Sappress Mysap CRM Engl

mySAP CRM - Leseprobe - www.sap-press.
de/788
Rüdiger Buck-Emden, Peter Zencke
mySAP® CRM
The Official Guidebook to
SAP CRM 4.0
Contents
Foreword 15
1 Introduction: The Customer—The Most

Important Business Partner 17
2 What Makes a Company a Market Leader? 19
2.1 Customer-Oriented Value .............................................................................. 19

2.1.1 Product Leadership ........................................................................... 21
2.1.2 Operational Excellence ..................................................................... 22
2.1.3 Customer Intimacy ............................................................................ 23
2.2 Relationships Between Value Focus Points ................................................. 25
2.3 Business Focus as a Foundation for Success ............................................... 25
3 What Is Customer Relationship

Management? 27
3.1 The Customer Was Not Always the Focus .................................................. 27

3.2 Characteristics of Close Customer Relationships ....................................... 28
3.3 One-to-One Marketing and CRM ................................................................. 28
3.4 Customer Satisfaction as a Business Objective? ........................................ 29
3.5 Profitable Customers Are the Difference ..................................................... 29
3.6 CRM as a Strategic Business Task ................................................................. 30
3.7 Data Protection Creates Trust ....................................................................... 31
4 Software Solutions for Customer

Relationship Management 33
4.1 Value Expectations of the Company ............................................................. 33

4.2 Value Optimization in Integrated, Dynamic Relationship Networks .... 33
4.2.1 Integration Example: Sales ............................................................... 35
Contents 5
4.3 Four Basic Requirements of CRM Software Solutions ............................... 37
4.3.1 Connected CRM ................................................................................ 37
4.3.2 People-Centric CRM ......................................................................... 37
4.3.3 Collaborative CRM ............................................................................ 37
4.3.4 Industry-Specific CRM ...................................................................... 38
4.4 Structure of CRM Software Solutions .......................................................... 38
4.4.1 Operational CRM ............................................................................... 39
4.4.2 Analytical CRM ................................................................................... 40
4.4.3 Collaborative CRM ............................................................................ 41
4.5 Industry- and Country-Specific Configurations .......................................... 42
4.6 The Market for CRM Software Solutions ..................................................... 43
5 mySAP CRM—Customer Relationship

Management as Part of the Integrated
mySAP Business Suite 47
5.1 Enterprise Services Architecture .................................................................... 47

5.2 Business Applications at SAP ......................................................................... 48
5.2.1 Cross-Industry Solutions ................................................................... 49
5.2.2 Industry Solutions .............................................................................. 53
5.2.3 Packaged Composite Applications ................................................... 54
5.3 Integration and Application Infrastructure .................................................. 54
6 Digression: Business Scenarios and

Business Maps 57
6.1 SAP Solution Maps .......................................................................................... 58

6.2 SAP Collaborative Business Maps ................................................................. 60
6.2.1 Business View ..................................................................................... 61
6.2.2 Component View ............................................................................... 62
6.2.3 Collaborative Business Maps as a Basis for Business Profitability
Calculation .......................................................................................... 63
6.2.4 SAP Business Case Builder ................................................................ 64
6.3 Potential Benefits of Business Scenarios ..................................................... 64
7 mySAP CRM—Applications for the Customer

Interaction Cycle 67
7.1 The Four Phases of the Customer Interaction Cycle .................................. 67

7.2 Marketing .......................................................................................................... 69
7.2.1 Marketing—Software's Last Technological Conquest ................... 69
7.2.2 Market, Customer, and Consumer Analysis ................................... 78
6 Contents
7.2.3 Marketing Planning ........................................................................... 80
7.2.4 Customer and Consumer Segmentation ........................................ 82
7.2.5 Campaign and Consumer Promotions ............................................ 83
7.2.6 Trade Promotions .............................................................................. 87
7.2.7 Lead Management ............................................................................. 89
7.2.8 Personalization ................................................................................... 90
7.2.9 Campaign Monitoring and Success Analysis .................................. 94
7.2.10 Use Case: Using mySAP CRM in Marketing ................................... 95
7.2.11 Recommendations for Successful CRM Projects in Marketing .... 97
7.2.12 Scenario Overview and Potential Benefits ..................................... 98
7.3 Sales ................................................................................................................... 100
7.3.1 Overview ............................................................................................ 100
7.3.2 Sales Planning .................................................................................... 102
7.3.3 Territory Management ...................................................................... 103
7.3.4 Account and Contact Management ................................................ 105
7.3.5 Activity Management ........................................................................ 107
7.3.6 Opportunity Management—Overview ........................................... 110
7.3.7 Opportunity Management with Structured Sales Methodology ... 112
7.3.8 Quotation and Order Management ................................................ 118
7.3.9 Product Configuration ...................................................................... 124
7.3.10 Contract Management ...................................................................... 130
7.3.11 Leasing ................................................................................................ 133
7.3.12 Incentive and Commission Management ....................................... 136
7.3.13 Sales Analytics .................................................................................... 137
7.3.14 Use Case: Using mySAP CRM in Sales Including Sales Order
Processing ........................................................................................... 140
7.3.15 Recommendations for Successful CRM Projects in Sales ............. 143
7.4 Sales Order Processing .................................................................................... 146
7.4.1 Overview ............................................................................................ 146
7.4.2 Availability Check .............................................................................. 147
7.4.3 Payment Processing and Credit Management .............................. 151
7.4.4 Shipping .............................................................................................. 154
7.4.5 Transport ............................................................................................ 156
7.4.6 Billing .................................................................................................. 157
7.4.7 Claims Management ......................................................................... 160
7.4.8 Monitoring and Analyzing Sales Order Processing ........................ 161
7.4.9 Distributed Sales Order Processing (Extended Order
Management) ..................................................................................... 162
7.4.10 Recommendations for Successful Projects ..................................... 162
7.5 Service ................................................................................................................ 163
7.5.1 Overview ............................................................................................ 163
7.5.2 Customer Service and Support ........................................................ 165
7.5.3 Service Contract Management and Service Entitlements ............ 172
7.5.4 Managing Organizational Knowledge ............................................. 176
7.5.5 Managing Customer Installations .................................................... 177
7.5.6 Order Management and Resource Planning .................................. 180
7.5.7 Professional Services ......................................................................... 187
7.5.8 Integrated CRM Concept for Service Employees .......................... 189
Contents 7
7.5.9 Service Analytics ................................................................................ 189
7.5.10 Use Case: Using mySAP CRM in Service ......................................... 192
7.5.11 Recommendations for Successful CRM Projects in Service .......... 193
7.5.12 Scenario Overview and Potential Benefits .................................... 194
7.6 People Shape Relationships—Workforce Management with
mySAP CRM ..................................................................................................... 196
8 On-Site Business Processes—Support

for Mobile Users by mySAP CRM 205
8.1 From E-Business to M-Business .................................................................... 205

8.2 Business Benefits Provided by Mobile Applications ................................. 205
8.2.1 Sales Employees in the Field Sales Force ........................................ 206
8.2.2 Service Technicians in the Field Sales Force ................................... 207
8.3 Criteria for Use of Mobile Applications ........................................................ 208
8.4 Mobile Applications in mySAP CRM (Field Applications) ........................ 209
8.4.1 Solutions for Laptops ........................................................................ 210
8.4.2 Solutions for Tablet PCs .................................................................... 214
8.4.3 Solutions for Handhelds .................................................................... 215
8.4.4 Mobile Applications in Industries .................................................... 217
8.4.5 Case Study: Activity Management for Mobile Sales Employees
with mySAP CRM .............................................................................. 218
8.4.6 Recommendations for Successful CRM Projects in Mobile
Applications ........................................................................................ 220
8.5 Scenario Overview and Potential Benefits ................................................... 220
9 E-Commerce with mySAP CRM—The

Internet as a Sales and Interaction Channel 225
9.1 Electronic Commerce Beyond the Electronic Shopping Basket ............... 225
9.2 Strategic Competitive Advantage through Electronic Commerce ........... 227
9.2.1 Integration of the Sales Process in the Value Chain ..................... 227
9.2.2 Inclusion of the Internet in the Company's CRM Strategy .......... 230
9.2.3 Personalization of Interaction with Customers .............................. 230
9.2.4 Gaining Business Intelligence .......................................................... 231
9.3 Selected E-Commerce Scenarios .................................................................... 232
9.3.1 Business-to-Consumer (B2C) ........................................................... 232
9.3.2 Business-to-Business (B2B) ............................................................... 233
9.3.3 Business-to-Business Mall (B2B mall) ............................................. 233
9.3.4 Distributor & Reseller Network (Channel Commerce) ................. 234
9.4 E-Commerce with mySAP CRM ..................................................................... 235
9.4.1 One-to-One Marketing ..................................................................... 236
9.4.2 Catalog Management and Product Selection ................................. 239
9.4.3 Purchase Order and Order Processing ............................................ 242
9.4.4 Additional Sales with Internet Auctions ......................................... 246
8 Contents
9.4.5 Self-Service for Customers ............................................................... 247
9.4.6 Interactive Customer Support (Live Web Collaboration) ............. 249
9.4.7 Business Intelligence through Powerful Web Analyses ................ 250
9.4.8 Functional Web Design .................................................................... 252
9.4.9 Implementation Options for E-Commerce with mySAP CRM .... 253
9.4.10 Successful E-Commerce Projects with mySAP CRM ..................... 254
9.4.11 Use Case: E-Commerce with mySAP CRM .................................... 256
9.4.12 Recommendations for Successful CRM Projects in E-Commerce . 258
9.5 Scenario Overview and Potential Benefits .................................................. 259
10 Customer Interaction Along All

Communication Channels—mySAP CRM
for the Interaction Center 263
10.1 Introduction ...................................................................................................... 263

10.1.1 The Call Center in Transition ........................................................... 263
10.1.2 SAP's Solution .................................................................................... 264
10.2 Key Elements of the Interaction Center ....................................................... 265
10.2.1 Messages for Agents .......................................................................... 265
10.2.2 Preformulated Interactive Customer Dialogs ................................. 265
10.2.3 Channel Integration .......................................................................... 266
10.2.4 Workforce Planning .......................................................................... 266
10.2.5 Workflow Management .................................................................... 267
10.2.6 Knowledge Management ................................................................. 268
10.2.7 The User Interfaces of the Interaction Center ............................... 270
10.3 Central Processes of the Interaction Center in Detail ............................... 271
10.3.1 Telemarketing .................................................................................... 271
10.3.2 Telesales .............................................................................................. 271
10.3.3 Teleservice .......................................................................................... 272
10.3.4 Interaction Center Analytics ............................................................. 272
10.3.5 Use Case: Problem Solving with the mySAP CRM Interaction
Center ................................................................................................. 273
10.3.6 Recommendations for Successful CRM Projects in
the Interaction Center ...................................................................... 275
10.4 Scenario Overview and Potential Benefits .................................................. 276
11 Channel Management with mySAP CRM—

Controlling Marketing, Sales, and Service
Partners Efficiently 281
11.1 Challenges of Indirect Channels .................................................................... 281

11.2 Competitive Advantages Through Efficient Channel Management ........ 282
11.2.1 Integration of Partners in Customer Relationship Management ... 282
11.2.2 Using Best-of-Breed Partners to Gain Competitive Advantage ... 283
11.2.3 Software Support for Better Partner and Customer Relationships .. 283
Contents 9
11.3 mySAP CRM Channel Management .............................................................. 284
11.3.1 Overview ............................................................................................. 284
11.3.2 Partner Management and Analytics ................................................ 286
11.3.3 Channel Marketing ............................................................................ 288
11.3.4 Channel Sales ..................................................................................... 291
11.3.5 Channel Service ................................................................................. 294
11.3.6 Channel Commerce ........................................................................... 296
11.4 Industry-Specific Enhancements ................................................................... 298
11.4.1 Automotive ......................................................................................... 298
11.4.2 High-Tech ........................................................................................... 298
11.4.3 Telecommunications ......................................................................... 299
11.4.4 Use Case: Channel Management with mySAP CRM ..................... 300
11.4.5 Recommendations for Successful CRM Projects in Channel
Management ...................................................................................... 301
12 Decision-Making Support for Employees

and Managers—The Analytical Applications
of mySAP CRM 305
12.1 Introduction ...................................................................................................... 305

12.1.1 Main Challenges for an Analytical CRM Solution .......................... 306
12.1.2 Potential of Analytical CRM Solutions for Adding Value .............. 307
12.2 Analyzing and Planning with mySAP CRM .................................................. 309
12.2.1 Overview ............................................................................................. 309
12.2.2 Customer Analytics ............................................................................ 311
12.2.3 Example: Customer Valuation and Scoring .................................... 316
12.2.4 Product Analytics ............................................................................... 317
12.2.5 Interaction Channel Analytics .......................................................... 317
12.2.6 Marketing Analytics ........................................................................... 319
12.2.7 Sales Analytics .................................................................................... 320
12.2.8 Service Analytics ................................................................................ 320
12.3 Analytical Applications for Customer-Oriented Enterprise Management . 321
12.3.1 Example: Integrated Planning in CRM ............................................ 322
12.3.2 Example: CRM Analytics ................................................................... 322
12.3.3 Recommendations for Successful CRM Projects in Analytics ...... 325
13 Implementing mySAP CRM in the

Enterprise 329
13.1 Business View ................................................................................................... 329

13.1.1 Experience Gained from CRM Projects ........................................... 329
13.1.2 Return on Investment for CRM ....................................................... 330
13.1.3 Methods for Fast ROI ........................................................................ 336
10 Contents
13.2 Project View ...................................................................................................... 337
13.2.1 CRM Software Implementation as a Big Bang? ............................. 337
13.2.2 Challenges and Success Factors ....................................................... 338
13.2.3 Methodical Software Implementation ............................................ 340
13.2.4 Preconfigured CRM Systems ............................................................ 347
13.2.5 Services, Consulting, and Training ................................................... 350
14 The Integration and Application

Platform—SAP NetWeaver 353
14.1 Technology Development at SAP .................................................................. 353

14.2 Integrated Platform Suites ............................................................................. 353
14.3 SAP NetWeaver Overview .............................................................................. 354
14.4 People Integration ........................................................................................... 356
14.4.1 SAP Enterprise Portal ........................................................................ 356
14.4.2 SAP Mobile Infrastructure ................................................................ 359
14.5 Information Integration .................................................................................. 361
14.5.1 SAP Master Data Management ........................................................ 361
14.5.2 SAP Business Information Warehouse ............................................ 363
14.5.3 SAP Knowledge Management ......................................................... 364
14.6 Process Integration .......................................................................................... 365
14.6.1 SAP Exchange Infrastructure ............................................................ 365
14.7 Application Platform ........................................................................................ 366
14.8 Lifecycle Management ..................................................................................... 368
14.8.1 SAP Solution Manager ...................................................................... 369
14.8.2 Security Services ................................................................................ 371
14.8.3 Globalization Services ....................................................................... 373
14.9 Composite Application Framework .............................................................. 374
15 Architecture and Technology of

mySAP CRM 377
15.1 Overview ............................................................................................................ 377

