloud
8 The Digital Economy Is Not a
Choice – It’s an Imperative
10 Disrupt or Be Disrupted
in the Digital Economy
12 The CIO-CMO Relationship:
Four Steps for Effective
Collaboration
14 Three Guiding Principles for B2B
Omnichannel Commerce Success
16 Considering SAP HANA?
Here’s What You Need to Know
18 Why the CIO Must Own
Data Discovery
20 The CIO-CDO Partnership:
Collaborating to Drive
Critical Growth
22 Simplify Enterprise Resource
Management with Business
Networks

3
In this issue, several executives from ASR Group, one of the
largest sugar refiners in the world, share how SAP is helping the
company simplify its complex supply chain and enterprise
processes.
Dan Kearnan, senior director of marketing for SAP HANA® Cloud
Platform at SAP, discusses the best way to get started and stay
successful in the cloud. Robert Enslin, president of global customer
operations at SAP, talks about how the digital economy has
evolved into an imperative for most companies. Si-Mohamed
SAÏD, global vice president of product marketing for SAP® S/4HANA
and the SAP Fiori® user experience, continues the digital economy
discussion with further insights on surviving the disruption that
comes with this new economic wave. Bernard Chung, senior
director of CEC solution marketing at SAP, shares how C-level
executives – namely, CIOs and CMOs – can work together more
collaboratively for the common good of their goals as well as
the company’s. Then, we take a look at omnichannel commerce
with the three guiding principles of success in an article from
Wendy Cismoski, senior director of global cloud marketing at
SAP. If you’re wondering if SAPHANA is right for your organization,
Tom Kurtz, vice president of strategic initiatives for SAP HANA
services, created a primer that examines how to leverage the
power of this platform. Nic Smith, senior director of analytics at
SAP, addresses the hot topic of data ownership and why the CIO
should be the one in charge. Madhur Aggarwal, chief operating
officer at SAP Digital, explores C-level collaboration as well, this
time with the focus on the partnership between CIOs and the
emerging chief digital officers (CDOs).And finally, Ceylan Thomson,
director of audience marketing and business networks from
Ariba, an SAP company, wraps up this issue with insights on how
business networks can simplify enterprise resource management.
Welcome to the latest issue Simplify.IT

4
Simplify.IT
Businesses around the
world are seeking ways to
simplify – and they are using
the cloud and solutions from
SAP to help them do so.
ASR Group International, the largest
vertically integrated cane sugar refiner
in the world, is one of these companies.
Through its worldwide affiliates, it
produces branded and private-label
sugars, sweeteners, and syrups. These
products are found in the grocery, food
service, industrial, and pharmaceutical
channels in the Americas, Caribbean,
Europe, the Middle East, India, and Asia.
The company procures raw sugar from
40 different countries and has an exten-
sive product line that is sold through five
different sales channels. Each of these
channels has its own supply chain, which
leads to a need to simplify.
DIVERSITY LEADS TO COMPLEXITY –
AND THE DESIRE FOR SIMPLIFICATION
Don Whittington, vice president and CIO
of ASR Group, says that because the
company sells through many brands and
channels, the company is diverse and
that makes it complex. “We have to be
five different types of companies, with
five different supply chains.” He adds that
with the help of SAP, the company “has
been able to take a complex enterprise,
an even more complex supply chain,
and complexity around its information
systems and make it simple.”
Doug Romain, vice president of the global
supply chain at ASR Group, notes that
simplification is providing the company
with more standardized processes.
This is allowing people to hit the ground
running and it also allows the company
to get to market faster. “Simplified
processes drive consistency,” says
Romain. “With any supply chain, the
best thing you can have is consistency
because you can predict it, you can
react to it, and you support it.”
TRANSFORMING BUSINESS WITH
REAL-TIME INFORMATION
To reduce the complexity of its enterprise,
supply chain, and information systems,
ASR Group uses several SAP solutions
running in the cloud. These include
SAPBusiness Suite powered by SAP,
SAP S/4HANA, the SAP Cloud for Sales
solution, and the SAP Sales and Opera-
tions Planning application, which is
powered by SAP HANA. The company
also uses cloud solutions for human
resources from SuccessFactors, an
SAP company.
According to Brian O’Malley, president
and CEO of ASR Group’s U.S. sales and
marketing company, Domino Foods,
“SAP has certainly been transformative
to our business.As our business has
become more and more complex, SAP
has helped us to simplify that business.”
O’Malley adds,“Before SAP Cloud for
Sales, there would be no real-time sharing
of information. Now, that information is
available online for anybody to look at it
on an as-needed basis.”
O’Malley also appreciates the aggre
gated information that everyone in the
company – from people in its innovation
center to it salespeople – can now access
in real time. “SAP Cloud for Sales is
definitely giving us more insight into the
entire portfolio of sales leads we have.”
The benefits of information sharing are
also clear to Gregory Smith, the senior
vice president and CFO of ASR Group.
“SAP Cloud for Sales will enable us to
engage in a much quicker manner with
our customers to identify and solve their
problems in a much more rapid fashion,”
says Smith. As a result of this, Smith
notes that the organization will be able
to carry out the company’s sales mantra,
which is to “delight the customer.”
Rob Glickman
Vice President, Cloud and
Line-of-Business Marketing, SAP
Twitter: @Robissimo
ASR Group: Running Simpler
Is Pretty Sweet

5
MAKING BUSINESS MORE
EFFICIENT – AND EFFECTIVE
SAP S/4HANA is also helping the
company achieve benefits through
simplification.“SAP helps us be more
efficient because we can eliminate
work – not automate it, but eliminate
it,” notes Whittington. Additionally,
in the finance area, Smith finds that
SAP Business Suite powered by
SAP HANA allows him to access data
in a way he wants to see it, when he
wants to see it. “You’re not tied to
your office – you will be able to do your
work wherever you are in the world,”
adds Smith.
Similar benefits from SAP solutions
are occurring in ASR Group’s human
resources. “Simplified processes are
important in human resources,” says
Petar Andrich, vice president of human
resources at ASR Group.“As we become
a larger, global, and more complex
company, having employee information
through [SuccessFactors] allows us to
be able to really focus in on what our
employees need,”notes Andrich. Solutions
from SuccessFactors are also helping the
company retain talent more efficiently.
“When you retain your top talent, you are
much better at serving the customer,”
Andrich says.
O’Malley summarizes his experience
with SAP with this comment: “We always
relied on various legacy systems that
were all over the map. SAP gave us a very
consistent way to measure our business.”
And Whittington concludes that with
SAP, everything from onboarding new
employees to handling any customer
service issue can run more efficiently.
TO SEE THE FULL ASR
GROUP CUSTOMER STORY,
VIEW THESE VIDEOS:
ASR Group Runs
Simple with SAP HANA
& Cloud Solutions
ASR Group: Selling
over 7 million tons of
sugar annually with
SAP Cloud for Sales

