Академический Документы
Профессиональный Документы
Культура Документы
and CPL
Submitted To:
Submitted By:
Sonam Lal
Head, Marketing & Communication
SAP Global Delivery
Arpit Bansal
Roll No: 1070370012
Table of Contents
Acknowledgement...................................................................................................... 6
Preface....................................................................................................................... 7
1. About SAP............................................................................................................... 8
1.1 History in the Making........................................................................................ 9
1.2 Business and Markets...................................................................................... 10
2. Enterprise Service-Oriented Architecture.............................................................11
2.1 Products.......................................................................................................... 11
2.2 Partnerships.................................................................................................... 13
2.3 Organization.................................................................................................... 13
2.4 SAP Endorsed Business Solutions (EBS)..........................................................14
3. SAP - SAP Global Delivery: Enabling and Delivering Services...............................15
3.1 Consolidation of services.................................................................................16
3.2 Added Value Through Industrialization............................................................17
3.3 Working Arm-In-Arm With A Partner Ecosystem..............................................18
4. Introduction to Marketing..................................................................................... 20
4.1 Approaches for Marketing...............................................................................21
4.2 Marketing Mix.................................................................................................. 26
4.3 Four 'P's........................................................................................................... 28
4.5 Marketing Strategy.......................................................................................... 30
4.6 Business Marketing Vs. Consumer Marketing..................................................32
4.7 The Marketing Environment............................................................................39
4.8 Segmentation, Targeting, and Positioning.......................................................46
4.9 International Marketing................................................................................... 53
5.0 PROJECT 1- Intranet Portal..................................................................................64
5.1 SAP NetWeaver Portal and Collaboration.........................................................64
5.2 Portal Look & Feel............................................................................................ 76
5.3 Enterprise Web Portal Questionnaire...............................................................77
Suggestions................................................................................................. 84
5.7
Acknowledgement
I, Arpit Bansal, a student of MBA-Finance & Marketing Management, Shri Siddhi
Vinayak Institute of Management, Bareilly would like to take this opportunity to thank
SAP Global Delivery for providing me the opportunity and platform for carrying out my
summer training project. Without their response, support and help, I would have never
been able to manage as efficiently.
I would not have been able to carry this project out without the help and guidance of my
Project Head Sonam Lal, project guide Amrita Nandi; Surabhi Singh, Arun Baindur,
S.Sajish, and Nisha Sinha. Also my college faculty guide and respected Deputy Director
Abhijit Das Gupta Sir was another key contributor in the project completion. They all
wholeheartedly supported me in my endeavor, and provided me with valuable inputs
and insights at each stage. Lastly, I would like to thank all colleagues who helped me
clear my doubts. This project would have never been able to see this stage, had it not
been for their co-operation.
Preface
M.B.A. program is one of the most reputed professional courses in the field of
management. This course includes both theory and its application contents of
curriculum.
Research Report is an integral part of the M.B.A. program of GAUTAM BUDDH
TECHNICAL UNIVERSITY. Each student is required to undergo research from the
company in his/her third semester. As complimentary to that, every trainee has to
prepare and submit a report on the research work conducts by the student.
This report is at continuation of the above tradition. The topic of the report was
Intranet Portal, Solution Services and CPL in SAP Global Delivery, SAP India Pvt.
Ltd.At Bangalore (Karnataka) which is relevant to this research report.
This research is an attempt to present a report on SAP Global Delivery Intranet Portal
Solution Services and CPL at the work place under theSAP Global Delivery, SAP India
Pvt. Ltd.
Arpit Bansal
1. About SAP
In 1976, "SAP GmbH" founded, and moved its headquarters the following year to
Walldorf. SAP AG became the company's official name after the 2005 annual general
meeting. AG is short for Aktiengesellschaft (corporation).
In August 1988, SAP GmbH transferred into SAP AG (a corporation by German law),
and public trading started 4 November. Shares are listed on the Frankfurt and Stuttgart
stock exchanges.
SAP focuses on six industry sectors: process industries, discrete industries, consumer
industries, service industries, financial services, and public services. It offers more than
25 industry solution portfolios for large enterprises and more than 550 micro-vertical
solutions for midsize companies and small businesses.