15.2 The People-Centric User Interface ................................................................ 378
15.2.1 Pattern-Based Interactive Design .................................................... 379
15.2.2 Portal Services for the People-Centric User Interface ................... 381
15.2.3 Interface Implementation Following the
Model View Controller Approach ................................................... 382
15.2.4 Interface Configuration and Personalization .................................. 383
15.3 Multi-Channel Interaction for mySAP CRM ................................................ 385
15.3.1 Mobile CRM Solutions ...................................................................... 385
15.3.2 Interaction Center ............................................................................. 386
15.3.3 Internet ............................................................................................... 389
Contents 11
15.4 Message-Based Component Integration ..................................................... 390
15.4.1 Fundamental Tasks ............................................................................ 390
15.4.2 Integration Services in CRM Middleware ....................................... 392
15.5 Configuration and Extension .......................................................................... 396
15.5.1 Configuration Settings ....................................................................... 397
15.5.2 Extension Tools .................................................................................. 399
15.6 Running my SAP CRM ..................................................................................... 399
15.6.1 International Operation .................................................................... 399
15.6.2 Multiple-Client Operation ................................................................ 400
15.6.3 Data Archiving .................................................................................... 400
15.6.4 Backup and Recovery ........................................................................ 401
15.6.5 Operation with Multiple Applications on One Database ............. 402
15.7 System Landscape Options with mySAP CRM ........................................... 402
15.7.1 Isolated CRM Solution (Standalone) ............................................... 403
15.7.2 Integration with an SAP R/3 Back-End System .............................. 404
15.7.3 Integration with Industry Solutions ................................................. 404
15.7.4 Groupware Integration ..................................................................... 405
15.7.5 Integration with Third-Party ERP Systems ...................................... 407
15.7.6 Multiple-System Landscapes ............................................................ 408
15.7.7 Cross-Enterprise CRM Scenarios ..................................................... 410
Appendices
A Technical Component View of mySAP CRM 411
A.1 Software Components of mySAP CRM ........................................................ 411

A.2 R/3 Edition for Internet Sales and Mobile Users ........................................ 414
A.3 Short Description of Software Components ............................................... 414
B Data Exchange Between CRM and

Back-End Systems 423
B.1 Customizing Data ............................................................................................. 424

B.2 Master Data ...................................................................................................... 426
B.2.1 Business Partners ............................................................................... 426
B.2.2 R/3 Plants ............................................................................................ 427
B.2.3 Products .............................................................................................. 427
B.2.4 Service ................................................................................................. 428
B.3 Condition Data ................................................................................................. 428
B.4 Transaction Data ............................................................................................... 430
B.4.1 Sales Orders ........................................................................................ 430
B.4.2 Service Documents ............................................................................ 430
B.4.3 Billing Documents ............................................................................. 430
12 Contents
B.5 Data Exchange for Industry Solutions .......................................................... 430
B.5.1 Media (SAP for Media) ..................................................................... 431
B.5.2 Telecommunications (SAP for Telecommunications) .................... 431
B.5.3 Utilities and Waste Disposal Industry (SAP for Utilities) .............. 431
B.6 Technical Details .............................................................................................. 432
B.6.1 Data Exchange Between the R/3 Back-End System and
the CRM Server ................................................................................. 432
C Literature 435
D The Authors 443
Index 451
Contents 13
Foreword
With the release of SAP CRM 4.0, SAP's customer relationship management solu-
tion—mySAP CRM—has been rounded off with many new functions, business
scenarios, and industry-specific features, and is now available as a complete pack-
age that covers all enterprise requirements.
In addition to further extensive development, for example, for campaign manage-

ment and trade promotions in marketing, SAP CRM 4.0, with its channel manage-
ment capabilities, offers a completely new application for cross-company collab-
oration with marketing, sales, and service partners. SAP NetWeaver—the
technical foundation for SAP CRM 4.0—ensures that all integration and platform
requirements connected with CRM can be fulfilled.
With this book, we would like to introduce the mySAP CRM solution in its
entirety, including all the new developments and innovations available with SAP
CRM 4.0. After introducing you to the fundamental aspects of CRM, we present
each application of mySAP CRM in detail, using examples to explain specific busi-
ness situations. Additionally, we discuss the benefits of the approximately 130
business scenarios and business scenario variants delivered with mySAP CRM, as
well as how to assess the profitability of investing in CRM. Because the mySAP
CRM solution is based on the SAP NetWeaver integration and application plat-
form, we have also included a detailed presentation of all aspects of the technical
architecture and operation of mySAP CRM.
This book would not have been possible without the help of the many SAP col-
leagues who were involved in this project. We would especially like to thank the
head of the CRM business unit, Dietmar Saddei, whose constant support, cou-
pled with his great enthusiasm and many ideas, proved to be invaluable. We
would also like to thank all the authors, who, in addition to their numerous daily
tasks, found the time and commitment to prepare their respective contributions:
Achim Appold, Gero Auhagen, Daniel Beringer, Jochen Böder, Christopher Fasta-
bend, Tomas Gumprecht, Volker Hildebrand, Frank Israel, Fabian Kamm, Stefan
Kraus, Peter Kulka, Mark Layden, Claudia Mairon, Wolfgang Ölschläger, Jörg Ros-
bach, Gabriele Roth, Andreas Schuh, Erik Tiden, Stein Wanvik, Thomas Weinerth,
and Rainer Zinow.
Similarly, we want to thank all those colleagues who contributed in various ways
to make this book possible. They include: Thomas Anton, Doreen Baseler, Marcus
Behrens, Boris Bierbaum, Monika Bloching, Marion Blum, Karin Boeckh, Bernhard
Brinkmoeller, Michael Brucker, Marc De Gibon, Renee Ebert, Stephan Endrich,
Ramine Eskandari, Dominik Feiden, Jörg Flender, Annette Fuchs, Suzanne Geall,
Foreword 15
Marco Gleiter, Uwe Grigoleit, Barbara Haas, Matthias Haendly, Roland Hamm,
Ulrich Hauke, Bernhard Hochlehnert, Julia Homann, Jörg Kaufmann, Leslihan
Kismir, Jutta Knell, Susanne Kollender, Sabina Krüger, Axel Kurka, Georg Leffers,
Kristian Lehment, Siegfried Leiner, Dietmar Maier, Ursula Markus, Matthias
Melich, Wilfried Merkel, Arno Meyer, Stefanie Müller, Volker Müller, Christoph
Nake, Andrea Nowak, Anja Pusch-Dedeke, Annette Rawolle, Cornelia Röhlich,
Birgit Sabaschus, Wolfgang Schaper, Tanja Schindewolf, Tom Schroeer, Nora
Schrotz, Hans-Heinrich Siemers, Helmut Stefani, Mark Tate-Smith, Susanne
Trimpin, Jochen Vatter, Joachim Vogelgesang, Jutta Weber, Matthias Weber, and
Ariane Willenbücher.
Special thanks to those responsible for the English translation: Jacqueline Born-
fleth, Ronald Brown, Ben Callard, Steve Coombs, Jane Daykin, Kate Dowle,
Rebecca Jones, Kate Roberts, and Matthew White.
Finally, we would like to thank the publisher Galileo Press, in particular, Wiebke
Hübner, for constructive and inspiring teamwork.
Rüdiger Buck-Emden, Peter Zencke

Walldorf, March 2004
16 Foreword
1 Introduction: The Customer—The Most
Important Business Partner
Dr. Peter Zencke, Member of the Executive Board, SAP AG
Today, three important factors determine the financial success of an enterprise:

market-driven products, profitability, and satisfied customers. Understanding
these factors as a continuous and integrated cycle—and not as areas of conflict—
is the basis for a successful business strategy both now and in the future.
Customer relationship management (CRM) plays a vital role in this scenario. Con-
tinuous and efficient customer service—as well as knowledge of customer
requirements—forms the basis for market success and long-term business value.
If enterprises want to maintain and build on their market positions, regardless of
their current financial situations, they must endeavor to improve their relation-
ships with existing customers and work hard to acquire new customers.
It's the customer's choice—today's information society and the globalization of

the economy now enable the customer to compare products and services from
across the globe in detail. While the importance of products and services differs
from individual to individual, the most important decision-making factors are
product quality, availability, price, delivery reliability, and service.
Direct customer dialogue alone no longer ensures success: enterprises now must
focus their entire organization on the demands and activities of their customers.
Moreover, enterprises must constantly be able to recognize changes in customer
behavior and market developments and be able to adapt their resources and busi-
ness processes accordingly. Customer relationship management provides the
know-how and the processes necessary to support this requirement efficiently.
Customer relationship management has long since outgrown the direct customer
contact of the front office. SAP's integrated CRM approach considers the close
interconnection of customer-specific processes with all aspects of enterprise
management. In this way, an organization's knowledge of customer requirements
and complaints can be used directly in product lifecycle management (PLM) to
help provide competitive offers that are in line with market requirements at any
time. The close links with supply chain management (SCM) and financial account-
ing provide quality of delivery and fulfillment.
However, customer requirements do not simply determine an enterprise's inter-

nal processes; they influence all business relationships. For example, e-selling
platforms make collaboration easier for customers while they improve efficiency
Introduction: The Customer—The Most Important Business Partner 17

for the enterprise. Therefore, improving the exchange of information with sales
partners—partner or channel management—plays a decisive role in many busi-
ness areas. For example, in the automotive industry, numerous direct and indirect
communication and sales channels coexist. These channels require coordination
and must also deliver important customer information. The business processes, in
turn, build on customer and partner knowledge and permeate the supply chain to
ensure quality, performance, and profitability in procurement and logistics.
This widely used network of customer, partner, and supplier relationships as well
as business processes requires an efficient technological infrastructure, which
must be able to consolidate information from different sources and make this
information available at the touch of a button. It must offer both security and
openness to support transparent business processes across the boundaries of the
organization. The infrastructure must also be flexible enough to accommodate
new developments at any time, such as changes to business processes, new tech-
nology, and expansion. In this way, for example, new application architectures are
making it possible to use Web services to organize processes and changes quickly
and across the organization. A CRM solution must be flexible enough to incorpo-
rate such innovations in a way that allows enterprises to profit from them.
This book reflects the new findings, requirements, and trends in customer rela-
tionship management, which are implemented in the latest version of mySAP
CRM. Some issues that have been the subject of public CRM discussion in recent
times, such as the “new economy,” are not the focus in this work. On the other
hand, aspects such as integration, fundamental technologies, and collaboration
across organizational boundaries have become more important.
mySAP CRM offers a very broad range of functions and uses, which are described
in detail in this book—starting with the general concept of the solution, before
moving on to the technological foundations, integration aspects, and functional
descriptions, all of which are supported by examples and recommendations for
implementation. This book is intended to help you understand customer relation-
ship management as a vital part of business strategy and align CRM projects with
business requirements so that they attain a successful outcome: competitiveness,
profitability, and customer satisfaction.
18 Introduction: The Customer—The Most Important Business Partner

Industry-Specific Short Description Potential Benefits
Scenarios
Revenue Profitability Customer
Satisfaction
Campaign Man- Particular function of campaign ✓✓ ✓ ✓

agement for management to support adver-
Media tising measures and obtain sub-
scribers
Campaign Man- Enhancement of campaign ✓✓ ✓ ✓

agement for Utili- management with campaign
ties execution using industry-spe-
cific communication channels
(for example, marketing with
bill supplement)
7.3 Sales
7.3.1 Overview
The second phase of the customer interaction cycle is devoted to sales. In close
coordination with marketing, sales order processing, and service, business pro-
cesses in this area aim to establish and enhance business relationships with cus-
tomers. The following planning, implementation, and management activities are
supported by the mySAP CRM sales solution.
왘 Sales Planning
왘 Territory Management
왘 Account and Contact Management
왘 Activity Management
왘 Opportunity Management
왘 Quotation and Order Management
왘 Contract Management and Leasing
왘 Incentive and Commission Management
왘 Sales Analytics
Figure 7.15 shows that sales represents an individual, closed cycle within the cus-
tomer interaction cycle. However, on a daily basis, the various stages of a business
process rarely continue directly one after the other. Complex requirements, as
well as disruptions and dependencies, frequently have to be addressed in the
individual phases. Additionally, there are individual cycles within each phase
which in and of themselves consist of planning, action, and analysis. Interfaces
between sales management and other business areas, but also for partners and
100 mySAP CRM—Applications for the Customer Interaction Cycle

competitors, must equally be taken into account. Information and data about
orders and sales prospects, and sales organizations, teams, and territories, come
into play in the planning phase. At this stage, strategies are developed—possibly
with the support of the marketing order—to provide the sales representative with
all the necessary instruments and information required to reach a successful con-
clusion. After the conclusion of a contract, all contract details are recorded and
can be used for analysis and evaluation. On this basis, planners and decision-mak-
ers can, for example, determine which products were successful in which regions,
how often “opportunities” (see Section 7.3.6) became orders, and in which seg-
ments additional sales resources or initiatives are required.
Sales
Performance Sales
Analysis Planning
Order
Business
Acquisition
Partner
Management
Opportunity
Management
Figure 7.15 Sales in the Customer Interaction Cycle
Integration of All Interaction Channels

Sales can be successful today only if the high communication demands of poten-
tial and existing customers are met. This is true in particular for the interaction
channels supported. Nowadays, almost everyone can be contacted via the Inter-
net and mobile phones. It goes without saying that customers also expect this
type of interaction from their suppliers. Furthermore, customers want to be able
to choose their communication channel freely. They might, for example, place an
order over the Internet today, then call up tomorrow and, in the event of making
more critical decisions and dealing with higher purchase prices, expect direct con-
tact with the field sales representative.
Sales 101
The greatest challenge here is the ability to change interaction channels as a pro-
cess is running. For example, a customer places an order over the Internet, but
calls the very next day to increase the quantity ordered. This is the moment of
truth that will determine whether customer reach a reality. Does the employee in
the call center have the same information as the customer? Or does the employee
have to ask again for all the information that the customer entered the night
before on the Internet? The call center employee who has access to all sales order
data before starting the conversation can seamlessly continue the interaction that
began the night before on the Internet.
In mySAP CRM, all interaction channels are integrated on the basis of a joint
dataset. Every employee has access to the information required for each individ-
ual customer interaction in a consistent and complete form.
7.3.2 Sales Planning

Sales organizations can focus on customers, customer groups, and products that
generate profit through effective sales planning, simulation, and forecasting, for
example with regard to sales volumes, profit margins, visit frequency, and so on.
This helps the sales department to make existing customers more profitable cus-
tomers, and to decide which sales prospects could become potential profit-gen-
erating customers.
The following sales planning functions are available with mySAP CRM:
왘 Multidimensional planning with flexibly designed planning levels for strategic

and operative sales targets
왘 Planning tasks personalized according to the area of responsibility for individ-
ual sales employees
왘 Comprehensive toolbox with planning methods for modifying and restructur-
ing plans, such as top-down distribution, evaluations, simulations, and copying
functions
왘 Integrated account planning as part of Account Management (see Section
7.3.4)
왘 Integrated opportunity planning as part of Opportunity Management (see Sec-
tions 7.3.6 and 7.3.7)
왘 Integration with other plans, such as strategy and financial planning
Planning can take place top-down or bottom-up. With top-down planning,

requirements are specified right down to the smallest sales unit. In contrast, bot-
tom-up planning condenses plan figures upward along the sales organization hier-
archy. Structure information from Territory Management is used for bottom-up

planning. Bottom-up and top-down planning, together with individual planning
for individual customer contacts and activities, constitute the best prerequisites
for lasting sales success. Sales planning is supported by sales analysis figures (see
Section 12.2.6). This means that it is possible to determine, for example, which
products were successful in which regions, and which customers contributed the
most to profitability. On the basis of this information, you can forecast sales fig-
ures and make decisions regarding the assignment of individual sales employees.
7.3.3 Territory Management