6
As barriers to adoption
continue to fall, companies
are increasingly looking to
the cloud as a new deploy-
ment option to meet their IT
needs. In fact, the increasing
use of the cloud makes it
clear that the companies
reluctant to take this step
will soon find themselves
in the minority.
There are three key benefits that are
driving this transition. First, the sub
scription pricing model for cloud-based
applications makes it easier to manage
budgets while procuring the solutions
necessary for a competitive, forward-
thinking workforce. Second, with the
cloud, businesses have 24x7x365 access
to the latest updates, applications, and
innovations, which helps them remain
more competitive. And finally, the cloud
relieves some of the burdens associated
with managing on-premise solutions.
Consequently, IT departments are
empowered to focus on innovation and
agility, which they can use to take a lead
role in company growth and strategy.
These benefits are universally applicable,
but how to leverage them – in terms of
environments and entry points – depends
entirely on the needs of an organization.
CLOUD ENVIRONMENTS
Companies can typically employ either
a public or a private cloud. A public cloud
generally means that your application is
maintained and hosted by a third party
and that it is upgraded for the benefit
of all customers, not just for one. In a
private cloud, however, the vendor hosts
applications for individual customers,
and applications are optimized and
upgraded on a custom basis.This level
of control and customization is a better
fit for organizations looking to run
mission-critical applications in the cloud.
CLOUD ENTRY POINTS
How your organization begins its journey
to the cloud will depend on which of the
following entry points is most suitable to
your business needs.
Software as a Service (SaaS) – SaaS
applications are prepackaged business
solutions offered in public clouds and
are purchased on a subscription basis.
When you want to find this kind of appli-
cation, focus on finding one that best
addresses the line-of-business needs,
such as procurement, HR, or supply
chain management.
Well-known SaaS solutions, such as
those offered by SuccessFactors, an SAP
company, or Salesforce.com, tend to be
popular with end users.This is because
of their ease of use; as SaaS applications,
they can be accessed anytime, anywhere,
and on any device. They also are quick
to access, so people don’t have to
endure long wait times for on-premise
applications to get up and running.
With these applications, what you see is
what you get – and what everyone else
gets. This type of off-the-shelf solution
offers many benefits but may not be
adequate for complex, highly specific,
or mission-critical needs.
Platform as a Service (PaaS) – For
companies that want to build and run
their own cloud applications, or extend
the functionality of their on-premise
applications to the cloud, PaaS might
be the right choice. It provides an
application development environment
that runs in the cloud, giving companies
more flexibility. It also removes significant
barriers from the development process,
providing the infrastructure and services
that allow customers to more easily build
and host their own applications.
An energy company, for example, may
wish to run analytics on smart meters
to gauge usage and create customer
profiles. By leveraging PaaS, the company
could build a data-driven, customer-
facing application that captures and
analyzes streaming data from the meters
without needing to build and buy the un-
derlying software necessary for support.
PaaS can be particularly powerful in
a collaborative setting, as some
solutions include built-in collaboration
tools to help teams through the testing
and project management process.
Managed private cloud – Many third-
party cloud vendors do more than just
provide the platforms and infrastructure
for building and hosting cloud applications;
they also manage them in a private cloud
environment. Customers retain control
over customization – for example,installing
patches or updates – but turn to a trusted
third party to assume the responsibilities
of day-to-day maintenance.
Moving to a managed private cloud can
provide added resources for overworked
IT departments, making it much easier
to take advantage of the latest back-end
technology.
How to Get Started (and Stay Successful)
in the Cloud

7Simplify.IT
Dan Kearnan
Senior Director, SAP HANA Cloud Marketing, SAP
Twitter: @dkearnan
THE SAP CLOUD PORTFOLIO
Over the last several years, SAP has
moved aggressively to provide a robust
cloud portfolio to meet the needs of
large and small businesses alike, and
we now offer:
• An extensive range of SaaS solutions,
including ones for procurement from
Ariba; for HR from SuccessFactors,
an SAP company; and for travel and
expense from Concur, also now part
of SAP.
• A PaaS solution through the SAP
HANA Cloud Platform, which offers
a means of building and running
applications in the cloud, or extend-
ing existing on-premise applications
in a scalable cloud environment.
• A trusted, managed cloud environ-
ment through the SAP HANA
Enterprise Cloud service for
mission-critical applications.
Your journey to the cloud will be unique,
but SAP is here to help you on whatever
path you choose.
SEE AND FOLLOW
See how organizations
are making their unique
journey to the cloud
here at SAP
You can follow Dan on
Twitter @dkearnan

8
Simplify.IT
The Digital Economy Is Not
a Choice – It’s an Imperative
The digital economy is quickly
becoming a fact of life – and
it’s evident everywhere. More
than two billion people world-
wide are using sophisticated
mobile devices. Approximately
90% of the world’s data has
been generated in just the last
two years. Social networks
allow us to exchange ideas
and rally support for change
with greater ease, speed,
and reach. This year alone,
companies are investing
more than US$1.7 trillion in
initiatives and technology
supporting the Internet of
Things (IoT).
When you consider all of this, it’s no sur-
prise that our personal and professional
lives are undergoing a massive shift. But
when it comes to the business world,
the digital economy is not really about
shifting – it’s about reinvention.
IT’S HAPPENING, WITH OR WITHOUT
YOU
According to a recent Economic
Intelligence Unit (EIU) study, nearly
60% of executives believe “failure to
adapt to hyperconnectivity is the biggest
risk to their organization.” Of those that
see the promise of the digital economy,
the vast majority (86%) view digital
transformation efforts as a positive
influence on their organization. And yet,
approximately one-third still fear this new
era, as they believe the digital economy
presents more threats than opportunities.
Whether companies are on board or not,
the digital economy is affecting not only
individual companies but also world
economies and every industry out there,
including yours. Take a look at these
changes that are already well under way.
Previously stagnant world economies
are blossoming
The digital economy is literally changing
the world. Take Africa, for instance, and
the significant impact of mobile devices
and apps. Mobile payment apps are
helping people overcome the absence of
an established banking system. Doctors
and teachers are using text messaging
to contact more people with limited
communications. And as the use of
smartphones becomes more pervasive,
better access to the Internet will continue
to drive the entire economy.
According to the EIU study, Deloitte
predicts that Internet adoption across
Africa, Latin America, and south and east
Asia has the potential to increase GDP
growth by 72% – leading to 140 million
new jobs. As a result, average incomes
would rise by $600 per head of house-
hold, helping hundreds of millions of
people leave behind a past of extreme
poverty, poor healthcare, and limited
education.
The adoption of hyperconnectivity
is pressuring your industry
If you think your industry is immune,
think again, as almost every industry
is being reshaped individually and
collectively.
Consider sensors in cars. By installing
hundreds of these, automotive companies
are collecting information to improve
everything from customer service to
product design.
Robert Enslin
President, Global Customer Operations, SAP