2. Enterprise Service-Oriented
Architecture
Service-oriented architecture moves the ERP (Enterprise Resource Planning)
landscape toward software-based and web services-based business activities. This
move increases adaptability, flexibility, openness, and efficiency. The move towards ESOA helps companies reuse software components and not rely as much on in-house
ERP hardware technologies, which makes ERP adoption more attractive to small and
mid-sized companies
According to a press fact sheet from SAP, "SAP is the only enterprise applications
software vendor that is both building service-orientation directly into its solutions and
providing a technology platform SAP Net Weaver and guidance to support companies in
the development of their own service-oriented architectures spanning both SAP and
non-SAP solutions."
2.1 Products
SAP's products focus on Enterprise Resource Planning (ERP). The company's main
product is SAP ERP. The current version is SAP ERP 6.0 and is part of the SAP
Business Suite. Its previous name was R/3. The "R" of SAP R/3 stood for real time
even though it is not a real time solution.
The number 3 related to the 3-tier architecture: database, application server and client
(SAPGUI). R/2, which ran on Main frame architecture, was the predecessor of R/3.
SAP ECC is one of five enterprise applications in SAP's Business Suite. The other four
applications are:
Other major product offerings include: the Net Weaver platform, Governance, Risk and
Compliance (GRC) solutions, Duet (joint offering with Microsoft), Performance
Management solutions and RFID. SAP offers SOA capabilities (calling it Enterprise
SOA) in the form of web services that are wrapped around its applications.
While its original products were typically used by Fortune 500 companies, SAP now
actively targets small and medium sized enterprises (SME) with its SAP Business One
and SAP Business All-in-One.
2.2 Partnerships
SAP partners include Global Services Partners with cross-industry multinational
consulting capabilities, Global Software Partners providing integrated products that
complement SAP Business Suite solutions, and Global Technology Partners providing
user companies with a wide range of products to support SAP technology, including
vendors of hardware, database, storage systems, networks, and mobile computing
technology.
2.3 Organization
Functional units of SAP are split across different organizational units for R&D needs,
field activities and customer support. SAP Labs are mainly responsible for product
development where as the field organizations spread across each country are
responsible for field activities such Sales, Marketing, Consulting etc. Head office located
in SAP AG is responsible for overall management as well as core engineering activities
related to Product Development. SAP customer support, also called Active Global
Support (AGS) is a global organization to provide support to SAP customers worldwide.
Aris Global
CA
Conformia
Invensys
Wonderware
KSS Fuels
Questra
Quorom
Development
Epic Data
ESRI
FRS Global
Greenlight
HCL
Implico
InQuira
Meridium
NRX Global
Open Text
Oracle
ORSoft
OSIsoft MDUS
Oversight Systems
Prologa
RIB Software
SPSS
StreamServe (Open
Text)
TechniData cFP
Triple Point
any project, always taking care of its specificity. The combination of global and local
consultants along with the SAP ecosystem means a reduction in the total cost of
ownership. This strategy also allows us to raise the level of skills," adds Animesh
Parihar.
Today, SAP Global Delivery works with SAP subsidiaries, labs and global service and
support units, with partners and other elements of the SAP ecosystem to deliver
services from Bangalore, Bucharest, Buenos Aires, Dalian and Gurgaon. "We provide
development, upgrade, implementation and roll-out services so that our customers get
the best value from their investment in SAP products. In 2006, we reached 670
deliveries and we have about more than 1.000 engagements in 2007," states Parihar.
Once SAP solutions arrive in the market, it is time for consolidation. With SAP Global
Delivery, that model is applied to services. "We are speaking of industrialization in the
area of services. We understand that industrialization offers two perspectives. First, it
allows offering a product in a shorter period of time. Second, it enables cost reduction
by means of reusable resources," says Parihar.
The productized services are reusable work packages fixed in scope, cost and effort
and increase benefits to customers in terms of time and dependability. The development
of these service packages with the partner network has accelerated the
"industrialization mode" in the services industry. The recent inauguration of a new SAP
Global Delivery location in Buenos Aires, which is added to the existing ones in India,
China and East Europe, fits well into this strategy.
"We understood that it was necessary to reduce service implementation time," adds
Stefan Gruler, Chief Operations Officer of SAP Field Services. "Through SAP Global
Delivery, we are closer to the development centers, innovation hubs, and customers,
and can respond quicker with a larger scope. This strategy allows us to accompany
projects from the initial steps onward globally analyzing and comparing the main topics
in development. It is more efficient to approach development from a global perspective
than doing it only in a specific country," says G ruler.