Successful sales organizations divide up responsibilities in such a way as to win
sales prospects and customers on the market with as few sales employees as pos-
sible and bind them to the company in the long term.
Organizational Model
The structure that is illustrated by the organizational model of mySAP CRM
describes organizational units such as sales organization or sales office, as well as
their interdependencies. All sales employees are assigned to an organizational
unit in this model. If the human resources solution mySAP HR (Human Resources)
is also in use and information relevant to the organization has already been col-
lected, this information can be loaded and synchronized automatically. In this
case, maintenance of this data takes place directly in mySAP HR.
Territories and Territory Hierarchies

Territory Management is a tool that can be used to structure and organize the
market into individual territories according to different criteria, for example,
postal codes, products, customers, customer groups, and so on.
The Territory Hierarchy describes the structure of territories. The following table
shows an example of one way to create a hierarchy according to levels and
attributes. Territories can be assigned at each level of the territory hierarchy.
Territory Hierarchy Attribute
Level 1: Product group Software, hardware
Level 2: Country France, England, Germany
Level 3: Customer group A001-A999
With reference to this example, territory '4711' could then be responsible for all
business processes with the following attributes:
Sales 103
왘 Customers interested in software
왘 Customers based in Germany
왘 Customers who belong to customer group A110
While the organizational model represents the structure of sales, Territory Man-
agement portrays the market. The connecting link between the two is the sales
employee, who, from the point of view of the organizational structure, for exam-
ple, belongs to the sales office, and, from the point of view of Territory Manage-
ment, is responsible for a particular sales territory.
Sales employees are not assigned directly in the organizational model, but rather
by position, so that vacation and sickness coverage and staff turnover can be pro-
cessed in the system as effortlessly and smoothly as possible. The position is a sort
of placeholder in the organizational model for each individual employee. Every
post within a company (whether occupied or unoccupied) is defined by a posi-
tion.
Territory structure, territories, and assignments are time-dependent, that is, they
can be planned in advance and entered in the system, but only become valid at a
defined point in the future. This means that reorganizations or personnel changes
can take place without hitches.
In some industries, for example, the pharmaceutical or consumer goods indus-

tries, there are standardized sales territories for which market share and sales sta-
tistics are available.
Third-party administrators calculate optimal Territory Management hierarchies

and structures with the assistance of mathematical processes. Therefore, in addi-
tion to the maintenance of territory hierarchies and territories, mySAP CRM also
offers an open interface so that this data can be transferred directly into Territory
Management.
Territory Determination
In Territory Determination, each sales transaction (activity, opportunity, quota-
tion, or order) is assigned to the corresponding territory. Here, there are basically
two possibilities:
왘 The sales employee is found, and then the accompanying territory is deter-
mined
왘 The territory is determined, and then the sales employee assigned to that ter-
ritory is found

The rules for territory determination can be flexibly defined according to each
business process, which means you can automatically assign sales transactions
quickly and effectively to the correct employees. As the territories themselves and
their assignment to the individual business processes can be used in reporting, all
types of analysis can be carried out regarding the territories (see Section 7.3.13).
Workflow Management
SAP's Workflow Management uses the data from the organizational model and
Territory Management for automatic forwarding of business processes.
A lead (potential sales opportunity) is generated by direct mailing. mySAP CRM

uses the rules defined in Territory Management to determine the appropriate
sales territory from the company's postal code. The appropriate telesales agent
is automatically determined by the position assigned to the territory. Because
an important customer is involved, an automatically generated workflow is
also sent to the agent, who can then call the sales prospect in order to qualify
the lead, or rather to determine whether it is a genuine sales opportunity.
If the outcome is positive, mySAP CRM automatically determines the key
account manager responsible for this customer. This person then receives the
lead in his or her inbox, and knows that this sale must be processed with high
priority. The account manager can see the last time there was contact with this
customer, and what was discussed at that time, i.e., what information was
already sent to the customer.
7.3.4 Account and Contact Management

mySAP CRM Account and Contact Management manages all relevant information
about the customer, also in the context of cross-company cooperation.
Information about different people involved in the sales process can be managed
in Account Management, including:
왘 Customers
왘 Sales prospects
왘 Sales partners
왘 Employees
왘 Competitors
Data is saved centrally as business partner master data. Duplicate checks ensure
that each business partner is stored only once in the system, even if the business
Sales 105
partner plays several roles in the company. The information held in master data
includes address, contact person, relationships between different people, as well
as credit, payment, and delivery information, and freely definable marketing
attributes, for example, (according to requirements) the business partner's sales
volume, number of employees, personal interests, and hobbies.
All employees have direct access to a wide range of information during their cus-
tomer interactions. When, for example, a customer calls the Interaction Center,
the agent can check this customer's telephone, email, and address data and
update it immediately if necessary. The agent is not required to leave the on-
screen working environment or inform other employees of any changes made.
Individual employees can also be stored in the system alongside business part-
ners. This provides a quick overview of employees' qualifications, knowledge, and
experience, in addition to address and communication data. With the assistance
of organizational management and Territory Management, the suitable employee
can then be assigned to the right customers, projects, or sales activities.
Navigation in Account Management

Account Management equips sales managers with comfortable, portal-based
access to the abundance of information on business partners. The following func-
tions are available in Account Management:
왘 Search for and list important business partners
왘 Contact history with all business-partner-specific documents over the last x

number of days (orders, quotations, activities, opportunities, complaints, and
so on)
왘 Fast entry of activities and opportunities in Account Management
왘 Fast entry of contact persons in Account Management (a new business partner

is generated in the background and the relationship “is contact person of” is
created for the account)
왘 Important logistical and financial information (from SAP R/3 Enterprise or
equivalent systems through defined interfaces)
왘 Business-partner-specific analysis
With this information, employees have immediate access to all past transactions,
such as deliveries or payments. Before they call a customer to offer a new prod-
uct, they therefore know that, for example, this customer has experienced deliv-
ery problems, and can prepare for the conversation accordingly.
The information presented in Account Management can be adapted to meet the

information needs of a variety of employee groups. In this way, agents in the

Interaction Center receive information that is important when processing ques-
tions or problems raised by customers during calls. This means that all employees,
regardless of how or where they work, are always informed about all relevant
aspects of each customer's entire contact history.
Figure 7.16 Interaction History in Account Management
Integrated Sales Planning in Account Management

In order to meet particular requirements in Account Management, SAP delivers
integrated sales planning as part of Account Management.
Account managers have a good overview of the sales pipelines of their compa-
nies' products with their key customers. In many cases, the account manager and
customer—for example, the buyer for a warehouse chain—give mutual consider-
ation to the development of sales volume and sales quantity. Planned figures, his-
torical, market, and customer data, as well as product hierarchies, prices, and
campaigns, form the basis for planning. The planning layout that is integrated into
Account Management for this purpose is tailored to meet the needs of the
account manager.
7.3.5 Activity Management

Activity Management is not only available in sales; it is a general component of
mySAP CRM that supports employees in organizing their daily work. Several
interactions between companies and customers are recorded as business activi-
ties. Furthermore, employees can use the same transaction to manage both
upcoming tasks and private appointments.
Sales 107
Typical questions that Activity Management can answer are:
왘 Which appointments do I have next week?
왘 When should I plan to visit Ms. Smith?
왘 Who can step in for a sick colleague in export trade?
A sales employee can, for example, view the results of a telephone call after the
first customer visit. Activity Management offers the sales manager a succinct and
simple overview of all activities that have occurred within a certain time frame
within the department.
Activity Management consists of the following elements:
왘 Calendar
Activities are saved as appointments in the calendars of all people involved in
a given business transaction.
왘 Documents for business activities
Documents contain information on business partner addresses, times, and
dates, as well as related documents such as product information, letters to cus-
tomers, and marketing brochures.
왘 Results and reasons for activities
For the purpose of analysis, it is important to know what happened with an
activity and why. Therefore, the reasons for carrying out an activity, its status,
and whether it was successful can all be recorded and evaluated in that activity.
It is often necessary to be able to create and evaluate specific information in a

structured manner. Two tools are available in an activity for this:
왘 Activity Journal
Product reference often has to be recorded in an activity. In the pharmaceuti-
cals industry, for example, drugs that have been discussed and medication tests
sent to doctors are recorded. In the consumer goods industry, promotion sales
prices and the number and location of listed products on the shelf are
recorded. Using the Activity Journal, any number of key figures can be gener-
ated with product reference and later evaluated.
왘 Survey
In addition to the Activity Journal with actual product reference, it is also pos-
sible to create surveys centrally and to assign corresponding activities. This, for
example, allows suitable customer surveys to be managed in parallel with a
marketing campaign. Then, the appropriate survey is assigned to all activities
that are created as a result of the campaign (customer visits or calls). This

means, for example, that it is possible to ensure that only those customers who
have actually ordered a given product are asked questions about it.
Any number of surveys can be assigned to an individual activity. This allows you
to deliberately use surveys for certain interaction channels or customer groups.
All information that is gathered in a survey or using the Activity Journal can be
analyzed in detail and can, for example, be drawn upon for target group defi-
nition in a marketing campaign.
Activities can be created as follow-up documents for a large range of other busi-
ness transactions, which affect, for example, opportunities, leads, sales orders, or
contracts. Each activity also offers a quick link to Account Management (see Sec-
tion 7.3.4) with the data and history of the customer interaction.
Figure 7.17 Activity in Activity Management
Working with Activities

Activities are associated with all aspects of daily sales processes. They can be cre-
ated at any time in order to document an interaction with a customer. Activities
appear automatically in the calendars of all employees who are entered as part-
ners in the activity. This means that all employees involved are always kept up to
date on discussions, customer visits, and results. You can also determine which
employee came into contact with a certain business partner, when this contact
took place, and what status the corresponding activities have for each available
connection to Account Management in each activity.
Sales 109
Monitoring Activities
Together with other documents, activities offer a reliable history of the results
achieved by employees as well as the possibility of forecasting future tasks.
mySAP CRM provides reporting tools with which individual activities can be fol-
lowed in detail. Two types of reports are available:
왘 Operative report
This type of report delivers, for example, all open business activities for a par-
ticular business partner or all business partners that have not been contacted in
the last month. The appropriate employee can call up these reports directly in
the system and view them in his/her portal. In this way, the employee learns
what has to be planned for the coming weeks, or where and when it is neces-
sary to take action.
왘 Analytical report
This type of report provides information regarding the amount of time it took
to win a customer and the results that were achieved. Therefore, you can
determine whether it was worth the effort involved in pursuing the lead. This
kind of evaluation is made possible by SAP BW.
7.3.6 Opportunity Management—Overview

An opportunity is a qualified sales chance, or a verified chance for a company to
sell a product or service. Opportunities can either be created from leads, or
directly by a sales employee, for example, as a result of a trade show discussion,
a sales promotion, or a bid invitation.
A sales employee is informed by his PDA about a new, extremely interesting

opportunity that must be processed immediately. He searches for the sales
prospect in the Business Partner Cockpit and finds out which service, market-
ing, and sales activities have already taken place. Using the Internet, the sales
employee quickly discovers the most important competitors. He then sends an
email to request more information about the market situation from the mar-
keting department, and stores this information as an opportunity to be pur-
sued.
In mySAP CRM, all opportunities are comprehensively documented, including:
왘 Description of the sales prospect
왘 Description of the products and services inquired about
왘 Budget of the sales prospect

왘 Potential sales volume
왘 Estimated sales probability
As the sales cycle progresses, this information can be altered, confirmed, com-
pleted, and finally sent to mySAP Business Intelligence (SAP BI) for evaluation.
Opportunity Hierarchies
It is possible to set up opportunity hierarchies so that sales projects can be
mapped out even more effectively. This means that for every product belonging
to a sales project, a separate opportunity is created and linked to the higher-level
opportunity. A considerable amount of data is transferred from the higher-level
opportunity and expected sales volumes are cumulated.
For sales projects with large companies it is also possible to divide up the entire
sales project, for example, according to individual sectors. In this case, the accom-
panying opportunities are not linked by individual products, but rather directly
with one another.
The structure of the opportunity hierarchy can be as deep as required, and makes
it easier for sales managers as well as for employees involved to retain the bigger
picture.
Opportunity Planning
The opportunity establishes the window of time for the sales project. At the clos-
ing date, the opportunity is either won or lost. Frequently, the sales volumes of an
opportunity are received in several payments over a longer period. However, a
simple opportunity can only post the expected sales volume by the closing date.
This would mean that the sales volume forecast could only be mapped out very
roughly. Using opportunity planning, however, you can record a more exact sales
volume forecast. In an opportunity-specific planning table (planning layout), all
important key figures are defined and then made available in Opportunity Man-
agement.
In opportunity 4711 with closing date 10/31/2003, a sales volume of

$610,000 is expected. The sales volume is spread between two products.
100 PCs $122,000 10/31/2003
200 Laptops $488,000 10/31/2003
Sales 111
Any further data that is important for the sales volume forecast can now be
stored in opportunity planning. For example, some laptops are to be delivered
in advance on 10/31/2003, while others should be delivered at the time of the
new software's productive start, and thereafter at three-month intervals, in
parallel with the rollout of the software. The 100 PCs are intended to replace
old PCs independently of the project and should be delivered in batches of 25,
as installation is time-consuming.
Simple planning might look something like the following table:
11/01/2003 03/01/2004 06/01/2004 09/01/2004 12/01/2004
Laptops $48,000 $73,000 $122,000 $122,000 $122,000
PCs $30,000 $30,000 $30,000 $30,000
7.3.7 Opportunity Management with Structured Sales

Methodology
According to analysis carried out by Swiss Infoteam Sales Process Consulting AG,
the real reasons behind a great many failed sales projects lie in companies' own
sales processes [Kreindler/Lutz 2002]. Frequent key problems are:
왘 The focus is on the wrong people; the real decision-makers are identified and
contacted too late
왘 Resources are wasted due to insufficient project assessment and qualification
왘 The sales team is uncoordinated
왘 The solution offered lacks convincing, people-centric argumentation of the

benefits, meaning the cost does not seem justified
왘 Instead of learning from past mistakes, excuses are made
To avoid similar problems in the sales process, mySAP CRM implements a struc-
tured sales methodology that is applied in the Sales Assistant component. With
this methodology, sales projects can be managed, documented, and monitored
from the very outset.
Sales Assistant
The Sales Assistant guides sales employees through a structured sales process and
supports them in the planning of their activities, without restricting their freedom
to make decisions. It offers an activity plan, including a checklist with recom-

mended activities and tasks, which sales employees should carry out in each
phase.
The Sales Assistant can be adjusted to meet the needs of the specific sales pro-
cesses of each company. If, for example, various sales cycles are implemented—
one for existing customers and one for new customers—then special activity plans
can be stored for each cycle with mySAP CRM.
Sales employees can elect to view the recommended activities for each phase and
copy them into their personal activity plans for the sales project. They can also use
their own ideas to customize their plans.
For each activity, sales employees have tips and background information at their
disposal that are based on tried and tested sales practices. A tip for the activity
First Visit At Sales Prospect might, for example, contain key questions and subjects
that should be discussed during the visit. The activity plan might note when an
activity should take place, which employee is responsible for orchestrating the
activity, and whether the activity has already been completed. If an activity is
overdue or not yet completed, an icon is automatically displayed to remind the
sales employee.
Generate
Lead
Expand Qualify
Relationship Opportunity
Sales Process
Order Develop Value

Fulfillment Proposition
Secure Present
Agreement Solution
Figure 7.18 The Sales Process Supported by the Sales Assistant
Sales 113
Figure 7.19 The Sales Assistant in Opportunity Management
Integration with mySAP CRM Activity Management

The personalized activity plan provided by the Sales Assistant is closely linked to
mySAP CRM Activity Management. All activities from the personalized activity
plan (for example, customer visits, telephone calls, emails, or discussions) can be
called up and processed at any time from Activity Management. Partner data
(such as customer, customer contact person, or employee responsible), remarks
or notes, and other texts are automatically copied from an opportunity into an
activity.
The Sales Methodology of mySAP CRM

Fundamental elements of the sales methodology of mySAP CRM are:
왘 Project goal description

왘 Buying center
왘 Analysis of competition
왘 Opportunity assessment
왘 Opportunity plan
왘 Analysis and reporting
All of these elements are described in the following sections.