9
This data is also used by insurance
providers that leverage it to monitor
how well their customers drive, so they
can tailor policy pricing and coverage
accordingly. Financial institutions also
take advantage of this information
to determine whether a customer
requesting a loan is a risky investment.
This shared data from automobiles is
only one example of a microcosm of
the endless possibilities of the digital
economy.
START REINVENTING NOW
Companies that embrace hyperconnec-
tivity to its fullest potential will be the
ones that succeed in this new economy.
With the power of real-time computing,
the decision makers in these companies
will gain actionable insights that help
create sustainable competitive advantage.
And their business users will be able to
rapidly sift through every piece of data
within their reach – no matter the volume,
complexity, or degree of access needed.
To become one of these successful
companies, you’ll need to reinvent your
company and establish a digital core
that binds every piece of information to
people, devices, and business networks
in real time. This form of reinvention
simplifies business collaboration, allowing
employees and partners to accelerate
business outcomes as soon as decisions
are reached. More important, it helps
them access insights anywhere in real
time through a personalized, simple user
experience that does not require a PhD
in data science.
READY TO BEGIN THE JOURNEY?
Some of the world’s leading enterprises
have taken the reinvention leap, including
many SAP customers. Others are just
getting started. If you’re just beginning
this journey and are ready to reinvent,
you may want to consider SAP Business
Suite 4 SAP HANA (SAP S/4HANA), a
next-generation business suite.
It’s a powerful solution that provides
the digital core that’s essential for
companies to build an end-to-end digital
business. It can help organizations
combine the opportunities of the digital
economy with the process simplification
and capabilities necessary to achieve
digital transformation.
With SAP S/4HANA, reinvention is
possible through instant insight
coupled with contextual information
and personalized experiences. And
with scalable, real-time, predictive,
and simulation capabilities, companies
can unlock the power of data to create
the streamlined enterprise that is essen-
tial for success.
This is just a glimpse of what the digital
economy looks like. It’s time to get on
board, whether you are ready or not.
DISCOVER AND FOLLOW
Read more about the
Digital Economy Guide
You can follow Rob on
Twitter @RobertEnslin

10
Simplify.IT
Disrupt or Be Disrupted
in the Digital Economy
The world is rapidly evolving into a digital
economy, and if there was any doubt
about that concept, one can just consider
these numbers:
•• The Ericsson Mobility Report states
that by the year 2020, there will be
9.5 billion mobile subscriptions
worldwide.
•• Gartner predicts that the number
of IoT devices will grow to 26 billion
units by 2020, representing an almost
30-fold increase from 0.9 billion in
2009.
•• Data from the Accenture Digital
Density Index shows that the increased
penetration of digital technologies in
economic activity can significantly lift
productivity and GDP growth. The
report indicates that the impact of this
could potentially drive $1.36 trillion in
additional output in the world’s top 10
economies in 2020.
The reality is that there is an urgent
need for today’s enterprises to drive
their digital transformation, especially if
they do not want to be disrupted in their
industry. In fact, in PWC’s Annual Globe
CEO Survey, 86% of the executives
interviewed say that a clear vision of
how digital technologies can create
competitive advantage is key to the
success of their investments.
COMPLEXITY IS HINDERING
FORWARD MOMENTUM
While the numbers above indicate a
rapidly evolving digital world, the reality
is that many enterprises around the
globe are struggling with how to keep
pace with this change. They are unsure
how to meet the expectations of savvy,
connected customers, and they are
continually scrambling to keep up with
rapidly changing markets that require
fast, immediate reactions.
At the heart of these challenges are
systems that fall short – dramatically
short, in fact – of meeting the demands
of the digital transformation. These
systems, which have morphed over
the years, are far too complex and costly
to support transformation properly –
and they are impeding growth. A global
survey of more than 300 IT professionals
conducted on behalf of CIO Insight in
early 2015 suggests that IT managers
recognize complexity as a major problem
for their organizations. More than half of
those surveyed feel that overly complex
IT systems make it harder to meet cus-
tomer needs, change business processes,
and drive innovative business models.
Those that succeed in the digital economy
will be organizations that understand
the value of technology and the ability
to respond, pivot, and drive change at
the speed of light. The enterprises that
can adapt their technology quickly and
reinvent their businesses while keeping
complexity at bay will be the ones that
take advantage of new opportunities
and thrive in this digital economy.
SIMPLIFICATION IS THE KEY
So what’s the answer? From an SAP
perspective, it’s to Run Simple. To this
end, we are redefining how enterprise
software can create value in a digital
economy. A key example of this is the
recent introduction of SAP S/4HANA.
SAP S/4HANA is a next-generation
business suite built on the most
advanced in-memory computing, the
SAP HANA platform, which incorporates
some of the most modern design princi-
ples with the SAP Fiori user experience
(UX).With SAP S/4HANA, digital enter-
prises can drive instant value across
lines of business and industries with the
ultimate sophistication of simplicity.
Si-Mohamed SAÏD
Global Vice President, SAP S/4HANA and
SAP Fiori Product Marketing