The productized services do not restrict the client's needs. "For example, upgrades are
productized services that are a combination of resources," says Gruler. "These
upgrades usually have similar requirements in various cases, which gives us an
opportunity to provide the same service in less time." Combining the productized service
with the experience provided by SAP creates added value, as the predefined, reusable
service package is standardized on industry best practices and proven business
processes, meeting the need for greater consistency and reduced risk in service
delivery. "The tendency is to make small productized services that easily provide
advantage to larger projects. This is a great way to leverage SAP Global Delivery," says
Gruler.
In the future, we plan even greater participation, creating new productized services on
the basis of input provided by the partners on site," Gruler adds.
Professional work in the network is performed by a global team as SAP Global Delivery
promotes interchange and cultural multiplicity. The project structures are global, so that
a project manager of one nationality can work jointly with managers of other
nationalities and cultures. Project managers are located in their own countries and can
offer the required solution with localization.
4. Introduction to Marketing
Marketing is the process used to determine what products or services may be of
interest to customers, and the strategy to use in sales, communications and business
development. It generates the strategy that underlies sales techniques, business
communication, and business developments. It is an integrated process through which
companies build strong customer relationships and create value for their customers and
for themselves.
Marketing is used to identify the customer, satisfy the customer, and keep the customer.
With the customer as the focus of its activities, marketing management is one of the
major components of business management. Marketing evolved to meet the stasis in
developing new markets caused by mature markets and overcapacities in the last 2-3
centuries. The adoption of marketing strategies requires businesses to shift their focus
from production to the perceived needs and wants of their customers as the means of
staying profitable.
The term marketing concept holds that achieving organizational goals depends on
knowing the needs and wants of target markets and delivering the desired satisfactions.
It proposes that in order to satisfy its organizational objectives, an organization should
anticipate the needs and wants of consumers and satisfy these more effectively than
competitors.
20 | Intranet Portal, Solution Services and CPL
Profit
driver
Western
European
timeframe
Description
Productio
Production
until the
methods
1950s
Product
Quality of
until the
the product
1960s
Orientatio
n
Profit
driver
Western
European
timeframe
Description
product.
Selling
Selling
1950s and
methods
1960s
Marketing
Needs and
1970 to
wants of
present
customers
day
Orientatio
n
Profit
driver
Western
European
timeframe
Description
Contemporary Approaches
Recent approaches in marketing include relationship marketing with focus on the
customer, business marketing or industrial marketing with focus on an organization or
institution and social marketing with focus on benefits to society. New forms of
marketing also use the internet and are therefore called internet marketing or more
generally e-marketing, online marketing, search engine marketing, desktop advertising
or affiliate marketing. It attempts to perfect the segmentation strategy used in traditional
marketing. It targets its audience more precisely, and is sometimes called personalized
marketing or one-to-one marketing. Internet marketing is sometimes considered to be
broad in scope, because it not only refers to marketing on the Internet, but also includes
marketing done via e-mail and wireless media.
Orientation
Profit driver
Western European
timeframe
Description
Relationship
Building and
1960s to present
Emphasis is placed
marketing /
keeping good
day
on the whole
Relationship
customer relations
relationship
management
between suppliers
and customers. The
aim is to provide the
best possible
customer service
and build customer
loyalty.
Business
Building and
1980s to present
In this context,
marketing /
keeping
day
marketing takes
Industrial
relationships
place between
marketing
between
businesses or
organizations
organizations. The
product focus lies
on industrial goods
or capital goods
rather than
consumer products
or end products.
Orientation
Profit driver
Western European
timeframe
Description
Different forms of
marketing activities,
such as promotion,
advertising and
communication to
the customer are
used.
Social marketing
Benefit to society
1990s to present
Similar
day
characteristics as
marketing
orientation but with
the added proviso
that there will be a
curtailment of any
harmful activities to
society, in either
product, production,
or selling methods.