Project Goal Description
In order to establish whether and how a customer can benefit from a sales offer,
it is important to understand the requirements of the customer and what results
are expected. Furthermore, the sales employee must clearly define short- and
long-term goals vis-à-vis this customer. Goals can be defined both from customer
and sales perspectives, and are then accessible to all employees involved in the
sales process.
Buying Center
In order to sell successfully, the organizational structures and all important deci-
sion-makers of the customer must be known early on. Many sales projects fail
because this factor is underestimated. The project buying center incorporated in
mySAP CRM Opportunity Management offers support in answering questions,
such as:
왘 Who makes the final decision at the customer end?
왘 Who is responsible for approving the project? How is the relationship network?
왘 Who benefits from the solution being offered?
왘 What are the key attributes for each individual involved, such as his or her
opinion of the solution offered and what he or she feels can be gained from it?
mySAP CRM offers as standard a host of predefined sales categories that play a
part in the sales process, namely:
왘 Endorser
Gives the final go-ahead and can increase or decrease the budget.
왘 Decision-maker
Recommends to the endorser which of the solutions offered to buy. This per-
son is responsible for the success of the project and adhering to the budget.
왘 User
Benefits from the purchase decision and judges the solution offered with
respect to its use for his or her own work processes.
왘 Assessor
Assesses other possible solutions from a technical point of view.
왘 Coach
Offers support and guidance throughout the sales process. Furthermore, this
person delivers information and pointers that are important to the success of
the sale, for example, if important people have been overlooked.
Additionally, you can define further, customer-specific roles.
Sales 115
It is not only the people involved in the sales process who are important; the rela-
tionships between the people involved are also very significant. In order to make
a successful sale, this intertwined relationship—which can go well beyond the
official hierarchy—must be understood. The following relationship types are
definable for the individual people in the buying center:
왘 Formal relationships based on the enterprise structure (person A informs per-

son B)
왘 Informal relationships that depend on personal relationships and influences
(person A influences person B)
Relationship types can be defined in Customizing according to the individual

requirements of the company.
As soon as the primary decision-makers and their influence on the purchase deci-
sion are known, the next step should be to work out the added value that the
solution offered will bring to the customer. At this stage, people often make the
mistake of placing functionality in the foreground, instead of presenting the ben-
efits in a people-centric fashion. Awareness of the following factors makes for a
convincing argument in favor of the benefits:
왘 Importance and urgency of the project from the point of view of each person
왘 Personal and business-related goals and decision criteria of all people
왘 Knowledge of how individual people rate the solution
All known information can be stored in the opportunity description for each per-
son so that gaps or areas where there is a need for action can be identified early
on. Additionally, other appraisal factors that are important for the sales process
can be defined. Risks and shortages of information can be highlighted by warning
indicators. This information makes it possible to adjust sales campaigns to meet
the exact needs of customers. Knowledge of business goals and decision criteria
are extremely useful when, for example, creating customer-specific presentations.
Analysis of Competition
Sales employees should know their competitors, including both their strengths
and weaknesses. To provide support in an actual sales project, the following infor-
mation on competitors can be gathered and used in the development of a
counter-strategy in Opportunity Management:
왘 Solutions offered by competitors
왘 Competitors' strategies
왘 A coach at the customer end, who can answer open questions relating to com-
petitors

Opportunity Assessment
Before an enterprise goes to greater sales expense for an actual project, it must be
clear on whether the expected sales volume and chance of success are justifiable
given the investment required. If this matter is addressed early on in the sales pro-
cess, risks can be identified in advance and, if necessary, eliminated before any
investment is made in a cost-intensive sales project. Figure 7.20 shows an exam-
ple of an opportunity assessment.
To calculate a sales project's chance for success, a computerized survey (the Sur-
vey Tool) is integrated into mySAP CRM. With this tool, you can rate questions
and answers on opportunity assessment and, based on the answers of the sales
employees, determine the chance for success, and thus provide a forecast of the
outcome. Alternatively, the employee can also enter his or her own forecast
based on a personal evaluation of the project.
Figure 7.20 Assessment of an Opportunity
Opportunity Plan
An opportunity plan is drawn up for each opportunity. This pulls together all key
information that is attained with each opportunity.
왘 Project Overview
Expected sales volume, customer budget, chance of success, current phase in
the sales cycle, closing date, sales team, project goals for customer, sales goal
Sales 117
왘 Product Overview
Products, quantities, expected product value
왘 Buying Center
The organizational chart of the customer, that is, sales prospects with key peo-
ple and definitive attributes for influence, opinion, decision criteria, and per-
sonal benefits argumentation
왘 Analysis of Competitors
Strengths, weaknesses, strategies of competitors
왘 Opportunity Assessment
Evaluation of the chance for success with the help of sales employees and the
chance for success as determined by the system
왘 Activity Plan
Overview of all activities, employees responsible, and level of completion
The opportunity plan offers a comprehensive overview of the stage a project is

currently at. It serves as a basis for presentations and discussions in internal
project meetings and can be displayed, printed, or emailed at any time.
Analysis and Reporting

Opportunity Management uses SAP BW for the purpose of analysis. Here, ready-
made queries are available which make it possible to gain a comprehensive over-
view of all opportunities, thus forming the basis of detailed sales planning and
simulation. The opportunity pipeline delivers, for example, information about the
current status of all opportunities and allows you to monitor short- and long-term
sales volume possibilities.
7.3.8 Quotation and Order Management

The Quotation and Order Management phase in the sales process pertains to the
exchange of sales documents between the vendor and the customer as soon as
the customer has decided on actual sales negotiations. If an opportunity was not
created beforehand, an inquiry or a quotation regarding the purchase of products
or services can exist at the start of the actual negotiations. Once the conditions
have been agreed upon, the quotation is copied into a customer order or contract
at the end of the sales process.
Inquiries, quotations, and orders can be created using any communication chan-
nel, for example, by an agent in the Interaction Center, a sales employee at the
customer, or by the customer himself or herself on the Internet. Once a customer
has decided to purchase a product, all customer data is seamlessly entered in the
required documents. Since all documents in a single business transaction are
linked, it is possible to automatically transfer information from one document to

another. In doing so, you can determine which data is copied into the other doc-
ument, such as organizational data and partner functions, and the assigned busi-
ness partners (for example, ship-to and bill-to party) or product and price infor-
mation.
Integration with systems makes it possible to run credit and product availability
checks in real time, and ensures that relevant information is forwarded to the
responsible employees. Prices, taxes, and product availability checks are automat-
ically determined from the gathered data, and displayed and saved in the business
process.
The customer Mrs. Brown places an order by telephone for x number of a par-
ticular product. The system stores the following information: Mrs. Brown
should receive a 10% discount. Once the order is taken in the Interaction Cen-
ter, the system assimilates the data and automatically calculates the discount
on the goods ordered by the customer.
Content of a Sales Document
Figure 7.21 Sales Document
A sales document (inquiry, quotation, order, contract) is divided into the two fol-
lowing sections, which can be further broken down by tab pages:
Sales 119
왘 Header
The document header contains all important data relating to the entire docu-
ment, for example type (inquiry, quotation, or sales order), number, and status
of the transaction. It can also contain information on the campaign through
which the business transaction was originally triggered. Additionally, it is pos-
sible to determine campaign-specific pricing conditions (for example, dis-
counts or other price reductions), or to evaluate at a later stage the number of
sales orders that were won using a certain campaign. Furthermore, information
on shipping, payment, and delivery conditions, as well as tax data, organiza-
tional, administrative, and partner information and texts can all be stored here.
왘 Items
This section contains details on each individual document item, including
schedules, prices, conditions, texts, order information, as well as partner, deliv-
ery, payment, and organizational data. Products can be configured at item
level. The item details offer a comprehensive overview of all ordered products,
their prices, and delivery conditions.
General Functions for Documents

A wide range of general functions are available for sales documents (business
transactions). These general functions are listed below in the order in which they
are used in the sales process:
왘 Find organizational data

When the organizational structure of the sell-side company is stored in the sys-
tem and rules for determining the responsible organizational unit have been
defined, this information can be used to complete the sales documents. If, for
example, a sales order is created, and the name of the customer is entered,
mySAP CRM can automatically determine the responsible sales office for this
customer.
왘 Partner determination
Partner processing is used to determine which partner roles are important for
which transactions, and which task is carried out by each role (for example,
ship-to party, bill-to party, or contact person). It is possible to determine which
partner roles should appear in a document and whether they are mandatory or
optional. As soon as these settings have been made, mySAP CRM automati-
cally enters the necessary partners into the documents. A sales order can, for
example, contain a sold-to party, a contact person, and a ship-to party. The
fields for entering these people automatically appear on the screen as soon as
a sales document is created. When the name of the contact person is entered,

mySAP CRM determines the names of the sold-to party and ship-to party. If
necessary, these fields can be changed manually.
왘 Listing and assortment
A listing or an assortment is a combination of business partners and products
that is valid in predefined scenarios for a certain time period. It can contain a
list with the important products and services for a particular customer, or spec-
ify products that should not be sold to a particular customer, perhaps because
the price is not suitable for this customer.
왘 Product determination
In order to save time when entering products, product keys can be stored in
the system. As soon as this key is entered in the business transaction, mySAP
CRM automatically determines the desired product and completes relevant
fields, such as product number and description.
왘 Product configuration
You can get a technical view of configurable products that have many possible
variants, for example, cars or machine tools. Possible product attributes such as
color, equipment, special accessories, and their dependencies are stored, and
the actual product is then assembled in the sales document (see also Section
7.3.9).
왘 Pricing
The pricing function automatically calculates all relevant pricing conditions in a
business transaction. Various kinds of pricing elements can be combined, for
example, material prices, surcharges, or discounts. This is how gross and net
prices and taxes are calculated. When required, you can use exchange rate
information to convert currency. Pricing is centrally implemented in the CRM
system and linked to the relevant business process so that current and reliable
price information is available at all times throughout the sales process.
왘 Free goods
In addition to the various pricing conditions, it is also possible to offer “free
goods.” These free goods can be either inclusive or exclusive bonus quantities
of the same product or another product. Examples are:
왘 When you buy 10 PCs, you pay for only nine.
왘 When you buy 10 PCs, you get eleven.
왘 When you buy 10 PCs, you receive a laser printer free of charge.
왘 Availability check
The availability check offers the following services in the sales transaction:
왘 Check the ability to deliver for a product.
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왘 Reserve products in the required quantity. This enables the sales team to
make reliable promises during order entry.
왘 Forward requirements to the production or purchasing departments.
The availability check runs in SAP Advanced Planner and Optimizer (SAP APO) or
in SAP R/3 Enterprise. Furthermore, there is an open interface so that you can
connect to non-SAP systems. Further details on the availability check are
included in Section 7.4.2.
왘 Date management
Using date management, you can store any number of dates in documents, for
example, planned and actual dates of activities, or the start, end, and validity
period of a contract. Dates can also be determined according to rules, for
example: “The validity period for a contract always runs for 12 months from the
start date.”
왘 Credit check
The credit check allows you to reduce financial risks when a sales transaction is
being processed. This check does not take place in mySAP CRM itself; rather, it
is triggered by a function call in the system (see also Section 7.4.3).
왘 Text management
In text management, transactions or objects can be described in detail, and
separate notes or documents can be created and linked to the business trans-
action. These texts relate either to the business transaction as a whole—in
which case, they are linked to the document at header level—or to a particular
item.
왘 Attachments
Additional documents—also in special formats such as presentations, product
descriptions, information brochures, or hyperlinks to the Internet—can be
included in a transaction as attachments at either header or item level. Each
business transaction has its own list with attachments.
왘 Output
The output format for documents can be chosen freely from the various output
channels (print, fax, email). Each document contains selected information from
the business transaction, such as address, ship-to party, operational data, sales
texts, and order items.
All phases of order processing support EDI (Electronic Data Interchange).
Sales Documents in the Process

Managing and monitoring sales processes is made easier by the following docu-
ment flow-related functions:

왘 Create promotions/actions
왘 Copy sales documents
왘 Display document flow
왘 Manage status
These functions automatically trigger entire event chains when required, and
make it easier for sales employees to support their customers effectively.
Actions
Actions support the planning and triggering of the next steps in the business pro-
cess as a reaction to certain conditions, and serve to automate sales and service
processes. They are started automatically as soon as the corresponding conditions
are fulfilled. In this way, subsequent documents can, for example, be generated
automatically, or documents that have already been processed can be changed,
printed, or sent by fax or email. You can define the type and schedule of actions
according to the needs of your customers and your own company's processes.
You schedule actions in a document manually for a business process. Every docu-
ment (business process) has a tab page called Actions on which the user can see
which actions are planned, as well as which actions have started or ended.
Actions can be scheduled automatically by implementing a method. In the

method Create a Quotation, for example, you can define that the system automat-
ically generates an activity for the responsible sales employee two weeks later, so
that this employee reminds the customer of the quotation by telephone and
answers any questions that might have arisen.
Actions can also trigger Workflows for more complex processes, such as creating
follow-on documents for which approval is required. It is, for example, possible to
define that the system automatically sends a customer a quotation to renew a
contract four weeks before the existing contract runs out. The contract should be
forwarded to the responsible credit representative beforehand using WebFlow—
SAP's workflow component—so that he or she can check whether the customer's
credit status is in order.
Copy Documents and Display Document Flow