11
In fact, SAP S/4HANA can deliver
massive simplifications (in areas such
as customer adoption, data model, user
experience, and decision making) along
with innovations (such as the Internet
of Things, Big Data, and mobile first).
This powerful combination can empower
companies to reduce complexity and
rapidly transform their businesses.
From a business-value perspective,
this means that SAP S/4HANA creates
unique opportunities to reinvent business
models and drive new revenues and
profits. With this powerful business suite,
enterprises can now easily connect to
people, devices, and business networks
to deliver new value in any industry.
In addition, enterprises can dramatically
simplify their business processes, driving
them in real time and changing them
as needed to gain new efficiencies. And
finally, business users can now get any
insight on any data from anywhere in
real time, from planning and execution
to prediction and simulation. That
means decisions can be made on the
fly with a high level of granularity for
faster business impact.
SIMPLIFYING BUSINESS FROM
THE BOARDROOM DOWN
To see how digital transformation can
change businesses, consider executive-
level decision making. Business leaders
in the digital economy need contextual-
ized, real-time information to make
decisions instantly and drive change for
the future. Today, most of these leaders
are challenged by heterogeneous report-
ing solutions and meetings dominated
by static content.
But that’s all about to change.
Recently, SAP shared its vision for a
“Boardroom Redefined,” an innovation
project that contextualizes the board-
room, places, and devices into a real-time
enterprise experience. A harmonized
view of company operations using real-
time reporting capabilities gives leaders
the ability to instantly understand the
past, predict the future, and drive more
efficient execution.
SAP S/4HANA can empower board-
level discussions with instant insight for
driving real-time business interactions
and fact-based decisions that help
companies lead in the digital economy.
That’s how the power of running simple
drives the digital transformation.
SEE AND DISCOVER
Boardroom Redefined
Learn more about
SAP S/4HANA here

12
Make no mistake about it,
if you are a C-level executive,
you are in your position
because you are smart,
business savvy, and you
excel at what you do.
You may not, however, be great at com-
municating with the other CxOs in the
company – even when you desperately
need each other for your own individual
and departmental success.
Take CIOs and CMOs, for instance.
THE CRUX: OPPOSING AND
SOMETIMES CONFLICTING GOALS
CIOs are constantly looking high and
low for ways to save companies money
through operational and business
process efficiencies. On the other hand,
the job of CMOs is to spend, spend,
spend – and to do so quickly based on
data-driven decisions that outmaneuver
the competition. So it’s understandable
that you, as a CMO, might have a desire
for the latest technology for such things
as real-time social media tracking, Big
Data analytics, or customer experience
nurturing programs. On the other hand,
if you’re a CIO, isn’t it common for
your response to be“sorry, it’s not in
the budget”?
Screech.Time stands still as you face off
and defend your individual C-level posi-
tions – and as one of you tries to keep the
business running while the other tries to
grow the business. Meanwhile, the market
is shifting and the competition is winning
deals left and right.
COLLABORATION MADE EASY
So what’s the answer? The reality is that
both the CIO and CMO faction – and
your individual departments – must
make a concerted effort to work more
collaboratively for the greater good of all.
Here are four easy ways that you, as
sometimes opposing forces, can begin
to communicate better and form a
relationship that works for each of you
as well as for the company.
1. Find common, understandable
language. Every core function within
an enterprise has its own language
that is as commonplace as sliced
bread – within that department, that
is. However, a marketing guru may
not know that an API is an application
programming interface, while a techie
may not know that organic search has
nothing to do with healthy foods. So
your first task, all you CIO and CMO
folks, is to be kind to each other and
speak in language that you can both
understand.
Keep each other’s goals in mind.
Each C-level executive has both indi-
vidual and department goals, which at
first glance may not be in sync. But
once again, let’s be real. You can help
each other succeed – and make each
other look like superstars – once you
take time to understand each other’s
individual goals. Working together is
always more rewarding than being
stuck in no-man’s land due to lack
of compromise. Want even greater
success? If so, then you may even
want to include common IT and
marketing goals and metrics in
your individual and department
incentive plans.
2. Meet frequently. This may depend on
your industry or business, but most
enterprises are changing rapidly as
they attempt to keep up with the pace
of innovation. Why not team together
through regular meetings? They don’t
have to be long, drawn-out affairs; but
they can be concise and informative,
so that each department is continually
on the same wavelength and working
cohesively together. This is also a
great time to collectively brainstorm
on common corporate goals.
3. Have expertise exchanges. If a tech-
nical person doesn’t fully understand
why he or she has to jump through
hoops to set up the back end for a
special marketing program, frustration
may reign. However, if marketing takes
the time to explain that this campaign
could generate thousands of dollars
in revenue for the company within a
short window of time, the techie may
approach the task differently. It works
the other way too. Marketing people
sometimes dream up outlandish ideas
for complicated systems that could
break IT’s budget for the year. How
ever, once the objectives are clear,
marketing and IT can work together
to come up with a solution that is far
more effective and less costly. For
instance, on tasks such as mapping
a customer’s digital journey from
beginning to end, two problem-solving
minds will certainly be more effective
than individual and sometimes
conflicting efforts.
Will these suggestions work? Maybe,
maybe not. But hopefully, they will
stimulate a greater respect and under-
standing between the CIO and CMO
and create a collaborative relationship
that makes everyone a success.
The CIO-CMO Relationship:
Four Steps for Effective Collaboration
Simplify.IT
DISCOVER
Help your line-of-business
colleagues turn every
customer interaction into
valuable engagement to
drive business results with:
The Customer
Journey: A Handbook
for Meaningful (and
Profitable) Engagement.