Branding
Brand value
1980s to present
In this context,
day
"branding" is the
main company
philosophy and
Orientation
Profit driver
Western European
timeframe
Description
marketing is
considered an
instrument of
branding
philosophy.
and services for the companys market." The term became popular in the article written
by Niel Borden called, The Concept of the Marketing Mix, as explained on the site
netmba.com. He started teaching the term to many after he himself learned about it with
an associate of his. The marketing mix is a broad concept which includes several
aspects of marketing which all inquire to obtain a similar goal of creating awareness and
customer loyalty. The marketing mix is not only an important concept, but a guideline to
reference back to when implementing the price, promotion, product, and distribution.
Those are the four main ingredients of the marketing mix, but there are other
components not already mentioned on the Wikipedia site, including, planning, branding,
packaging, display, distribution channels, personal selling, advertising, servicing, and
physical handling. All in all the current description of the marketing mix is accurate, but
missing some vital pieces of information which will allow individuals to gain a better
understanding and implement a more effective marketing mix. A prominent marketer, E.
Jerome McCarthy, proposed a Four P classification in 1960, which has seen wide use.
Price The price is the amount a customer pays for the product. The business
may increase or decrease the price of product if other stores have the same
product.
Promotion represents all of the communications that a marketer may use in the
marketplace. Promotion has four distinct elements: advertising, public relations,
personal selling and sales promotion. A certain amount of crossover occurs when
promotion uses the four principal elements together, which is common in film
promotion. Advertising covers any communication that is paid for, from cinema
commercials, radio and Internet adverts through print media and billboards. Public
relations are where the communication is not directly paid for and includes press
releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and
events. Word of mouth is any apparently informal communication about the product
by ordinary individuals, satisfied customers or people specifically engaged to create
word of mouth momentum. Sales staff often plays an important role in word of mouth
and Public Relations (see Product above).
Any organization, before introducing its products or services into the market;
conducts a market survey. The sequence of all 'P's as above is very much important
in every stage of product life cycle Introduction, Growth, Maturity and Decline.
In recent years the addition of a 5th P has become common place. The 5th P being
people. This is to represent the people who you are targeting but also the people
who will physically conduct each part of the campaign. Some people even go up to
as many as 10 P's.
People: All people involved with consumption of a service are important. For
example workers, management, consumers etc. It also defines the market
segmentation, mainly demographic segmentation. It addresses particular class of
people for whom the product or service is made available.
friends. If the information search is insufficient, the consumer may search for alternative
means to satisfy the need/want. In this case, this may mean buying leather shoes,
sandals, etc. The purchase decision is then made, in which the consumer actually buys
the product. Following this stage, a post-purchase evaluation is often conducted,
comprising an appraisal of the value/utility brought by the purchase of the sneakers. If
the value/utility is high, then a repeat purchase may be made. This could then develop
into consumer loyalty to the firm producing the sneakers.
mail efforts and trade journals. While that advertising is limited, it often helps the
business marketer set up successful sales calls.
successfully match the product or service strengths with the needs of a definable
target market;
position and price to align the product or service with its market, often an intricate
balance; and
Communicate and sell it in the fashion that demonstrates its value effectively to
the target market.
These are the fundamental principles of the 4 Ps of marketing (the marketing mix) first
documented by E. Jerome McCarthy in 1960.
While "other businesses" might seem like the simple answer, Dwyer and Tanner (2006)
say business customers fall into four broad categories: companies that consume
products or services, government agencies, institutions and resellers.
The first category includes original equipment manufacturers, such as large automakers
who buy gauges to put in their cars and also small firms owned by 1-2 individuals who
purchase products to run their business. The second category - government agencies,
is the biggest. In fact, the U.S. government is the biggest single purchaser of products
and services in the country, spending more than $300 billion annually. But this category
also includes state and local governments. The third category, institutions, includes
schools, hospitals and nursing homes, churches and charities. Finally, resellers consist
of wholesalers, brokers and industrial distributors.
So what are the meaningful differences between B2B and B2C marketing?
A B2C sale is to a "Consumer" i.e. an individual who may be influenced by other factors
such as family members or friends, but ultimately the sale is to a single person who
pays for the transaction. A B2B sale is to a "Business" i.e. organization or firm. Given
the complexity of organizational structure, B2B sales typically involve multiple decision
makers. The marketing mix is affected by the B2B uniqueness which include complexity
of business products and services, diversity of demand and the differing nature of the
sales itself (including fewer customers buying larger volumes). Because there are some
important subtleties to the B2B sale, the issues are broken down beyond just the
original 4 Ps developed by McCarthy.