Both mySAP CRM applications and its users can copy business transactions—that
is, all accompanying documents—or create subsequent documents for particular
transactions. This ensures that certain information is always consistently passed
on to other documents so that data only has to be entered once in the system.
This saves working time and minimizes the likelihood of errors occurring.
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Copying documents means that while work is being done in a given business trans-
action, a new transaction of the same kind and with the same header and item
details can be created, such as a new order generated from the original order. In
doing so, the system does not establish any reference between the two docu-
ments.
Data from one or more transaction documents can be copied using Follow-on
Business Transactions. After the transaction type for the follow-on document has
been selected, the system copies the header data. Items that are to be used can
then be selected or new items can be added. The new document is linked to the
original document via a document flow, which allows the connection between the
business transactions to be displayed. For example, when an opportunity is cre-
ated with two activities and a sales order is in the process of being finalized, all
four documents are listed in the document flow.
mySAP CRM applications can also copy documents or generate follow-on docu-
ments themselves. This helps sales employees by creating automatic workflows
that make available the required documents at the right time.
Status Management
mySAP CRM differentiates between system status and user status.
A system status is automatically assigned to a business transaction internally by

the system. It informs you that certain business processes are complete, for exam-
ple, that a new document has been created or a document contains errors.
A user status, on the other hand, is assigned manually by the user or set by cus-
tomer-specific workflows (for example, “Two days remaining until quotation
expires”). The user status provides certain additional information, such as still
being checked, to be released, released, or rejected.
Workflows or actions can also be triggered by the status. If, for example, a con-
tract receives the status canceled, an activity can automatically be created in the
form of an email, which informs the sales manager of this incident.
7.3.9 Product Configuration

The increasingly common expectation of customers to have their specific
demands met when they purchase a product means it is necessary to make the
spectrum of products flexible, with the option to modify products to meet each
customer's needs. Accordingly, the product range must be extended to include
new variants, which not only take into account product modernization and mar-
ket trends, but also cater to customer-specific, country-specific, and regional
demands. Consequently, the potential for variation within a product range is rap-

idly expanding, and products are becoming faster moving and more complex. It is
becoming more and more important for the various sales channels to receive the
most current information about new products and their potential for being mod-
ified and combined.
왘 The product configurator—SAP Internet Pricing and Configurator (SAP IPC)—

helps the user to find the most suitable product, and, due to its advisory
nature, frequently supplements the product catalog and search functions avail-
able within it.
왘 The configurator supports the individual customer adaptation of a product by
presenting the end user with the range of available product options in a dia-
logue, such as different air conditioning systems, colors, and engine sizes of a
car, and then checks the selected product configuration against a predefined
set of rules for completeness and consistency.
왘 Product options can be linked to corresponding increases and decreases in the
base price, as well as to images with explanatory texts, which help the end user
to select the required options.
왘 SAP IPC ensures the integration between the sale itself and order processing so
that exactly what was ordered is also delivered and billed for.
With mySAP CRM, the product configurator can be used in all sales scenarios
across all channels of communication. Depending on each case, either the cus-
tomer configures his or her products, or the configurator supports the sales
employee or sales partner when creating a quotation or order, or during the con-
sultation discussion. In the following section, three business processes are
described in detail.
Business-to-Consumer (B2C) on the Internet

In B2C retail, the customers (the end users) expect the Web shop to help them
find the optimal product or service as a solution to their problems. By answering
specific questions posed by the product configurator, the customer is presented
with only valid product variants, options, and possible combinations.
A doctor who buys a PC on the Internet doesn't order a standard PC; instead,
she orders a complete package put together to match her requirements, con-
sisting of a PC, monitor, printer, fax machine and paper to go with it, applica-
tions, installation, and startup in the existing local network, as well as mainte-
nance services.
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The SAP configurator determines which PC models are offered in this region
with on-site installation, which hardware components the doctor needs to use
the network, which printer meets her requirements, and which monitors are
best suited for her PC. All options or components are accompanied by a
detailed description, an illustration, and a price range for the high and low end.
Even without having intimate knowledge of the product, the customer can
describe relatively complex product requirements with the assistance of the
product configurator. Before she sends in her complete order, she can also ver-
ify whether her requested delivery date can be met without even having to
pick up the telephone.
Business-to-Business (B2B) Customer on the Internet

The business process that takes places between two companies (Business-to-Busi-
ness), unlike the transaction that occurs between a business and an end user,
often results in the building of a long-term business relationship. Accordingly, the
customer sometimes requires the same detailed product information as does the
internal employee.
A European, medium-sized producer of access control systems has given its

business customers direct access to the product configurator, and in so doing,
has achieved several goals; the architect currently searching online for the right
access control system for a management office is pleased that the “product
advisor” knows several product series in detail and can offer support in finding
a solution that is technically and financially optimal. The orders created via the
product configurator contain far fewer errors than orders that were previously
sent in by fax. Ultimately, it becomes apparent that the capacity of the sales-
oriented product specialists can be put to better use, as they are required only
in particularly difficult cases.
The information advantages that the product configurator offers to professional

purchasers lead to greater customer satisfaction, which, in turn, results in greater
customer retention and increased sales volumes with existing customers. As cus-
tomers ask the sales team fewer questions, but nevertheless make fewer mistakes
when placing orders, the costs involved in order processing are reduced. A service
provider for banks, which uses the SAP product configurator as a part of SAP
Internet Sales, has even reported a dramatic 90% reduction of order processing
costs.

Product Configuration for Sales Employees
In this case also, the first priority is to find the optimal solution for the customer,
independently of whether the customer calls and deals with an Interaction Center
agent, is visited by a field sales representative on site, or is advised by a sales part-
ner. Here, the same product knowledge and consistent product information must
be available throughout all sales channels.
An office furniture manufacturer operating internationally has made the SAP

product configurator available to his sales offices and sales partners as part of a
CAD application, so that they can call up in detail which product options and
components can be combined with one another. The product configurator also
provides explanations for certain options that cannot be selected concurrently.
The current configuration of office equipment with desks, shelves, cupboards,
partition walls, and tables is, in this case, always represented graphically.
This transparency in the product offer makes it possible for sales offices and
partners to serve their customers themselves, and considerably reduces the
number of queries that product experts receive per telephone or in written
form. The error rate in orders taken by sales partners was drastically lowered
by the introduction of the SAP product configurator, while the time required to
bring new, consultation-intensive products onto the market was cut from one
or two years to just a few months.
Sales employees use the product configurator to familiarize themselves more

quickly with new product ranges, products, and product variations, as well as to
become better qualified in offering more products and product combinations,
and to become better at advising their customers.
Order Scenarios
In the area of supply, SAP has prepared various sales processing scenarios to meet
different requirements. Some scenarios are aimed at make-to-order manufactur-
ers; other scenarios are applicable to consumer goods and services.
왘 Ship-to-Order/Deliver-to-Order
This is the scenario for simple products. Here, the configuration can be linked
to a search for suitable products that can be delivered in the desired configu-
ration (for example, from the warehouse) as soon as the order is entered. This
applies to services, PCs, game consoles, clothing, cars, electric motors, pumps,
and transmission systems, for example.
왘 Make-to-Order
This is the scenario for products that must first be assembled or completed in
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some other way. This is a common scenario in engineering or high-tech sectors
or the automotive industry. For example, the components required for geared
motors are generally prefabricated, and groups of components are preassem-
bled at the supplier site. The completion of units for sale rarely takes place
without an order, as the number of possible combinations is simply too great.
왘 Engineering-to-Order (ETO)
Engineering-to-Order is relevant when engineering efforts are required after a
sale. SAP customers from branches such as elevator and power station con-
struction, as well as manufacturers of switchboards and carriages, work with
this scenario. It is possible for a switchboard manufacturer to prepare a few
variants for sales transactions. However, with a new product range, the effort
required to construct all components necessary for completion of all variants
would be too great. Therefore, as soon as an order is accepted, the engineering
department must develop all of the required components before they can be
completed and assembled.
The product data can be gathered and maintained using the component Change
Management in mySAP Product Lifecycle Management (mySAP PLM).
All sales-relevant data, for example, product, sales-relevant options, rules, and
pictures, are replicated to mySAP CRM. Later data can then be added here.
Depending on the sales organization, different specifications are possible for a
product. For cars, for example, this might be in the form of country-specific
options packages. For Scandinavia, a winter package including snow chains, aux-
iliary heating, and air conditioning might form part of the offer, while in Spain a
beach package with air conditioning, tinted windows, and a sunroof might be
developed.
The master data required for production is transferred to mySAP Supply Chain
Management (SCM). In this way, tight integration between the sale and produc-
tion is ensured. For certain scenarios that don't require production processing in
an SAP system, you can carry out all product maintenance in mySAP CRM. The
SAP product configurator can also use configuration models that are present from
SAP R/3 so that separate modeling is not required in mySAP CRM.

Figure 7.22 Functions of the Product Configurator
Functions and Characteristics of the Configurator

The illustrated examples of how the product configurator can be used have shown
that the SAP product configurator is not limited to only certain sectors or individ-
ual product groups, but can be used for both smaller configuration requirements
as well as complex tasks, for example, in the production industry or service sector.
This flexibility is in large part due to the number of generic functions and charac-
teristics that constitute the SAP product configurator:
왘 During the first phase of the customer contract, the configurator can record a
description of the customer problem for which a solution is required. It can
record this problem electronically in a standardized format and use it to deter-
mine the optimal product or solution.
왘 The product configurator checks whether the selection made is complete and
consistent, for example, whether the service can be offered or the product can
be built as requested, or whether the chosen combination of products and ser-
vices is possible.
왘 The configurator can also explain why certain combinations are not allowed;
for example, when configuring a car, you might not be able to order a CD
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player and a cassette recorder because of space limitations. This function aids
with customer understanding and also helps in training sales employees.
왘 If the customer has not filled in or checked off a required entry (for example,
when ordering a PC, no processor has been selected), the configurator helps to
complete the configuration using a dialogue.
왘 The result of a configuration can be forwarded to downstream systems through
standardized interfaces so that downstream processes receive the necessary
data entries for order processing.
왘 mySAP CRM offers an availability check so that the customer can know imme-
diately when the requested product configuration can be delivered (see Sec-
tion 7.4.2).
왘 The integrated pricing functionality calculates the price for the requested prod-
uct variant. The total price of the product is always kept up-to-date, depending
on the chosen options and on the basis of other established pricing rules (see
Section 7.3.10).
7.3.10 Contract Management

Contracts are long-term agreements that permit the customer to acquire products
or services on special terms that are negotiated in advance, for example, special
prices. Contracts are an important tool for achieving customer retention, as they
help to increase customer satisfaction and loyalty. With their help, you can learn
about what customers want and how they behave. These long-term agreements
are also advantageous for customers, as they enable customers to acquire goods
or services under better conditions.
E-business has intensified the competitive situation between salespersons. Con-

tract Management in mySAP CRM helps enterprises to adjust to these changes by
offering a flexible and intuitive solution to create and update customer-specific
agreements. The following contract types are available:
왘 Sales contracts
왘 Service contracts
왘 Leasing contracts
Sales contracts and customer orders are very similar. All of the functions of the
customer order are also supported in sales contracts. The following sales contract
types exist:
왘 Quantity contract
An agreement that a customer acquires a certain quantity of a product within
a particular time frame

왘 Value contract
An agreement that a customer will order products for a certain value in the
course of an agreed-on period
왘 Combination of quantity and value contracts
Working with Contracts

Contracts with duration and pricing conditions are generally negotiated between
the sales team and the customer over a certain period of time. During the nego-
tiations, the items in the contract retain the status open or in progress, even when
the contract has already been created as a document (business transaction) in
mySAP CRM, and, therefore, cannot be called up from the contract.
Only once the final contract conditions have been agreed on, can the contract be
released. After this release has taken place, the customer can call up products
from the contract. Authorized employees then create sales orders as follow-up
documents for the contract. In this way, all relevant documents are always linked
to each other. Employees can display the document flow at any time in the sys-
tem, and thereby keep an overview of the number of products or the value that
has already been called up from the contract.
When a customer calls up products, using his or her chosen communication chan-
nel, mySAP CRM automatically verifies whether a contract exists for this business
partner. If a corresponding contract is found, the agreed-on conditions contained
within in it are used as a basis for the order, and the ordered quantity or value is
automatically entered in the contract. It is possible to determine if a customer can
exceed the agreed-on target quantity or value, and whether the system should
automatically set the status of the contract to complete as soon as the target quan-
tity or value has been reached.
Special Functions and Their Use in Sales Contracts

The sales contract matches the sales order in both structure and functionality.
However, sales contracts have additional attributes that are important.
왘 Date Profiles and Rules

mySAP CRM offers date profiles and rules that are used to define and control
the validity period of contracts. The most important dates in a contract are:
왘 Contract start
왘 Contract end
왘 Contract term
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You can also add your own date rules; for example, you could choose a default
setting for start date and duration of contract, so that all contracts start on Jan-
uary 1st and must run for at least two years. This ensures that all employees
pass on consistent information to customers. When an employee creates a new
contract, this data is preset—the system automatically works out the contract
end date. The employee can, if necessary, and if he or she has the authorization
to do so, manually change the suggested values.
왘 Action profiles
The status of contracts currently running can be followed up using action pro-
files. For example, you can automatically generate an activity for a certain
employee reminding him or her to contact a customer whose contract is about
to expire. Also, when it looks like a customer is not going to call up the agreed
product quantity in time, an automatically generated activity can inform the
employee responsible. This warning function helps to increase customer satis-
faction, as the enterprise is seen to be taking care of its customers and ensuring
that customer relationships are more actively defined.
왘 Cancellation rules
In the event that a customer wants to cancel his or her contract, mySAP CRM
offers a cancellation procedure with which different reasons and rules for a
cancellation can be defined and assessed.
왘 Releasable products
When a quantity or value contract is created, the corresponding products can
be entered manually. However, mySAP CRM also offers predefined product
selection, product categories, or a combination of both. This function ensures
that all employees can easily work out which products can be called up by
which customers.
왘 Business partners with authorization to call up
This check is especially important when special price agreements have been
made. Partners with authorization to call up are used to precisely control
whether the contract is valid for this partner, and whether a discount or price
markdown is to be granted for the corresponding order.
왘 Agreements
Particular delivery and payment conditions as well as special prices and dis-
counts can be agreed on in contracts. These agreements are automatically
identified when a contract is called up.