13
Bernard Chung
Senior Director, CEC Solution Marketing, SAP
Twitter: @marketingissues

14
Simplify.IT
Three Guiding Principles for
B2B Omnichannel Commerce
Success
Guess what? Business-to-
business (B2B) buyers want
the same type of experience
that consumers do when
they make work-related
purchases, But you already
knew that, didn’t you?
Yes, that statement really isn’t a surprise.
So it’s equally no surprise that a recent
Forrester report, “Building the B2B
Omni-Channel Commerce Platform
of the Future,” reinforced this idea.
The report notes that, yes indeed, B2B
buyers do want the simplicity and effi-
ciency online that consumer sites offer.
And it also states that it’s a comprehen-
sive omnichannel experience – with the
combination of consistently low prices,
excellent product service, and broad
product selection – that will ensure
customer loyalty.
If everyone knows this, then how come
everyone is not doing it? The answer is
that the channels – and the technology
that supports them – in B2B organiza-
tions are much more complex than on
the consumer side. Consequently, it’s
not easy for these organizations to build
an effective omnichannel experience –
yet they must figure this out or, says
Forrester, they will fall behind.
The reality is that more than half of global
B2B buyers expect to make 50% of their
purchases online within three years. And
when they do, they will expect consistent
omnichannel experiences that come from
24x7 self-service access and accurate
information. They will no longer accept
disjointed channel experiences or
inaccurate data.
A NIMBLE RESPONSE TO CHANGE IS
REQUIRED
Many B2B companies already have some
sort of commerce strategy and technology
investment in place – but these strate-
gies continually need to shift to stay
ahead of customers’ evolving needs. And
this ability to nimbly respond to change
is the driving force between winning and
losing customers and their loyalty.
So how can B2B organizations deliver a
buying experience – amidst constantly
changing buyer dynamics – with consis-
tency, 24x7 self-service access, and accu-
rate information via any device from
anywhere and from any channel? And how
can they do this while accommodating a
wide variety of suppliers, distributors, and
stores on a single platform – and at the
same time automate sales administration
and increase operational efficiency?
It’s a tall order. But it can be done.
THREE PRINCIPLES FOR
OMNICHANNEL SUCCESS
When it comes right down to it, there
are three guiding principles that B2B
organizations can adopt to ensure that
they are building the best omnichannel
experience for their buyers. And here
they are:
1. Simplify and unify – This is a founda-
tional, core principle to omnichannel
commerce success. To achieve this,
B2B organizations must embrace a
commerce solution that solves data,
process, and touch-point complexity
by eliminating data silos. This kind of
solution unifies all product-, order- and
customer-related data and content on
a single, fully integrated platform. It
also provides a single source of truth
for all customer-facing, front-end
channels and touch points, from online
and in-store experiences to mobile,
print, and social media ones.
By implementing this principle, B2B
organizations can integrate products,
multiple supplier catalogs, inventory,
contracts, customer information,
content, and orders easily into a single
solution.And they will be able to ensure
that there is uniform messaging across
all channels.
Wendy Cismoski
Senior Director, Global Cloud Marketing, SAP

15
2. Engage customers like never before –
Organizations that follow this principle
excel in B2B omnichannel commerce
and deliver a total customer experience
by engaging customers across
touch points in a relevant, contextual
way. These companies provide B2B
buyers with the kind of business-to-
consumer–caliber user experience –
complete with the personalization and
easy-to-use functionality that they
have come to expect.
The platform that drives this kind of
experience will allow buyer-centric
B2B merchandising as well. This
gives B2B organizations the oppor
tunity to take advantage of purchasers’
“triggers,” such as page views, aban-
doned shopping carts, and purchase
histories. And like never before, these
organizations will be able to generate
real-time promotional offers, cus
tomized landing pages, and SMS
messages that drive new revenue
opportunities.
3. Innovate with flexible technology –
By engaging in this principle, B2B
organizations can gain tremendous
agility and flexibility, which will help
them drive high degrees of innovation
and adapt quickly to changing customer
requirements and emerging touch
points. The right technology will also
allow B2B organizations to consolidate
product content on a single platform
and proactively address individual
customer product requests.
An omnichannel commerce platform
can also help organizations in control-
ling operations costs and ensuring
greater customer satisfaction by
consolidating and automating order
and fulfillment processing.
WHY NOW?
To stay viable in today’s dynamic B2B
buyer-seller environment, companies
need to adopt omnichannel commerce
strategies and innovative technologies
– or they will fall behind. It’s a must-have
to be able to simplify and unify customer
interactions and transactions across
all products, brands, geographies, and
communications channels.
An omnichannel commerce strategy that
incorporates the principles outlined here
can boost sales, improve product margins,
and deliver a greater competitive advan-
tage. Most important, it can drive higher
customer retention – which, in the B2B
world, equates to true success.
DISCOVER AND FOLLOW
Learn more here
You can follow
Wendy on Twitter
@wendycismoski

16
Simplify.IT
Considering SAP HANA?
Here’s What You Need to Know
With the announcement of
SAP S/4HANA earlier in
2015, SAP unveiled its latest
business solutions that are
built on the SAP HANA
platform. Now companies
have even more options
for how they can simplify,
accelerate, and innovate
their businesses.
When considering how to use the latest
in-memory and real-time capabilities of
SAP HANA, organizations often wonder
how to get started and what first steps to
take. Here is a quick primer on how SAP
customers typically use this platform to
help their businesses Run Simple.
WHAT’S KEEPING YOUR COMPANY
FROM SUCCESS?
When thinking about implementing
SAP HANA, the first consideration is
actually more of a business decision
than a technology one. Each organization
faces unique challenges in operating
its business efficiently, and there are
different ways to address each of those
with SAP HANA.
As you consider what the best option
for your business might be, the following
questions may help identify a few of your
most challenging business needs:
•• Are you realizing the business insights
you want? Do you have plans to grow
the business but want to keep your
operations lean? Are you looking to
improve the way you deploy your
analytics today?
•• Do you want to run your day-to-day
business processes more efficiently?
If you could make processes specific to
your industry faster, would that change
your business? Would visibility into real-
time demand across various markets
help you focus on the right products?
Or, would access to real-time customer
data improve buyer experiences?
Would better insights help you deliver
better products and services?
•• Would new business processes
benefit your company? Could you
transform your business if you didn’t
have technical limitations? Could a
new purpose-built application be
developed to make this a reality?
Now that you’re closer to identifying the
issues that keep you up at night, you can
start to look at how SAP HANA can help.
Here’s a quick overview of each offering
and how each addresses some of the
challenges above:
•• SAP HANA. When looking for a data
mart that will deliver better insights,
SAP HANA is the right choice. Whether
you want to streamline departmental
data or centralize enterprise informa-
tion, SAP HANA helps companies
process huge volumes of detailed trans-
actional and real-time analytic informa-
tion from virtually any data source.
•• Application accelerators powered
by SAP HANA. These accelerators
can provide your company with a good
introduction to SAP HANA, as they can
accelerate existing business processes
and extend operational reporting
capabilities for databases.
•• Analytic applications powered by
SAP HANA. Here, SAP HANA can
provide you with a content and virtual
data model that will help your company
gain insights that drive better decisions,
performance, and results.
Tom Kurtz
Vice President, Strategic Initiatives,
SAP HANA Services