B2B Branding
B2B Branding is different from B2C in some crucial ways, including the need to closely
align corporate brands, divisional brands and product/service brands and to apply your
brand standards to material often considered informal such as email and other
electronic correspondence. it is mainly of large scale when compared with B2C.
may be multiple influencers on the purchase decision, which may also have to be
marketed to, though they may not be members of the decision making unit.
Pricing
The business market can be convinced to pay premium prices more often than the
consumer market if you know how to structure your pricing and payment terms well.
This price premium is particularly achievable if you support it with a strong brand.
Promotion
Promotion planning is relatively easy when you know the media, information seeking
and decision making habits of your customer base, not to mention the vocabulary
unique to their segment. Specific trade shows, analysts, publications, blogs and
retail/wholesale outlets tend to be fairly common to each industry/product area. What
this means is that once you figure it out for your industry/product, the promotion plan
almost writes itself (depending on your budget) but figuring it out can be a special skill
and it takes time to build up experience in your specific field. Promotion techniques rely
heavily on marketing communications strategies (see below).
optimization. The Business Marketing Association is the trade organization that serves
B2B marketing professionals. It was founded in 1922 and offers certification programs,
research services, conferences, industry awards and training programs.
Positioning Statement
An important first step in business to business marketing is the development of your
positioning statement. This is a statement of what you do and how you do it differently
and better and more efficiently than your competitors.
stage of the marketing process - and that doesn't just include developing the lead make sure the entire organization is geared up to handle the inquiries appropriately.
Briefing An Agency
A standard briefing document is usually a good idea for briefing an agency. As well as
focusing the agency on what's important to you and your campaign, it serves as a
checklist of all the important things to consider as part of your brief. Typical elements to
an agency brief are: Your objectives, target market, target audience, product, campaign
description, your product positioning, graphical considerations, corporate guidelines,
and any other supporting material and distribution.
Measuring Results
The real value in results measurement is in tying the marketing campaign back to
business results. After all, youre not in the business of developing marketing campaigns
for marketing sake. So always put metrics in place to measure your campaigns, and if at
all possible, measure your impact upon your desired objectives, be it Cost Per
Acquisition, Cost per Lead or tangible changes in customer perception.
Elements of the environment. The marketing environment involves factors that, for the
most part, are beyond the control of the company. Thus, the company must adapt to
these factors. It is important to observe how the environment changes so that a firm can
adapt its strategies appropriately. Consider these environmental forces:
Firms also face less directbut frequently very seriouscompetition at the product
level. For example, cola drinks compete against bottled water. Products or services can
serve as substitutes for each other even though they are very different in form.
Teleconferencing facilities, for example, are very different from airline passenger
transportation, but both can bring together people for a meeting. At the budget level,
different products or services provide very different benefits, but buyers have to make
choices as to what they will buy when they cannot affordor are unwilling to spend on
both. For example, a family may decide between buying a new car or a high
definition television set. The family may also have to choose between going on a
foreign vacation or remodeling its kitchen. Firms, too, may have to make choices. The
firm has the cash flow either to remodel its offices or install a more energy efficient
climate control system; or the firm can choose either to invest in new product
development or in a promotional campaign to increase awareness of its brand among
consumers.
Economics. Two economic forces strongly affect firms and their customers:
needs may have difficulty keeping up with demand. One important point to
realize is that different industries are affected to different degrees by changes in
the economy. Although families can cut down on the quality of the food they buy
going with lower priced brands, for examplethere are limits to the savings
42 | Intranet Portal, Solution Services and CPL
that can be made without greatly affecting the living standard of the family. On
the other hand, it is often much easier to put off the purchase of a new car for a
year or hold off on remodeling the family home. If need be, firms can keep the
current computerseven though they are getting a bit slowwhen sales are
down. The economy goes through cycles. In the late 1990s, the U.S. economy
was quite strong, and many luxury goods were sold. Currently, the economy
fluctuates between increasing strength, stagnation, or slight decline. Many firms
face consequences of economic downturns. Car makers, for example, have seen
declining profit margins (and even losses) as they have had to cut prices and
offer low interest rates on financing. Generally, in good economic times, there is a
great deal of demand, but this introduces a fear of possible inflation. In the U.S.,
the Federal Reserve will then try to prevent the economy from overheating. This
is usually done by raising interest rates. This makes businesses less willing to
invest, and as a result, people tend to make less money. During a recession,
unemployment tends to rise, causing consumers to spend less. This may result
in a bad circle, with more people losing their jobs due to lowered demands.