Figure 7.23 Sales Contract in Contract Management
7.3.11 Leasing
Alongside the classic suppliers of leasing and financing models, manufacturers and
sales companies can also make use of financing as a means of sales promotion,
regardless of whether it is leasing or a classic credit scheme paid back in install-
ments. Furthermore, financing facilitates improved customer retention. While in
a sale the process is complete after delivery and payment, in a leasing or credit
arrangement, the customer is bound to the financing company for the duration of
the contract. This means that additional services can be offered during the term of
the contract, and customers can be won over by the same brand through the use
of specific offers made at the end of the contract.
왘 Leasing and financing contracts must be carefully calculated in order to be

profitable.
왘 A financing contract remains profitable only when transaction costs for the
management of the contract are low over its term (usually between one and
five years).
왘 Financing contracts and, if necessary, financed objects, must be managed in
terms of bookkeeping by the financing company. This process must take place
automatically in order to remain profitable.
왘 Customer service is a central element of a financing contract.
Financing companies can process all of their financing business using the leasing
solution offered by mySAP CRM. It supports the entire contract life cycle, from
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initial quotation to the contract itself and management of contract changes, as
well as the processing required at the end of the contract. All of the steps involved
in contract management are seamlessly integrated into all required back-office
processes. Every contract is transferred directly to Accounting. Rule-based soft-
ware components automatically carry out classification at this stage, and thereaf-
ter take care of all necessary postings in general and subsidiary ledgers, and guar-
antee complete integration into Asset Accounting. Not only are several currencies
supported, but the contract can also be displayed simultaneously according to
different accounting principles (for example, the German HGB, the IAS, and the
U.S. GAAP.
Contract Management
mySAP CRM provides the basis for the entire Contract Management part of the
SAP leasing solution. Inquiries, alternative quotations, and contracts can be pro-
cessed here. Flexible status management, the connection to Business Workflow,
and error control, also help leasing companies to manage a multitude of quota-
tions and contracts at low transaction costs.
The browser-based user interface for managing contracts can be integrated easily
into a user's work center. Leasing and financing companies can ensure that con-
tracts are properly processed with the help of the roles and extensive authoriza-
tion concept included in the standard delivery.
Figure 7.24 Leasing Contract

Financing Products
In addition to actual leasing products, for example, cars, various financing options
are also represented within mySAP CRM. Financing products form the basis for
financing quotations and contracts, and contain the essential characteristics of the
financing plan rules. These products are seamlessly integrated into the product
maintenance of mySAP CRM and can be structured hierarchically.
Integration in Marketing and Campaign Management

Campaigns play a central part in the financial services sector. For example, in car
financing, particularly favorable financing plans may be offered on certain models
for a limited time due to a sales promotion. The complete range of marketing
functions offered by mySAP CRM can be used for this kind of sales-promoting
leasing quotation. This means that campaigns can control the pricing agreements
of individual financing plans, and that customer groups can be specifically chosen
for a campaign.
Mathematical Calculation
Very effective mathematical calculation possibilities form an integral part of Con-
tract Management that, in addition to simple leasing and financing contracts, also
supports special requirements, such as seasonal repayment schedules, floating
rate adjustments, and various views of the payment plan.
Automatic Classification
Leasing and financing contracts are classified automatically. This classification can
be carried out in parallel according to different accounting principles. It is a pre-
requisite for automatic further processing of leasing contracts in the Lease
Accounting Engine. Classification is also triggered and updated when changes are
made to contracts.
Integration in Asset Accounting and General Ledgers

Numerous activities are linked to leasing and financing contracts in the back office
so that they are represented correctly in accounting. The Lease Accounting Engine
ensures that leasing contracts always run synchronously from both a customer
and financing company point of view, and that all necessary postings take place
automatically. For handling leasing contracts from a financing company perspec-
tive, the whole of general ledger accounting, as well as matters such as revenue
realization and special depreciations, run parallel to Asset Accounting.
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7.3.12 Incentive and Commission Management
Incentive and Commission Management (ICM) is an application that an enterprise
can use to develop and manage complex remuneration plans, and adjust them
quickly to suit economic conditions. Sales employees can track their current activ-
ities and work out potential remuneration for their opportunities. As employees
can project commission amounts at any time, they are able to recognize the
opportunities that will guarantee that not only their personal goals, but also those
of the enterprise, are achieved.
ICM supports different commission scenarios spanning the entire enterprise, but
is geared primarily for the sales process. This means, for example, that sales rep-
resentatives can deduce the potential commission for a certain opportunity or a
certain sales transaction using a commission simulator. Sales managers can use the
valuation function to influence the actions of their sales team by, for example,
offering higher rates of commission for the sale of particularly profitable products
or for new sales contracts. Sales employees can make use of many functions,
including:
왘 Commission simulation for opportunities and sales transactions
왘 Direct access to the commission status for sales representatives and sales man-
agers
왘 Preconfigured templates for general commission scenarios
왘 Functions for controlling commission potential on the basis of transaction

attributes such as product or customer
Figure 7.25 Commission Simulator

ICM supports many different commission scenarios, for example, sales commis-
sion, channel-specific incentives, and remuneration of internal employees. The
scope of functionality covers the complete management of commissions and
incentives. In addition to the functions aimed at sales employees, the following
tools are also available:
왘 A tool to automatically and precisely calculate remuneration
왘 Tools for flexible modeling, cost simulation, and plan individualization
왘 Administrative functions for processing routine tasks
왘 Accurate cost and activity reporting
7.3.13 Sales Analytics

All data from the sales process is gathered and saved, and can be analyzed at a
later stage. mySAP Business Intelligence (mySAP BI) offers flexible data ware-
house functionality that can be used to determine exactly how and when data
should be analyzed. This analysis can be carried out from various perspectives:
왘 Operational
The status of current sales transactions is checked using operational reports. For
example, you can determine how many sales orders are open, which contracts
are about to run out, or whether there are any delivery delays. Furthermore,
information from previous sales transactions can be used for product recom-
mendations.
A sales manager learns from a report which customers are buying which prod-
ucts. Depending on how much money a customer has spent or which type of
product he or she has bought, the sales manager can decide to offer that cus-
tomer an additional (cross-selling) or a more expensive (up-selling) product. The
sales manager enters this information as a product proposal in a partner/prod-
uct range. The next time the customer contacts a sales employee, the latter
automatically receives a note to say that he or she should suggest the products
to the customer.
왘 Analytical
Using analytical reports, you can measure the achievements of the sales team
and the success of the sales strategy.
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Sales Analytics Along Hierarchies
Each user has a different perspective on data to be analyzed depending on his or
her role and position within an enterprise.
왘 The head of the company views data from an organizational point of view.
왘 The product manager is interested in the success of the product groups and
products that he or she oversees.
왘 The account manager analyzes the results along the customer hierarchy.
왘 Sales managers observe the sales success of the individual territories assigned
to them.
왘 Sales representatives seek to monitor their own performance.
SAP CRM synchronizes the organizational model, product hierarchies and prod-
ucts, customer hierarchies and customers, territory hierarchies and territories, and
all other business partners involved (employees and external partners).
Consequently, all information can be analyzed accordingly.
Funnel and Pipeline Analysis

In addition to sales analysis for activities, opportunities, quotations, orders, and
contracts, mySAP CRM offers the following specific reports for cross-application
analytics.
왘 Sales Pipeline Analysis (analysis of current data):
왘 Detailed information on the leads (in cooperation with marketing), oppor-

tunities, and quotations that have been created, which, in turn, provide
information on the sales pipeline, or the potential sales volume that can be
gained from sales
왘 Values for sales orders and contracts, considering the returns so that the
exact total sales volume of incoming orders can be calculated
왘 Comparison of the sales volume expected from an opportunity with the
actual incoming order value
왘 Sales Funnel Analysis (analysis of old data):
왘 Display sales documents that come either directly or indirectly from a cer-
tain opportunity, for example, display quotations and sales orders that were
created as follow-up documents for an opportunity
왘 Display sales orders and contracts that come either directly or indirectly
from a certain quotation

Sales Performance Analysis
Sales performance analysis was developed especially for managerial positions
within sales. It helps the sales manager to gain a comprehensive overview of all of
the sales organization's relevant information. For this purpose, sales performance
analysis from mySAP Business Intelligence offers various sales-specific analyses
from all areas. It isn't limited to analysis from sales; instead, it looks at all areas of
the enterprise.
Figure 7.26 Data Analysis in GIS Format: Number of Activities versus Sales Volume
Sales performance analysis is divided into the following four areas:
왘 Finances
Pipeline analysis for opportunities and open contracts provide an overview of
current and expected developments. Using sales order analysis, open and
incoming order values, and therefore also the potential sales volume, can be
analyzed.
왘 Customers
ABC analysis can be used to compare and categorize different customers
according to degree of importance. Furthermore, analyses can be conducted
on customer value and profitability.
Sales 139
왘 Internal Sales Processes
The business transactions created by the sales team can be followed up here,
such as opportunity quantities, success rates, profit and loss comparisons, quo-
tation analysis, and the connection between quotations and contracts or sales
orders that are actually won.
왘 Employee Development
Processes that relate to employees and their satisfaction are investigated here.
For example, you can analyze staff turnover, the number and costs of courses
and the number of participants, sick leave and overtime figures, and employee
satisfaction (assessed using questionnaires).
Most of the analyses mentioned can be displayed in detail for individual sales
regions with the assistance of a web-based geographical information system
(GIS), which makes it possible to view information and key figures for individual
regions. Most of the data used in sales performance analysis is supplied by the
mySAP CRM system. You can also extract data from an SCM or HR solution and
pass it on to mySAP Business Intelligence, for example, analysis of headcount and
staff turnover.
7.3.14 Use Case: Using mySAP CRM in Sales Including Sales Order
Processing
Perry Johnson is an employee at the company PC4YOU. Every morning, he logs

on to the PC4YOU CRM portal. All important information, such as activities,
upcoming customer appointments, sales volume analysis, and so on, are auto-
matically presented to him in one view. This allows him to prioritize his many
tasks and address the most important tasks first.
All current sales projects can be accessed in the opportunity pipeline. Perry
Johnson is pleased to discover that many opportunities in the pipeline are
already in the final phase. However, an automatic alert message in his inbox
draws his attention to the fact that the opportunity with transaction number
603 at Adcom Computers should have gone into the decision phase two days
ago. Perry calls up the details of this opportunity by clicking on the alert mes-
sage (see Figure 7.27).

Figure 7.27 Opportunity Details
Perry immediately receives all information gathered in the last few weeks relat-
ing to this sales project. The sales probability is currently at 50%. If the order is
won, PC4YOU expects a sales volume of $450,000 with a pure product value
of $300,000. Perry verifies whether all important activities, including a detailed
product presentation, have been finished, collects information about strengths
and weaknesses of the competitors, analyzes again the project organization
chart, and decides to call the key person at the customer site, Ian Brooks. After
a successful telephone call, the go ahead is given to make a quotation.
Perry is successful; the quotation is persuasive. He can sell 220 items of Note-
book Professional 17 (model HT-1011) with a quantity discount of $149 per
item. The sales volume achieved amounts to more than $518,000, with
$44,508.64 in tax and $902 in shipment costs. The determining factor for Ian
Brooks is that Perry is able to provide information on the exact date of delivery
at the quotation creation stage. Once the order has been accepted, Perry can
directly confirm the advised date.
Sales 141
Figure 7.28 Sales Order in the Portal
A few days later, Andrew Sands, contact person at Adcom Computer for
PC4YOU, calls and asks if the order quantity can still be changed. Once again,
Perry can give an immediate answer. As the sales item in question has not yet
been delivered, he can adjust the product quantity straight away.
Figure 7.29 Billing Document with Reference to Order

Thanks to seamless integration with logistical sales order processing, PC4YOU
is able to deliver quickly and on time. Perry can also view the invoice in his por-
tal. He can follow up any problems concerning receipt of payment using Rev-
enue Management.
7.3.15 Recommendations for Successful CRM Projects in Sales

It goes without saying that the focus of CRM is the customer; CRM does, after all,
stand for “Customer Relationship Management.” For this reason, account man-
agement forms the basis for all sales support offered by mySAP CRM across all
channels. The CRM implementation project should begin with this part of the
application. The next step is Activity Management, which is necessary to achieve
seamless integration with the customer. Admittedly, sales employees tend to dis-
like CRM systems; however, they also don't like surprises when it comes to cus-
tomer appointments. This is where the key to success lies in wedding mySAP
CRM to sales. When customer information that is relevant to sales is not buried in
the heads of individual employees or on some server somewhere, but is accessi-
ble to all people involved in the sale, information that is critical to the sale can be
shared. For example, a sales representative can find out at the stage of preparing
for a customer visit that the customer was on the last mailing list, has already
complained, called invoice verification the day before, and so on. With this kind
of transparency of information, sales employees can also, for their part, be ame-
nable to sharing information with others instead of simply storing it in their per-
sonal organizers.
Depending on the scope of the sales cycle, early implementation of Opportunity

Management offers considerably more flexibility than does Activity Management
when it comes to complex sales transactions. It is worth noting that each sales
employee has his or her own way of working, or his or her own “sales methodol-
ogy.” Why should this knowledge not be made available to all people involved?
Here, the opportunity presents itself to include sales employees in the CRM
project from the very outset, thus increasing acceptance of the implementation of
the CRM project. It's very easy and straightforward to store their individual sales
methodologies in mySAP CRM. Sharing their methodologies ensures that all
employees quickly feel at home in the productive CRM system.
7.3.16 Scenario Overview and Potential Benefits

mySAP CRM supports all stages of the sales process, from the initial contact with
the customer to the conclusion and fulfillment of the contract, taking all commu-
nication channels into account. The business scenarios described in the following
table are included in the SAP standard delivery for use in all industries.
Sales 143
Cross-Industry Short Description Potential Benefits
Scenarios
Turnover Profitability Customer
Satisfaction
Quotation and Support for the entire order ✓✓ ✓ ✓

Order Manage- process, from the inquiry and
ment quotation through to the order,
including product configura-
tion, availability check, pricing,
and integration with order pro-
cessing, regardless of the com-
munication channel used to
create the order
Extended Order Extension of Quotation and ✓✓ ✓ ✓

Management Order Management for sales
order processing in distributed
and heterogeneous system
landscapes with SAP and non-
SAP systems
It is possible to distribute order
items to multiple sources,
including external suppliers,
and to monitor status and
invoicing centrally
Contract Functions for creating and pro- ✓✓ ✓ ✓

Management cessing quantity and value con-
tracts, that is, long-term cus-
tomer contracts granting indi-
vidual pricing and delivery
conditions
Leasing Support of the leasing process, ✓✓ ✓ ✓

from creating quotations, man-
aging contracts, and changing
ongoing leasing agreements,
through to end-of-lease trans-
actions for return, extension, or
purchase
Financing products are also
considered
Sales Planning Multidimensional planning, for ✓ ✓✓

and Forecasting example, for sales territories,
product groups, and customer
hierarchies, on the basis of key
figures, such as sales quantities,
sales volume, or customer satis-
faction, with corresponding
evaluation options and graphi-
cal analysis

Cross-Industry Short Description Potential Benefits
Scenarios
Turnover Profitability Customer
Satisfaction
Opportunity Accompanies the sales cycle, ✓ ✓✓

Management from identification of sales
opportunities to successful con-
clusion
One view of assigned transac-
tions, history, appointments,
progress, and responsible deci-
sion-makers
Incentive and Remuneration rules for sales ✓ ✓✓

Commission Man- employees, partners, or other
agement commission recipients
Activity Planning, executing, and man- ✓✓ ✓

Management aging sales activities, and orga-
nizing daily sales business to
conclude sales more quickly
Territory Structuring and organizing sales ✓✓ ✓

Management by dividing into territories
according to arbitrary criteria
such as size, distance, or reve-
nue
Hierarchical territory structur-
ing, territory-related definition
of sales goals, and assignment
of sales employees to territories
Account Providing all important infor- ✓ ✓ ✓✓

and Contact mation about customers, sales
Management prospects, and partners for
interaction history, pursuit of
activities, and analysis of suc-
cessful or critical business rela-
tionships
The cross-industry business scenarios are complemented by further industry-spe-

cific scenarios.