17
•• SAP Business Warehouse (SAP BW)
powered by SAP HANA. This option
can provide your company with a
complete enterprise data warehouse,
so you can have a single version of the
truth with decision-ready business
intelligence and accelerated data
operations.
•• Applications powered by SAP HANA.
If you want to introduce new business
processes, there are more than 100
SAP applications that are currently
powered by SAP HANA. Each one of
them takes advantage of this plat-
form’s capabilities to deliver key
benefits such as simpler administra-
tion, reduced overhead, and better
business intelligence.
•• SAP S/4HANA. When you are looking
for ways to run business processes
more efficiently, this newest offering
would be ideal. SAP S/4HANA is a
next-generation business suite offered
exclusively on the SAP HANA platform.
It incorporates some of the most
modern design principles, such as
the SAP Fiori user experience for
mobile devices.
READY FOR THE NEXT STEP?
After thinking about the possibilities, the
next step you can take is to dig deeper
into how SAP HANA can benefit your
organization – and what a project road
map might look like.
Oftentimes, customers select a certain
use case where they think using SAP
HANA as a process transformation
engine would be highly beneficial. This
helps companies prioritize projects and
mesh them into an overall transformation
strategy. From there, you can plan and
correlate an implementation of SAP
HANA with other key initiatives already
under way.
It’s also important to consider how your
company wants to deploy SAP HANA.
For instance, you may want to deploy
SAP HANA on premise – or maybe your
company is better served by a cloud-
based deployment or even a hybrid
solution.
IT ALL STARTS – AND ENDS – WITH
THE BUSINESS VALUE
The most important thing to remember
about your journey with SAP HANA is
the business value it can bring to your
company. Implementations of SAP
HANA can deliver speed, power, and
flexibility that address a wide variety of
business challenges. The choice of how
you make this journey is yours.
SEE, DISCOVER, AND
FOLLOW
Unlock the Power of
SAP HANA
Learn more about the
journey to SAP HANA
here
You can follow Tom
Kurtz on Twitter
@thomasjkurtz

18
Simplify.IT
Why the CIO Must Own
Data Discovery
Big Data brings big expecta-
tions. Because with the right
solutions, organizations can
dive into all that data and
gain valuable insights that
were previously unimaginable.
But who owns Big Data?
Within most organizations,
IT leadership is expected to
empower the business to
make sense of the ceaseless
flood of data available to them.
And according to Nic Smith,
Senior Director of Analytics
at SAP, it’s not enough to
simply provide a connection
between reporting tools and
databases. IT must deliver
true business value with
solutions that help the
business to become smarter
about the way it looks at data
and to coax data to reveal
its hidden truths.
Of course, business users expect to access
these insights with Google-esque speed –
which isn’t easy to deliver given the mas-
sive data sets people want to analyze.The
fact is, Big Data creates huge challenges
for CIOs today. But the good news is,
there are solutions available today that IT
can use to empower nontechnical data
consumers to achieve the results they
seek at the speeds they demand.
EMPOWERING DATA CONSUMERS
For example, rather than using tradi-
tional – and notoriously complex –
business intelligence (or reporting) tools,
data consumers can use drag-and-drop
data discovery tools that satisfy their
desire for fast, self-service data analysis.
Data discovery is a far less structured
approach to data exploration that focuses
on discovering hidden patterns and trends,
rather than monitoring and reporting.
Data discovery tools simplify the process
of getting to big insights. So even non-IT
professionals – everyday businesspeople
– can unearth deep insights and data
anomalies and deliver these results in a
highly visual way.These visualizations feed
the human brain’s natural preference for
images; people can process and under-
stand the“big so what”conveyed in a com-
plex image in a split-second – far less time
than it takes to read a report abstract, let
alone an entire report. So they can under-
stand more in less time and make the right
decision or take the right action faster.
RAPID INDUSTRY ADOPTION
Data discovery is such a strong play in the
CIO’s quest to enable the business,because
it delights so many levels of stakeholders
and customers. Dealers for Daimler
Trucks called its SAP Lumira® software
deployment“the best tool Daimler Trucks
has come out with in the past 15 years.”
The National Football League uses visual
data to power complex fantasy football
player analysis for millions of fans.And
the Kolkata Knight Riders of Indian
Premiere League cricket have gone one
step further, using SAP Lumira not only
for fan engagement but also to guide real
match strategies and player acquisition.
These examples not only showcase the
power of data discovery technologies but
also their applicability to just about any
kind of business and industry.
TWO STEPS TO DATA DISCOVERY
SUCCESS
Like any business intelligence initiative,
the success of any data discovery
solution rests on two prerequisites:
•• It must be simple enough for a wide
audience of users to grasp.
•• It must maintain standards of data
integrity and governance so that insights
can be trusted over the long term.
Data discovery elegantly serves the
broadest possible audience by putting
powerful, intuitive, analytical tools in the
hands of every business user – and with
Nic Smith
Senior Director of Analytics at SAP
Businesspeople need
trusted, easy-to-use data
discovery solutions that
empower them to uncover
big insights from Big Data –
all by themselves.
Time to insight is top of
mind for business decision
makers. With the right
data discovery solutions,
this can mean seconds.

19
the right solutions, they can achieve
this goal incredibly quickly. For example,
Honeywell got its “data junkies” up and
running in about 30 minutes. And the
sooner the better; according to Forrester
Research, instant empowerment pro-
motes business and information agility
and gives front-line employees who
understand customer challenges a way
to communicate valuable insights and
opportunities to the rest of the business.
TAKING OWNERSHIP OF BIG DATA
ANALYSIS
Now is the time for CIOs to take owner-
ship of the selection, implementation,
and management of these kinds of visual
data solutions for Big Data discovery.
This oversight is critical to establishing
end-user trust in the tools they use, the
data they are analyzing, and the results
they generate.
When CIOs fail to step up, history shows
us the consequences. And it’s not pretty.
Since the late 1990s and early 2000s,
when given the opportunity, lines of busi-
ness have run rampant with the adoption
of their own siloed analytical tools. The
result is a very scary situation: multiple
versions of the truth within the organi-
zation – and no way to know what’s
accurate, complete, and thus capable
of generating trustworthy analyses.
Moreover, with the exponential growth
of Big Data, most of these BI tools aren’t
even relevant. They were simply never
designed to analyze the massive data
sets we have today. For example, the
performance and visualization capabilities
can’t meet the expectations of today’s
business users. And because these tools
don’t support self-service, they keep
business users dependent on IT to
facilitate data access and analysis.
CIOs first took charge of business intelli-
gence platforms in order to address this
kind of chaos. To avoid repeating history,
CIOs must get out in front of data dis
covery adoption now in order to protect
data integrity and ensure that users are
acting on valid insights rooted in reality.
GETTING IT RIGHT THE FIRST TIME
When CIOs take a managed, trusted
approach to the selection of these
technologies and their organizations’
Big Data, businesspeople using data
discovery tools can have confidence in
the results they generate – and thus
make decisions with confidence. Instead
of creating reports that grow stale almost
instantly, they can create new data
mash-ups at will – with the assurance
that the data sources behind them will
stay fresh and updated. And because
data discovery tools promote self-driven
exploration, IT will get fewer panic-driven
calls demanding a bespoke report by end
of day. Who doesn’t want to avoid those
fire drills?
DISCOVER AND FOLLOW
To learn more about
how data discovery can
impact your business,
read up on SAP‘s bona
fides in this exciting field
from top-tier analysts
and start experimenting
today. I welcome every-
body to download SAP
Lumira, connect it to an
enterprise data source,
and start unlocking new
insights.
Be sure to connect with
me on Twitter, where
we can tell stories with
data together.
Data visualizations can
make hidden patterns in the
most complex and massive
data sets instantly clear.