Some businesses, however, may take this opportunity to invest in growth now
that things can be bought more cheaply.
Inflation. Over time, most economies experience some level of inflation. Therefore,
it is useful to explicitly state whether a reference to money over time involves the
actual dollar (or other currency) amount exchanged at any point (e.g., one dollar
spent in 1960 and one dollar in 2007) or an inflation adjusted figure that anchors
a given amount of money to the value of that money at some point in time. Suppose,
for example, that cumulative inflation between 1960 and 2007 has been 1,000%-that is, on the average, it costs ten times as much to buy the same thing in 2007 as it
did 47 years earlier. If the cumulative inflation between 1960 and 1984 had been
500%, we could talk about one 1984 dollar being worth fifty 1960 cents or two 2007
dollars. It is important to note that inflation is uneven. Some goods and services
such as health care and college tuitionare currently increasing in cost much higher
than the average rate of inflation. Prices of computers, actually decline both in
absolute numbers (e.g., an average computer cost $1,000 one year and then goes
for $800 two years later) and in terms of the value for money paid once an
adjustment has been made for the improvement in quality.
That is, two years later, the computer has not only declined in price by 20%, but it
may also be 30% better (based on an index of speed and other performance
factors). In that case, then, there has actually been, over the period, a net deflation
of 38.5% for the category.
Political. Businesses are very vulnerable to changes in the political situation. For
example, because consumer groups lobbied Congress, more stringent rules
were made on the terms of car leases. The tobacco industry is currently the
target of much negative attention from government and public interest groups.
Currently, the desire to avoid aiding the enemy may result in laws that make it
more difficult for American firms to export goods to other countries. Many
industries have a strong economic interest in policies that benefit the industry
may have a negative impact on the nation as a whole but enhance profits for the
industry. For example, regulations that limit the amount of sugar that can be
imported into the United States is estimated to cost each American approximately
$10.00 a year. The total increase in profits to the sugar industry is difficult to
estimate because many of the large producers of refined sugar are privately held
corporations, but it is likely that the net gain to the industry is as much as the
roughly $3 billion lost by Americans a whole. However, the interests of the
industry are much more concentrated.
The industry can rally its stockholders, unions and employees, and suppliers (e.g.,
fertilizer manufacturers and manufacturers of sugar cane processing equipment)
together to lobby for their special interests. In turn, the industry can join forces with
other agricultural interests which each support each others programs.
Legal. Firms are very vulnerable to changing laws and changing interpretations
by the courts. Firms in the U.S. are very vulnerable to lawsuits. McDonalds, for
example, is currently being sued by people who claim that eating the chains
hamburgers caused them to get fat. Firms are significantly limited in what they
can do by various lawssome laws, for example, require that disclosures be
made to consumers on the effective interest rates they pay on products bought
on installment. A particularly interesting group of laws relate to antitrust. These
laws basically exist to promote fair competition among firms. We will consider
such laws when we cover pricing later in the term.
Segmentation involves finding out what kinds of consumers with different needs exist. In
the auto market, for example, some consumers demand speed and performance, while
others are much more concerned about roominess and safety. In general, it holds true
that You cant be all things to all people, and experience has demonstrated that firms
that specialize in meeting the needs of one group of consumers over another tend to be
more profitable.
Generically, there are three approaches to marketing. In the undifferentiated strategy, all
consumers are treated as the same, with firms not making any specific efforts to satisfy
particular groups. This may work when the product is a standard one where one
competitor really cant offer much that another one cant. Usually, this is the case only
for commodities. In the concentrated strategy, one firm chooses to focus on one of
several segments that exist while leaving other segments to competitors. For example,
Southwest Airlines focuses on price sensitive consumers who will forego meals and
assigned seating for low prices. In contrast, most airlines follow the differentiated
strategy: They offer high priced tickets to those who are inflexible in that they cannot tell
in advance when they need to fly and find it impractical to stay over a Saturday. These
travelersusually business travelerspay high fares but can only fill the planes up
partially. The same airlines then sell some of the remaining seats to more price sensitive
customers who can buy two weeks in advance and stay over.