Scenarios
Satisfaction
Sales Manage- Describes the sales process for ✓✓

ment for Commer- commercial and industrial cus-
cial and Industrial tomers, from customer acquisi-
Customers in the tion to maintenance of lasting
Utilities Industry customer relationships
Sales 145
Scenarios
Satisfaction
Sales Manage- Supports the sales cycle for res- ✓✓

ment for Residen- idential customers, including
tial Customers in service for existing customers
the Utilities and creating service contracts
Industry
Contracts and Managing contracts and prices, ✓✓ ✓ ✓

Chargeback for acceptance, inspection, and
Pharmaceuticals processing of returns, verifica-
tion of chargeback claims, and
determination of chargeback
amounts
Channel Sales Functions for incorporating ✓✓ ✓ ✓

Management for external partners in the sales
the High-Tech process of the enterprise
Industry
Sales Against Functions for creating and pro- ✓✓ ✓ ✓

Contract for the cessing long-term customer
Oil and Gas contracts granting individual
Industry pricing and delivery conditions
specifically for the oil and gas
sector
Value-Based Integrated processes for mar- ✓ ✓✓

Detailing for Phar- keting, sales planning, territory
maceuticals and activity management for
developing profitable customer
segments in times of changing
behavior regarding prescrip-
tions, and increasing cost pres-
sures in the health sector
Intellectual Prop- Offers help in managing intel- ✓ ✓✓

erty Management lectual property in rights and
for Media licenses, optimizing economic
exploitation, and calculating
license fees
7.4 Sales Order Processing
7.4.1 Overview
In the past, sales success was often measured by the amount of incoming orders.
For many sales representatives, their work was done when the customer had
signed the order or contract. Whether the enterprise continued to do business
successfully in the long term was decided only when payment was received and

Index
A Assessment 114, 117

ABAP 55 Asset accounting 135
ABC analysis 139 Assortment 121
ABC classification 315 ATP 244, 419
AcceleratedSAP 340, 369 ATP check 147
AcceleratedSAP for mySAP CRM 340 Attachments 122
Account management 102, 105, 189 Auction catalog 247
Account manager 138 Auctions 246
Account planning 102 Audit 372
Accounting 52 Audit framework 372
Accounting Engine 135 Audit Information System 372
Accounts receivable accounting 159 Authorization 152
Action profiles 132 Authorization horizon 153
Actions 123 Auto Suggest Repository 268
Activities 108, 109, 110 Automatic appointment scheduling
Activity Journal 108 170
Activity management 107, 109, 114, Automatic classification 135
218, 220 Automotive 359
Activity plan 112 Availability check 121, 147, 149, 244
Address Verification System 152 Availability information 149
Administration 358 Availability time 172
Administrator Workbench 364 Available-to-Promise 147, 244
After-sales area 68 Avartars 241
After-sales cycle 230
After-sales services 228, 230 B
Agent 165 B2B 31, 41, 151, 227, 233, 239
Agent support 166 B2B Mall 233
Aggregation method 84 B2B sales process 41
Alert inbox 385 B2C 31, 41, 125, 151, 232, 233
Alert modeler 166 B2R2C 234
Alert monitoring 396 Back-end 37, 42, 243
Alerts 154 Back-office 94
Analysis 114, 118 Backorder Processing 150
Analysis of competition 116 Backup 401
Analytical applications 160 BackWeb ProactivePortal Server 414
Analytical CRM 38, 40 BAdI 399
Analytical CRM applications 305 Balanced scorecard 40, 321
Analytical report 110 BBBOnLine 31
Analytical reporting 161 BCB 387
Analytics 58 BDocs 394
Application hosting 351 Best practice processes 252
Application Platform Suites 353, 374 Best Practices for mySAP CRM 347
Appointment scheduling 183 Best seller lists 238
Architecture and technology 58 Best-of-breed 44
ASAP 340, 369 Billing 147, 157, 158, 185
Index 451
Billing Data 159 Campaign management 57, 61, 85,
Bluetooth 208 135, 237
Bottom-up 102 Campaign manager portal 85
Brand owner 235 Campaign monitoring 94
Brand value 72 Campaign planning 85, 93, 319
Branding 72, 235 Cancellation 159
Broadcast Messaging Server 415 Cancellation rules 132
Business activities 107 Card Number 151
Business Add-Ins 399 Card Verification Value 151
Business applications 48 CAS (computer-aided selling) 35
Business blueprint 341, 343, 344 Case 168
Business case 64 Case management 168, 272
Business Communication Broker 387 Cash on delivery 151, 153
Business configuration sets 53 CAT server 417
Business Content 364, 420 Catalog management 239, 240
Business Explorer 364 Catalog presentation 240
Business Explorer Analyzer 364 CATS 183, 203
Business focus 25 C-Business Maps 58, 60, 63
Business intelligence 55, 227, 231, 250 CCMS 396
Business maps 57 CDB 401
Business Partner Cockpit 106 Central Master Data Administration
Business Partner Management 105 362
Business process 17, 57 Certificates 371
Business process step 57 Change management 343
Business processes 31, 205 Channel commerce 234, 253
Business scenario 57, 64, 348 Channel management 18, 41, 58, 234,
Business strategy 18 358, 411
Business success 19 Channel master 234
Business transactions 120 Chat 237, 249
Business value 17 Claims management 147, 160
Business view 61, 63 Classification 135
Business vision 30 Classroom training 351
Business workflow 134 Clickstream 251
Business-to-Business → see B2B Clickstream analysis 231, 251
Business-to-Business Mall → see B2B Closed-loop 310
Mall Collaborative Business Maps 60, 63
Business-to-Consumer → see B2C Collaborative CRM 37, 38
Buying center 114, 115 Commission simulation 136
Communication channels 33, 38, 39
C Communication Station 393, 415
CAD 127, 171 Company profitability 30, 42
Calendar 108 Company-wide collaboration 37
Call center 33, 102, 249, 253, 380 Competitive advantages 33
Call center solutions 43 Complaints 17, 171, 172
Call me back 249 Component integration 390
Callback 237, 249 Component view 62
Campaign 83 Composite Application Framework
354, 374
452 Index
Composite Applications 54, 354 CRM implementation project 31, 37
Computer telephony integration 415 CRM information technology 33
Computer-aided design applications CRM investments 330
171 CRM middleware 210, 214, 361, 366,
Computing Center Management 377, 386, 390, 392, 401
System 396 CRM project 18, 37, 143, 329, 334, 338
Configuration 229, 244, 383, 396 CRM server 210, 417, 433
Configuration settings 397 CRM software 33
Configurator 125, 129 CRM Software Agent Framework 421
Configure-to-Order 244 CRM software solution 30, 31, 33, 37,
Confirmation schedule line 148 42
Connected CRM 37 CRM software vendor 45
Connection Handler 393 CRM software vendors 42
Connectors 247, 387 CRM solutions 42, 147
Consolidated Database 401 CRM suite vendor 44
Consumer analysis 78 CRM system 143
Consumer industries 53 CRM vendor 38
Consumer packaged goods 71 Cross-Application Time Sheet 183
Consumer promotions 83 Cross-selling 63, 91, 150, 238, 242, 243,
Consumer segmentation 82 306
Contact channels 33 Cross-selling analyses 312
Contact management 35, 105, 189 Cross-selling offers 232
Content management 240, 364 Customer 17, 27, 29
Content server 240 Customer analysis 78
Contract accounting 159 Customer analytics 309, 311
Contract and order analysis 191 Customer attractiveness 316
Contract management 130, 134 Customer behavior 17
Contracts 131 Customer cards 27
Controller 382 Customer churn analyses 312
Controlling 160, 183, 186 Customer clubs 27
CO-PA 94 Customer complaints 171
Corporate branding 234 Customer contact 27
Corporate strategy 30 Customer data 31
Correlation 61 Customer events 85
Cost effectiveness 164 Customer installation 177
CPG 71 Customer interaction center 43, 335
cProjects Add-On for CRM 417 Customer interaction cycle 49, 67, 305
Credit check 122, 154 Customer intimacy 19, 23
Credit management 147, 151, 153 Customer lifetime value 40, 314, 315
Credit problems 154 Customer loyalty 33
CRM → see Customer Relationship Customer needs 27, 31, 169
Management Customer orientation 19, 24, 30, 38
CRM Application Tool Server 417 Customer portal 253
CRM business strategy 31 Customer portfolio 316
CRM company strategy 33 Customer potential 40
CRM content management 211 Customer problems 166
CRM designer 383 Customer profitability 314
CRM implementation 305, 329, 337 Customer questions 165
Index 453
Customer relationship 25, 28, 67 Distributor & reseller networks (B2R2B,
Customer Relationship Management B2R2C) 234
17, 19, 25, 27, 28, 33, 47, 68, 143, 210, Document flow 123
225 Document header 120
Customer requirements 17, 39 Document management systems 55
Customer retention 232 Documents 123
Customer retention programs 27 Down-selling 91
Customer retention rate 40 Drag & Relate 357
Customer satisfaction 29 Drill-down method 84
Customer scoring 314, 315 Drill-up method 84
Customer segmentation 82 Dunning 160, 161
Customer segments 39 Dynamic Auction and Bidding Engine
Customer service 163, 164 417
Customer Service & Support 164, 165
Customer service concepts 28 E
Customer support 249 E-analytics 318
Customer value 314 Early warning lists 154
Customer-oriented value 19 Easy enhancement workbench 385,
Customer-oriented value discipline 20 399
Customize 236, 237 eBay 247
Customizing 116, 336, 369, 423 E-books 352
Customizing data 392 E-business 130, 205
Customizing distribution 392 E-commerce 43, 58, 205, 225, 232, 242,
Customizing scout 392 253, 317, 338, 389, 411
E-Commerce Web Applications 389
D Economies of scale 27
DAB 417 eConsultant 241
Data Integrity Manager 401 EDI over Internet 410
Data protection 31 Effect chain 68
Data protection policy 31 E-learning 352
Data warehouse 40, 76, 232, 251 Electronic bill presentment and
Date management 122 payment 230, 247
Date profiles 131 Electronic customer care concept 226
Date profiles and rules 131 E-mail 93, 165, 237, 249
Decision-making factors 17 E-marketing 28, 41
Deliver-to-Order 127 Employee development 140
Delivery group 150 Employee relationship management
Delivery-to-promise 336 34
Delta Data Exchange 395 Employee roles 346
Delta Load 391, 395, 432 Employee Self-Service 357
Demand chain planning 419 Engage 38
Differentiate 236 Engagement management 188
Direct marketing 71 Engineering-to-Order 128
Direct Store Delivery 217 Enterprise application suite vendor 44
Discrete industries 53 Enterprise Buyer Professional (EBP)
Dispute case processing 160 239
Distributed sales order processing 162 Enterprise Portal 51, 353
Distribution channels 38
454 Index
Enterprise Resource Planning → see Fulfillment 147
ERP Fulfillment processing 161
Enterprise Service Architecture 47 Funnel Analysis 138
Entitlement check 248
EOM 162 G
E-procurement 233 Generic application services 58
ERM 34 GIS 140
ERP 34, 37, 164 GIS format 139
ERP area 225 Global Positioning System 206
ERP system 164, 183 Globalization 17
ESA 47 Globalization services 373
E-selling 41, 227, 335, 389 Go live 341, 345
E-selling business scenarios 232 Go live and support 345
E-selling platforms 17 GoingLive Check 370
E-selling projects 254 Goods Issue 156
E-selling solutions 27 GPS 206
E-selling strategy 230 Groupware 406
E-service 41, 170, 184 Groupware Connector 393, 417
ESS 357 Groupware Integration 405
ETL 419 Groupware-Adapter 394
ETO 128 Guided selling 241
Euro-Label 31
Events 250 H
Extended Order Management 42, 162 Hacker attacks 32
Extensible Markup Language 52 Handheld 209
Handheld device 181
F Handling Units 156
FAQs 167, 170, 177, 230, 248 Header 120
Feasibility study 341 Help desk 39, 168
FI 52 Hierarchies 138
Fiducia AG 255 Hits 250
Field analytics 318, 319 HR 52, 140
Field applications 58, 209, 411 HTML 241, 252, 368
Field sales force 206 HTML form 170
Field service 164, 180, 200 Human Resource Management → see
Final preparation 344 HR
Financial accounting 17
Financial services 53 I
Financing company perspective 135 IC Scheduling 417
Firewall 372 IC WebClient 418
Flow control 394 ICI 387
Follow-on campaign 97 Identify 236
Free goods 121 Implementation 162
Frequently asked questions → see Implementation Guide 344
FAQs Implementation of mySAP CRM 341
Front office 43 Implementation roadmap 341
Front-end 37, 243 IMS 421
Fulfill 38
Index 455
Incentive and Commission Mana- Interfaces 52
gement 136, 199, 272 Internal rate of return 330
Increase in sales 33 Internal sales processes 140
Index Management Service 421 Internet 29, 225, 230, 234, 249, 389
Industries 217 Internet auction 246
Industry sectors 71 Internet Customer Self-Service 170
Industry solutions 53, 404 Internet sales 162, 414
Industry-specific CRM 37, 38 Invoice 151, 153
Infocenter 211 Invoicing 158, 247, 248
InfoCubes 364, 420 IRR 330
Information Integration 354 IT 69
Information logistics 31 IT investments 225, 330
Information society 17 IT landscape 226
Infoteam Sales Process Consulting AG Items 120
112 iViews 357, 368, 381
Initial data exchange 395
Initial Load 391, 395, 432 J
Input Processing 158 J2EE 55, 252, 366, 390, 414, 422
Inside-out approach 27 J2EE technology 252
Installed base 178 JumpStart 338
Installed base database 167 JumpStart program 338
Installed base management 164, 167,
177, 248 K
Integrated Communication Interface Key accounts 41
387 Key capabilities 58
Integrated Sales Planning 107 Key figures 41
Integration 35, 37, 94, 101, 114, 135, 404 Key performance indicators 40, 81
Integration broker 55 Knowledge Management 55, 75, 164,
Integration directory 366 167, 176, 213, 268, 357, 381
Integration repository 366 Knowledge Provider 240
Integration server 365 KPI 40
Intelligence Connector 418
Intelligent Miner 309 L
Intensiy of the Customer Relationship Laptop 181, 208, 209, 385
316 Lead 89, 105, 109, 320
Interact 236 Lead analysis 96
Interaction Center 43, 58, 165, 176, Lead generation 39
198, 263, 317, 318, 358, 386, 411 Lead Management 78, 89, 380
Interaction Center agent 127 Lead manager portal 89
Interaction Center Analytics 272, 318 Lead qualification 89
Interaction Center WebClient 387 Leasing 133, 358
Interaction Center WinClient 270 Leasing contracts 130, 134
Interaction Channel 101, 225 Leasing solution 133
Interaction Channel Analytics 309, 317 Life cycle management services 351
Interaction History 107 Lifecycle Management 55, 368
Interactive design 379 Listing 121
Interactive Intelligent Agent 168 Live Web collaboration 249
456 Index
Logistics 18, 52 Mobile Sales 162, 210, 211, 361
Look-and-buy ratio 232 Mobile Sales for Handheld 414
Lotus Notes 188, 211, 364 Mobile Sales for Handhelds 215
Loyalty index 40 Mobile Sales for Handhelds (R/3
Edition) 216
M Mobile Service 210, 213, 361
Mail shot provider 62 Mobile Service (R/3 Edition) 210, 214
Mail shots 62 Mobile Service for Handhelds 216
Mailing campaigns 83 Model 382
Mailings 93 Model View Controller Approach 382
Make-to-Order 127 Model View Controller Concept 382
Management 40 Monitoring 309, 354, 370, 396
MapBox 393, 418 Monitoring Services 396
Market advantage 19 MS Outlook 188, 211
Market analysis 78, 79 MS Word 211
Market leader 20 Multi channel strategy 230
Market leadership 21 Multi supplier catalog 234
Marketing 40, 58, 67, 69, 135, 305, Multi-channel access 55, 356
335, 358, 411 Multi-channel functions 85
Marketing analytics 309, 319 Multi-channel interaction 385
Marketing applications 39 Multi-channel interface 387
Marketing calendar 85 Multi-dimensional planning 102
Marketing planning 80 Multiple back-end scenario 408
Marketing strategies 27 Multiple CRM case 408
Marketing workflows 80 Multiple-system landscapes 408
Marketplaces 52 MVC 382
Mass customization 27, 226, 231, 255 mySAP All-in-One 48, 349
Mass marketing 71 mySAP BI 51, 78, 137, 140, 160, 190
Master Data Consolidation 362 mySAP Business Intelligence → see
Master Data Harmonization 362 mySAP BI
Master Data Server 363 mySAP Business Suite 47, 49, 53, 58,
Materials Management 164 64, 365, 392, 404, 411
M-Business 205 mySAP CRM 18, 47, 49, 58, 64, 69, 77,
MCOD 402 89, 102, 110, 114, 123, 128, 143, 150,
M-commerce 205 157, 161, 162, 171, 176, 205, 225, 242,
MDS 363 305, 337, 368, 377
Media 359 mySAP CRM Mobile Service 414
Message-based component inte- mySAP CRM Sales Methodology 114
gration 390 mySAP CRM Workforce Management
Microsoft Windows XP Tablet PC 196
Edition 214 mySAP Enterprise Portal 52
Middleware Cockpit 396 mySAP ERP 52, 162
Minimizing total costs 350 mySAP FI 51, 159, 164, 203, 247
Mobile applications 205, 209 mySAP Financials → see mySAP FI
Mobile Client Recovery Manager 418 mySAP HR 51, 164, 198, 357
Mobile Client Software 418 mySAP HR Payroll 183
Mobile Clients 394 mySAP Human Resource → see mySAP
Mobile Development Workstation 418 HR
Index 457
mySAP Marketplace 52 Order management 67, 118, 180, 182
mySAP Mobile Business 51 Order promising 419
mySAP PLM 50, 128 Order scenarios 127
mySAP Product Lifecycle Management Order split 150, 162, 234
→ see mySAP PLM Order-to-cash process 253
mySAP SCM 128, 154 Organizational culture 30
mySAP Supply Chain Management → Organizational data 120
see mySAP SCM Organizational knowledge 176
mySolutions 248 Osram Sylvania 255
Outbound calls 335
N Outbound delivery 155
Net present value 330 Outgoing invoice 160
New economy 18, 29 Output 122
Non-profit organizations 31 Output processing 159
Non-SAP systems 122
P
O Packaged composite applications 54
Object extensions 383, 385 Packaged solutions 349
OLAP 40 Packing 156
OLAP functions 40 Page impressions 250
One face to the customer 234 Partner and Channel Analytics 319
One office 37 Partner determination 120
One-step business 233 Partner management 18
One-step buying 234 Partner portal 253
One-to-one marketing 28, 228, 232, Partner relationship management 34
236, 247 Payback period 330
Online analytical processing 40 Payment card 151, 152
Online status request 247 Payment card processing 151
Open interfaces 52 Payment card transactions 151
Open item 160 Payment handling 245
Operational CRM 38, 39 Payment processing 147, 151
Operational excellence 19, 22, 25 Payment transaction 229
Operations services 351 Payment types 151
Operative report 110 PDA 206, 214
Operatives Reporting 161 People Integration 354
Opportunities 35, 109, 136, 139, 211 People-centric CRM 37
Opportunity 187 People-Centric User Interface 379,
Opportunity assessment 114, 117 381, 382
Opportunity hierarchies 111 Performance analysis 161, 191
Opportunity Management 39, 100, Performance measurement system 40
102, 110, 112, 116, 143, 212 Personalization 90, 230, 383, 384
Opportunity pipeline 118 Personalization Engine 237
Opportunity plan 114, 117 Personalized communication 92
Opportunity planning 102, 111 Personalized customer contact 27
Order 229, 245 Personalized customer relationship
Order analysis 191 management 31
Order confirmation 246 Pharma 359
Order fulfillment 229, 242 Picking 156
458 Index
Pipeline analysis 138, 139 Q
Planning applications 76 Qualified sales opportunity 110
Planning levels 102 Quality analysis 190
Planning tasks 102 Quantity contract 130
PLM 17, 52 Queries 118
Point solution vendor 44 Quickstep 349
Portal 142, 253 Quotation and order management 57
Portal Services 381 Quotation Management 118
Potential benefits 163, 194, 259, 326
Pre-sales cycle 230 R
Prices and conditions 27 R/3 Edition 253, 414
Pricing 121, 243, 398 R/3 Plug-In 414
PRM 34 Radio Frequency Devices 360
Process industries 53 Ready-to-run templates 252
Process integration 354 Realization 344
Processes 17 Realtime monitoring 198
Processing Incoming Payment 160 Recommendations 162
Product analytics 309, 317 Recovery 401
Product association rules 91 Reduction in costs 33
Product catalog 239 Relationship management 71
Product configuration 27, 121, 124 Relationship networks 33
Product configurator 125, 127 Replication 386
Product determination 121 Report 161
Product development 52 Reporting 76, 114, 118, 161
Product leadership 19, 21, 25 Reports 176
Product Lifecycle Management → see Resource planning 180, 181, 201
PLM Resource planning and optimization
Product lists 92 164, 180
Product recommendations 27, 238 Resource planning tool 200
Product search 228 Response time 172
Product selection 229, 239 Retrieval and classification 389
Production planning and scheduling Return on investment → see ROI
419 Roadmap 341
Professional Services 187, 359 ROI 63, 81, 164, 180, 329, 336, 349
Profitability 18, 28, 33 ROI key figures 330, 335
Profitability analysis 94, 191 ROI reporting 86
Project goal description 115 Roles 357
Project kick-off 343 Rollout Manager 401
Project management 188 RosettaNet 410
Project planning 342 Routing 365
Project preparation 343 Rule-based ATP check 244
Project resource planning 188
Project view 337 S
Prospective buyers 39 Sales 58, 67, 87, 305, 335, 358, 411
Public services 54, 359 Sales analytics 100, 137, 138, 309, 320
Purchase order 242 Sales applications 39
Sales assistant 112
Sales contracts 130
Index 459
Sales cycle 230 SAP Internet Sales Web Application
Sales force automation 33, 43, 44 components 414
Sales Funnel Analysis 138 SAP IPC 125, 211, 240, 243, 390, 414,
Sales Methodology 114 420, 425
Sales order 148, 152 SAP J2EE-Engine 390, 414, 420
Sales order processing 146, 161, 162 SAP Java Connector 420
Sales performance analysis 139 SAP Knowledge Management 364
Sales pipeline 77 SAP Master Data Management 361
Sales pipeline analysis 138 SAP Master Data Management
Sales planning 102 Adapter 363
Sales process 200, 227 SAP MDM 361
Sales volume forecast 111 SAP MDM-Adapter 363
SAP Advanced Planner and Optimizer SAP ME 359
→ see SAP APO SAP MI 359, 361
SAP APO 122, 244, 348, 419 SAP Mobile Application Studio 399
SAP Biller Direct 247 SAP Mobile Engine 359
SAP Business Case Builder 58, 64 SAP Mobile Infrastructure 359, 361
SAP Business Connector 419 SAP NetWeaver 48, 52, 353, 354, 356,
SAP Business Information Warehouse 365, 374, 377, 387, 403
→ see SAP BW SAP product configurator 128
SAP Business Maps 57 SAP R/3 128, 421
SAP Business One 48 SAP R/3 4.6C 52
SAP BW 61, 164, 250, 309, 348, 361, SAP R/3 Customer Service 214
363, 394, 419 SAP R/3 Enterprise 52, 122
SAP CI 363 SAP Safeguarding 350
SAP Collaborative Business Maps 58, SAP Service 350
60 SAP Service Marketplace 57, 350, 352,
SAP Content Integrator 363 412
SAP Content Server 420 SAP Smart Business Solutions 48
SAP CRM Field Applications 209 SAP Solution Composer 58
SAP CRM Internet Customer Self- SAP Solution Management Optimi-
Service 420 zation 350
SAP Dispute Management 160 SAP Solution Manager 341, 369, 392,
SAP EBP 239 412
SAP Enterprise Buyer Professional → SAP Solution Maps 57
see SAP EBP SAP Strategic Enterprise Management
SAP Enterprise Portal 356, 413, 420 309, 321, 348, 421
SAP E-Selling Web Application SAP Trade Promotion Management 87
Components 420 SAP Tutor 352
SAP Exchange Infrastructure 363, 365, SAP Web Application Server 55, 240,
390 353, 354, 361, 366, 412
SAP for Media 431 SAP Workflow Modeler 422
SAP for Telecommunications 431 SAP Workforce Management Add-On
SAP Help Portal 57 421
SAP Hosting 351 SAP xApps 48, 54
SAP Internet Pricing and Configurator SAP XI 363
→ see SAP IPC Satisfaction index 40
SAP Internet Sales 253 Scenario overview 163, 194, 326
460 Index
SCM 17, 34, 37, 52, 128, 196, 205 Strategic service planning 190
Self-service 41, 165, 247, 253 Stylesheet editor 379
Service 58, 67, 163, 305, 358, 411 Stylesheets 379
Service analysis 171, 189 Subcase 169
Service analytics 189, 190, 309, 320 Success analysis 94
Service applications 39 Supplier Relationship Management →
Service concept 189 see SRM
Service confirmation 183 Supply chain collaboration 419
Service contract management 213 Supply chain control 419
Service contracts 130, 172, 173 Supply Chain Management → see
Service entitlements 172 SCM
Service industries 53 Supply chain planning 419
Service level agreement 166, 171, 172, Support 165, 341, 345
183, 190, 200, 248 Support desk 345
Service Operations Management 164 Survey 108
Service planning 175, 190 Survey Tool 117
Service Planning & Forecasting 164 System landscape 31, 411
Service processing 172 System status 124
Services 173, 175
SFA (sales force automation) 35, 43 T
Share of wallet 40 Tablet PC 208, 209, 214, 385
Shipment Cost Processing 157 TCO 54, 331
Shipping 147, 154 TeaLeaf 421
Shipping documents 155 Telecommunication 431
Shipping Process 154, 155 Telemarketing 77
Ship-to-Order 127 Telesales 92, 162, 335
Shop-solution 233 Telesales activities 39
Simple Object Access Protocol 387 Territory Determination 104
Simulated availability check 149 Territory Hierarchies 103
Single Sign-On 357, 371 Territory Management 103, 386
Site statistics 250 Text management 122
SLA 172, 190 Text Retrieval and Information
SLA parameters 172 Extraction 421
Smart Forms 159 Tickets 372
SOAP 387 Time-to-delivery 336
Software Agent Framework 268 Time-to-market 336
Software components 57 Time-to-volume 336
Software solutions 57 TM 52
Solution Database 168 Top-down 102
Solution database 168, 170, 176, 248 Top-down distribution 102
Solution delivery services 351 Top-n product lists 92
Solution library 248 Total cost of ownership → see TCO
SRM 34 Tracking ID 93
SSO 357 Tracking systems 247
Stand-alone 403 Trade promotion 87, 88, 217
Status management 124 Trade promotion management 39
Storefront 234 Trade promotion planning 88
Strategic consulting services 351 Transact 38
Index 461
Transaction Data 423 Voice-over IP 249
Transport 147, 156
Transportation planning 419 W
Travel management 52 WAP 208
TREX 389, 414, 421 WAP cell phone 181
TREX Search Engine 421 Warning lists 154
TRUSTe 31 Warranties 174
Web analysis 250
U Web analytics 318
UBIS Intelligent Product Adviser 422 Web auction solution 246
UMTS 209 Web auctions 246
Up-selling 91, 150, 242, 243, 308 Web catalog 241
Up-selling offers 232 Web requests 170
Usability test 252 Web self-services 235
Use potential 64, 98, 143 Web server 389
User interfaces 27 Web shop 225
User status 124 Web shop design 252
User support 344 Web site monitoring 318
User training 344 Web-based training 352
Utilities 359 WebFlow 123
Wireless Application Protocol 208
V Wireless LAN → see WLAN
Validation 87 WLAN 208, 209
Value 19 Workflow 105, 123, 124, 134, 154, 422
Value contract 131 Workflow Management 105
Value disciplines 20 Workflow procedure 154
Value focus points 25 Workforce Management 196, 421
Value optimization 33
Vehicle scheduling 419 X
View 382 xApps 54
Virtual classroom training 351 XML 52, 239, 387
Virtual showroom 234 XML schema 170
462 Index