20
Simplify.IT
The CIO-CDO Partnership:
Collaborating to Drive Critical
Growth
Consumer demand for easy,
on-demand interactions –
both online and offline – is
fundamentally changing
today’s business landscape.
Many credit it to the rise
of the social, mobile, and
networked world. Regardless
of the underlying drivers,
savvy companies are taking
advantage of this shift
toward “anytime, anywhere”
economy by making omni-
commerce a core part of
their strategy. And with this,
we have seen the rise of a
new C-level executive: the
chief digital officer, or CDO.
According to Madhur
Aggarwal, chief operating
officer for SAP Digital, CDOs
represent a new breed of
leadership that blends
technology experience and
entrepreneurial acumen to
drive growth and innovation.
As Bryan Kirschner, director of the Apigee
Institute, told CIO.com: “As mobile tech-
nology and data analytics completely
reshape the business landscape, building
a truly digital DNA is imperative for sur-
vival in today’s competitive app economy.
Many companies are seeking CDOs to
lead this enterprise-wide transformation.”
In fact, Gartner estimates that 25% of
organizations will have a CDO in place
by 2017 – and this number rises to 50%
for heavily regulated industries.
What does this mean for existing tech-
nology leaders? Who owns the strategy
and technology required to drive an
effective, end-to-end omnicommerce
approach? And should CIOs worry about
dividing up boundaries between the CIO
and CDO before there’s even a successful
digital business in place – one with a
foothold in the company strategy?
These are important questions – and
how they are answered will influence how
well these executives will collaborate and
how much they will actually accomplish.
GOING BEYOND COLLABORATION
We’ve all read about how CIOs and CDOs
must collaborate to achieve better results.
Collaboration is critical because while
CDOs may be responsible for orches-
trating the digital strategy across the
company, business initiatives never
operate in a vacuum. At a minimum,
CIOs are responsible for executing on
the technology architecture and overall
IT requirements of a digital business. But
to drive critical growth for the business,
these two C-level executives need to go
one step further and view themselves
as partners.
WHY YOU NEED A CIO-CDO
PARTNERSHIP
Partnership takes collaboration one
step further by recognizing the unique
strengths that each participant brings
to the table and building a common
vision that focuses on shared goals.
Rather than engaging in turf wars, CDOs
and CIOs cement their status as essen-
tial contributors to customer satisfaction
and revenue growth. In today’s constantly
evolving digital economy, a symbiotic
partnership between CIO and CDO is
essential, as neither can succeed without
the other.
CDOs champion many initiatives that
most businesses have yet to focus on,
such as driving incremental revenue
from e-commerce and developing new
digital offerings designed for today’s
consumer.While they must be technically
adept, most CDOs are business leaders
first; if a CDO’s job description looks too
much like the CIO’s, let it be a warning sign
that the company needs to reevaluate the
purpose of the position.
Madhur Aggarwal
Senior Vice President and COO, SAP Digital
Omnicommerce refers to
the various means that a
company uses to interact
with its customers and
carry out transactions.
Whether they are online,
mobile, in-store, or on the
phone with representatives,
customers increasingly
demand seamless and
personalized interactions
with businesses.

21
And in contrast, CIOs need to stay
current on ever-expanding and evolving
technologies to enable the business;
examples include remarketing tools like
SeeWhy, which targets abandoned shop-
ping cart users. In addition, they must be
able to build agile technology organiza-
tions that can quickly scale up or down
as needed to meet business needs. And
finally, they need to foster continuous
improvement and become comfortable
executing in a constantly changing
and evolving technology and business
environment. Because when it comes
to digital, the sand under IT’s feet is
constantly shifting, making it impossible
to know everything in advance.
A CUSTOMER-FIRST MIND-SET
There’s no reason that a CDO’s success
should come at a CIO’s expense. Keeping
in mind that “a rising tide lifts all boats,”
they both need to just stay focused on
finding new ways to serve customers –
for example, by catching up to (and
anticipating) customer expectations and
making an omnichannel, end-to-end
customer experience a reality. Engaging
with people on a one-to-one level has
long been a dream of business, and
CDOs are at the front lines of delivering
this experience.
But for omnichannel strategies to come
to fruition, CIOs are also critical. As sug-
gested in IDC FutureScape: Worldwide
CIO Agenda 2015 Predictions, by 2017
CIOs will own and spend 80% of their
time on critical areas, such as “analytics,
cyber security, and creating new revenue
streams through digital services.”And
with the shift, they will need to evolve the
key performance indicators (KPIs) for
their teams, from delivery schedules to
business metrics focused on outcomes.
In fact, these KPIs are a natural align-
ment point with CDOs, particularly if
the business metrics focus on revenue
growth and customer satisfaction.
Regulated industries, such as insurance
and finance, offer examples of shifting
KPIs for digital business, as well as
successful partnership. A KPI for a
consumer bank may have previously
been scope and budget of delivery or
cost per transaction, but under pressure
to grow, banks have developed new digital
offerings, such as online accounts, to
drive new revenue. CDOs and CIOs are
collaborating using common KPIs, such
as assets under management, to make
this happen.
YOUR NEXT MOVE
Forward-thinking businesses do more
than simply catch up.They are constantly
asking “What will customers want
tomorrow?” As Wayne Gretzky said,
“Go where the puck is going, not where
it’s been.”To move forward, CDOs, CIOs
and other key executives must be in
alignment and acting as partners.
Guided by a growth-oriented, customer-
first mind-set, CIOs should welcome
the arrival of CDOs. Working in tandem,
both will play pivotal roles in leading
their organization through the digital
revolution.
LET’S CONNECT
Be sure to connect
with me on Twitter
@aggarwalmadhur,
where we can exchange
collaboration ideas
and best practices.
If a CDO‘s job description
looks too much like the
CIO‘s, let it be a warning
sign that the company
needs to reevaluate the
purpose of the position.