Note that segmentation calls for some tough choices. There may be a large number of
variables that can be used to differentiate consumers of a given product category; yet,
in practice, it becomes impossibly cumbersome to work with more than a few at a time.
that are most relevant in separating different kinds of soft drink consumers are (1)
preference for taste vs. low calories, (2) preference for Cola vs. non-cola taste, (3) price
sensitivitywillingness to pay for brand names; and (4) heavy vs. light consumers. We
now put these variables together to arrive at various combinations.
Another basis for segmentation is behavior. Some consumers are brand loyal
i.e., they tend to stick with their preferred brands even when a competing one is
on sale. Some consumers are heavy users while others are light users. For
example, research conducted by the wine industry shows that some 80% of the
In the next step, we decide to target one or more segments. Our choice should
generally depend on several factors. First, how well are existing segments served by
other manufacturers? It will be more difficult to appeal to a segment that is already well
served than to one whose needs are not currently being served well. Secondly, how
large is the segment, and how can we expect it to grow? (Note that a downside to a
large, rapidly growing segment is that it tends to attract competition). Thirdly, do we
have strengths as a company that will help us appeal particularly to one group of
consumers? Firms may already have an established reputation. While McDonalds has
a great reputation for fast, consistent quality, family friendly food, it would be difficult to
convince consumers that McDonalds now offers gourmet food. Thus, McDs would
probably be better off targeting families in search of consistent quality food in nice,
clean restaurants.
Positioning involves implementing our targeting. For example, Apple Computer has
chosen to position itself as a maker of user-friendly computers. Thus, Apple has done a
lot through its advertising to promote itself, through its unintimidating icons, as a
computer for non-geeks. The Visual C software programming language, in contrast, is
aimed a techies.
Michael Treacy and Fred Wiersema suggested in their 1993 book The Discipline of
Market Leaders that most successful firms fall into one of three categories:
organized and well run competitors. The emphasis here is mostly on low cost,
subject to reliable performance, and less value is put on customizing the offering
for the specific customer. Wal-Mart is an example of this discipline. Elaborate
logistical designs allow goods to be moved at the lowest cost, with extensive
systems predicting when specific quantities of supplies will be needed.
Customer intimate firms, which excel in serving the specific needs of the
individual customer well. There is less emphasis on efficiency, which is sacrificed
for providing more precisely what is wanted by the customer. Reliability is also
stressed. Nordstroms and IBM are examples of this discipline.
Treacy and Wiersema suggest that in addition to excelling on one of the three value
dimensions, firms must meet acceptable levels on the other two. Wal-Mart, for example,
does maintain some level of customer service. Nordstroms and Intel both must meet
some standards of cost effectiveness. The emphasis, beyond meeting the minimum
required level in the two other dimensions, is on the dimension of strength.
Repositioning involves an attempt to change consumer perceptions of a brand, usually
because the existing position that the brand holds has become less attractive. Sears, for
53 | Intranet Portal, Solution Services and CPL
example, attempted to reposition itself from a place that offered great sales but
unattractive prices the rest of the time to a store that consistently offered everyday low
prices. Repositioning in practice is very difficult to accomplish. A great deal of money is
often needed for advertising and other promotional efforts, and in many cases, the
repositioning fails.
In the similarity rating approach, respondents are not asked about their perceptions of
brands on any specific dimensions. Instead, subjects are asked to rate the extent of
similarity of different pairs of products (e.g., How similar, on a scale of 1-7, is Snickers
to Kitkat, and how similar is Toblerone to Three Musketeers?) Using a computer
algorithms, the computer then identifies positions of each brand on a map of a given
number of dimensions. The computer does not reveal what each dimension means
that must be left to human interpretation based on what the variations in each
dimension appears to reveal. This second method is more useful when no specific
product dimensions have been identified as being of particular interest or when it is not
clear what the variables of difference are for the product category.
Protectionism:
interests within countries frequently put obstaclesi.e., they seek to inhibit free trade.
There are several ways this can be done:
Tariff barriers: A duty, or tax or fee, is put on products imported. This is usually a
percentage of the cost of the good.
