In addition to my software pricing and licensing research, I also study use of technology to improve procure-to-pay (P2P) processes; so, I'm always interested in customer presentations at software company events, in case I can spot some new best practices or interesting trends. This week I’m at Ariba LIVE in Orlando, but last week I was at SAPPHIRE NOW in Frankfurt, where I attended a presentation by a project manager from a large German car manufacturer talking about his rollout of SAP’s SRM product. Given that it wasn’t in his first language, the presentation was very good, and quite humbling to an anglophone, even a relatively multi-lingual one. (I can say “two beers, please” in eight other languages, but wouldn’t dream of presenting in any of them).
However, the overall case study was disappointing. I won't name the company, but I’ll just say that the SRM implementation didn’t look to me like as good a “leap forward through technology” as I expect to see in a showcase presentation. In particular, I was disappointed to see that this company is:
Here at the European half of SAP’s global customer event, I had a chance to ask some questions of one of SAP’s co-CEOs, Jim Hagemann Snabe. Unfortunately I didn’t have time to ask for some advice to my country’s leaders on how to manage a two-party government, because it seems like he and Bill McDermott are very happy with their own coalition.
It's very encouraging that Hagemann Snabe, along with other SAP executives I’ve met here, acknowledge that SAP has made missteps over the last year or so, although they are still very confident that they know how to fix the company’s problems. There’s a thin line between positive spin and misplaced over-confidence, so hopefully, in private, he recognizes the challenges he faces. Still, I’d like to see more willingness to accept that SAP doesn’t have all the answers and to get advice from outside the organisation, to help it become customer-centric instead of sales-transaction-centric
Both CEOs want to talk only about new revenue opportunities: increasing SAP’s addressable market, the potential of new on demand products including Business ByDesign, and mobile solutions based on the proposed Sybase acquisition. I asked Hagemann Snabe to explain how he’d improve the value for money that existing customers will get for their maintenance revenue. He mentioned the introduction of customer choice between the Enterprise and Standard support offerings, although that isn’t much of a choice since CPI increases on the latter make it cost almost as much as the former. He also stressed the importance of the ‘Innovation without disruption’ enhancement pack system, which will now be delivered in one simultaneous release each year, across all product lines.
Recently two large software companies separately complained that I was biased against them in the other one’s favour, which was sufficiently ironic to amuse my British sense of humour. “Biased” is one of the worst accusations you can throw at an analyst, because we strive to be scrupulously fair, and ensure that what we write and say is balanced, and evidence-based. So it started me thinking about fairness, and prejudice versus analysis.
I hear a lot of horror stories from clients about outrageous treatment by software sales reps, so one might think that software marketing execs would be shame-faced and contrite. But, actually, they love their companies and believe that analysts are merely stoking up resentment that wouldn’t exist without us, or that it’s the other guys giving their industry a bad name. “You only hear from the minority of unhappy customers,” they say. “Clients don’t ring you up when they are delighted with us.” This is true, but I speak with hundreds of clients every year, so I think I’d have found more evidence of a silent majority of delighted buyers, if it existed. The problem is that the good corporate intentions don't always translate into sales' behavior, when it's a question of spiff or rif.