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mySAP CRM - Leseprobe - www.sap-press.

Rüdiger Buck-Emden, Peter Zencke

1 Introduction: The Customer—The Most

2 What Makes a Company a Market Leader? 19

2.1 Customer-Oriented Value .............................................................................. 19

3 What Is Customer Relationship

3.1 The Customer Was Not Always the Focus .................................................. 27

4 Software Solutions for Customer

4.1 Value Expectations of the Company ............................................................. 33

5 mySAP CRM—Customer Relationship

5.1 Enterprise Services Architecture .................................................................... 47

6 Digression: Business Scenarios and

6.1 SAP Solution Maps .......................................................................................... 58

7 mySAP CRM—Applications for the Customer

7.1 The Four Phases of the Customer Interaction Cycle .................................. 67

8 On-Site Business Processes—Support

8.1 From E-Business to M-Business .................................................................... 205

9 E-Commerce with mySAP CRM—The

10 Customer Interaction Along All

10.1 Introduction ...................................................................................................... 263

11 Channel Management with mySAP CRM—

11.1 Challenges of Indirect Channels .................................................................... 281

12 Decision-Making Support for Employees

12.1 Introduction ...................................................................................................... 305

13 Implementing mySAP CRM in the

13.1 Business View ................................................................................................... 329

14 The Integration and Application

14.1 Technology Development at SAP .................................................................. 353

15 Architecture and Technology of

15.1 Overview ............................................................................................................ 377

A Technical Component View of mySAP CRM 411

A.1 Software Components of mySAP CRM ........................................................ 411

B Data Exchange Between CRM and

B.1 Customizing Data ............................................................................................. 424

D The Authors 443

In addition to further extensive development, for example, for campaign manage-

Rüdiger Buck-Emden, Peter Zencke

Today, three important factors determine the financial success of an enterprise:

It's the customer's choice—today's information society and the globalization of

However, customer requirements do not simply determine an enterprise's inter-

Introduction: The Customer—The Most Important Business Partner 17

18 Introduction: The Customer—The Most Important Business Partner

Campaign Man- Particular function of campaign ✓✓ ✓ ✓

Campaign Man- Enhancement of campaign ✓✓ ✓ ✓

왘 Account and Contact Management

왘 Quotation and Order Management

왘 Contract Management and Leasing

왘 Incentive and Commission Management

100 mySAP CRM—Applications for the Customer Interaction Cycle

Figure 7.15 Sales in the Customer Interaction Cycle

Integration of All Interaction Channels

7.3.2 Sales Planning

왘 Multidimensional planning with flexibly designed planning levels for strategic

Planning can take place top-down or bottom-up. With top-down planning,

102 mySAP CRM—Applications for the Customer Interaction Cycle

7.3.3 Territory Management

Territories and Territory Hierarchies