22
Moving to the cloud: It means great
opportunities across the enterprise
to digitally transform processes and
increase efficiency and agility. But how
does doing business in the cloud change
things for CIOs? For starters, it means:
•• Reduced infrastructure requirements
•• More IT choices made by lines of
business
•• Increased compatibility and security
needs for various technologies and
systems
And while achieving cost savings is
certainly not a new goal for CIOs,
business networks can help you find
new ways to do more with less. Most
enterprises have digitized and integrated
data and processes within the organiza-
tion and with customers – but there
are many ways to gain efficiencies
by connecting, communicating, and
coordinating better with partners.
“Going forward, a key indicator of
business success will be how products
and services are delivered, and how the
financial supply chain is managed,” says
Marcell Vollmer, CIO of Ariba, in a recent
SAPinsider article.
MAKING A STRATEGIC CONTRIBUTION
For the CIO, the cloud offers a chance
to make a significant strategic impact –
as chief integrator. Because a technical
voice and perspective are crucial when
choosing new technology, CIOs are
uniquely positioned and qualified to lend
the right guidance.
“The CIO . . . should be the driving strategic
force behind any technology adoption,”
says Ingrid-Helen Arnold, chief information
officer and chief process officer at SAP in
a recent article. The CIO’s “mandate in
a cloud-connected world is to find a way
to integrate employees, buyers, data,
suppliers, assets, business processes,”
and so on.
NETWORKED RESOURCE
MANAGEMENT
Business networks – such as the Ariba®
Network – can help you manage your
organization’s resources, communicate
and collaborate with partners, and find
and seize new opportunities. What’s
more, you can tap into the potential
of Big Data to gain valuable insights
about products and markets, consumer
behavior, and suppliers.
“A networked resource management
approach . . . reaches beyond the four
walls of a company to allow effective and
simple use of all its enterprise resources,
dramatically increasing the speed and
quality of innovation,” says Arnold. This
“can mean the difference between
market leadership and going bust.”
MANAGING RESOURCES ON A
SINGLE PLATFORM
With a network strategy in place, business
units can each manage their resources
using a single unified platform. Here’s
how networked resource management
can help across the organization:
•• Purchasing – Access market and
consumer data, enable electronic
purchasing, improve spend manage-
ment, and drive strategic business
goals
•• Sales and marketing – Improve process
visibility, automate activities, and
increase customer satisfaction
•• Finance – Increase cash flow trans
parency and control and enable
dynamic discounting
•• Supply chain – Connect buyers and
sellers, improve efficiency, reduce
costs, and boost customer retention
•• Human resources – Get a more
complete understanding of current
and potential employees and skill sets
“Business networks ... enable a resource
management approach that extends the
return on investment (ROI) and flexibility
of past system investments, allowing
trading partners and online communities
to access financial, purchasing, and other
systems. With these capabilities, the
company gains more value without the
pain of change management or new
implementations,” says Alex Saric, vice
president of business networks marketing
at SAP, in a recent SAPinsider article.
CUTTING COSTS AND OPTIMIZING
RESOURCE USE
Business networks can bring the con
venience and functionality of personal
networks like Facebook or Amazon to
the business environment. Business
networks connect buyers, suppliers, and
partners through a cloud-based platform
that integrates with enterprise systems
and enables a network approach to
resource management – with a reach
that extends beyond the organization’s
boundaries.
“With the Ariba Network, you can
[enable] a very lean process that provides
tangible benefits,” says Vollmer. You can
“reduce operating costs by 60%, drive
50% to 75% faster transaction cycles
and 20% faster payment cycles, improve
order accuracy by 60%, increase revenue
by 20% with new customers, and achieve
30% greater wallet share with existing
customers.”
Simplify Enterprise Resource Management
with Business Networks

23
Simplify.IT
Ceylan Thomson
Director, Audience Marketing, Business Networks
Ariba, an SAP Company
ENABLING BUSINESS-TO-BUSINESS
PAYMENT PROCESSING
Business users are coming to expect the
same kind of tools that consumers take
for granted – such as for reliable and
secure electronic payment. But there’s
more to B2B payments than consumer
payments, with complications such as
extended payment deadlines, multiple
invoices per payment, and invoice
adjustments.
Business networks and solutions such as
AribaPay, a secure B2B payment product
based on the Ariba Network, can enable
“simple, secure, and certain B2B payment
processes in which you can be confident,”
says Drew Hofler, director of solutions
marketing for cloud and network solutions
at SAP, in a recent SAPinsider article.
“AribaPay relieves organizations of
administrative hassles and the handling
of sensitive information while providing
all the information and visibility needed
to be sure your suppliers have what they
need to easily reconcile those payments.”

Studio SAP | 39444enUS (15/07)
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and they should not be relied upon in making purchasing decisions.
TO FIND OUT MORE ABOUT HOW SAP SOLUTIONS CAN HELP YOU TO SIMPLIFY
YOUR IT SO YOUR COMPANY CAN BE MORE AGILE, PLEASE VISIT OUR
WEB PAGE TO EXPLORE CUSTOMER STORIES AND THOUGHT LEADERSHIP.
INNOVATE: MAKE YOUR WORLD SIMPLE
With in-memory infrastructure-as-a-service and platform-as-a-service cloud solutions from SAP, you can make your
world simple by solving today’s infrastructure problems while innovating for tomorrow.
Visit http://go.sap.com/solution/cloud.html.
REIMAGINE
SAP S/4HANA, the next-generation business suite, is designed to help you Run Simple in the digital economy.
Visit http://discover.sap.com/s4hana.
MODERNIZE, HANA IS THE ANSWER
What is SAP HANA? No matter your question, the answer is SAP HANA – a powerful in-memory platform built to
deliver unprecedented insight.
Learn more at http://discover.sap.com/hana.
ACCELERATE INSIGHT
With analytics solutions from SAP, you have the power to harness the full value of your data for competitive
advantages such as informed decisions, timely action, and game-changing innovation.
Learn more at http://discover.sap.com/accelerate-insight.

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