Quotas: A country can export only a certain number of goods to the importing
country. For example, Mexico can export only a certain quantity of tomatoes to
the United States, and Asian countries can send only a certain quota of textiles
here.
Voluntary export restraints: These are not official quotas, but involve
agreements made by countries to limit the amount of goods they export to an
importing country. Such restraints are typically motivated by the desire to avoid
more stringent restrictions if the exporters do not agree to limit themselves. For
example, Japanese car manufacturers have agreed to limit the number of
automobiles they export to the United States.
Cultural lessons
We considered several cultural lessons in class; the important thing here is the big
picture. For example, within the Muslim tradition, the dog is considered a dirty animal,
so portraying it as mans best friend in an advertisement is counter-productive.
Packaging, seen as a reflection of the quality of the real product, is considerably more
important in Asia than in the U.S., where there is a tendency to focus on the contents
which really count. Many cultures observe significantly greater levels of formality than
that typical in the U.S., and Japanese negotiator tend to observe long silent pauses as a
speakers point is considered.
being a status symbol or providing for individual indulgence. In the U.S., fast food and
instant drinks
such as Tang are intended for convenience; elsewhere, they may represent more of a
treat. Thus, it is important to examine through marketing research consumers true
motives, desires, and expectations in buying a product.
serves much the same chicken with the eleven herbs and spices in Japan, a lesser
amount of sugar is used in the potato salad, and fries are substituted for mashed
potatoes.
There are certain benefits to standardization. Firms that produce a global product can
obtain economies of scale in manufacturing, and higher quantities produced also lead to
a faster advancement along the experience curve. Further, it is more feasible to
establish a global brand as less confusion will occur when consumers travel across
countries and see the same product. On the down side, there may be significant
differences in desires between cultures and physical environmentse.g., software sold
in the U.S. and Europe will often utter a beep to alert the user when a mistake has
been made; however, in Asia, where office workers are often seated closely together,
this could cause embarrassment.
Adaptations come in several forms. Mandatory adaptations involve changes that have
to be made before the product can be usede.g., appliances made for the U.S. and
Europe must run on different voltages, and a major problem was experienced in the
European Union when hoses for restaurant frying machines could not simultaneously
meet the legal requirements of different countries. Discretionary changes are changes
that do not have to be made before a product can be introduced (e.g., there is nothing
to prevent an American firm from introducing an overly sweet soft drink into the
59 | Intranet Portal, Solution Services and CPL
Japanese market), although products may face poor sales if such changes are not
made. Discretionary changes may also involve cultural adaptationse.g., in Sesame
Street, the Big Bird became the Big Camel in Saudi Arabia.
manufacturing excellence). One country could have a good reputation for one type of
product but not for another. For example, the British might be perceived as a high
quality maker of sports automobiles but a poor quality maker of food. A beer brewer in
France and a wine maker in Germanyboth being near the border to the other country
deliberately obscured the origin of the products to avoid being judged negatively.
Some firms may engage in the dubiously ethical practice of giving a product an
appearance of being associated withif not being outright manufactured ina country
with a favorable origin
impact on the product. For example, a manufacturer of perfume might print the
instructions on the container in French even if there is no intention of exporting the
product tolet alone making the product inFrance.
Today, the world of manufacturing is more complicated. Consumers are increasingly
aware that products are often not made in the country associated with the brand. Many
Sony products, for example, are produced in countries other than Japan. Many
Japanese cars made for the U.S. market are now manufactured in North America. It is
now also recognized that high quality products can be designed and made in countries
such as South Korea and even China. Few people know in which country a particular
model of the Apple iPod has been made. The country-of-origin effect today, then, is
considerably less than it has been in the past.
Measuring country wealth. There are two ways to measure the wealth
of a country. The nominal per capita gross national income (GNI) refers to the value of
goods and services produced per person in a country if this value in local currency were
to be exchanged into dollars. Suppose, for example, that the per capita GDP of Japan is
3,500,000 yen and the dollar exchanges for 100 yen, so that the per capita GDP is
(3,500,000/100)=$35,000. However, that $35,000 will not buy as much in Japanfood
and housing are much more expensive there. Therefore, we introduce the idea of
purchase parity adjusted per capita GNI, which reflects what this money can buy in the
country. This is typically based on the relative costs of a weighted basket of goods in a
country. The actual formula is very lengthy and complicated, but as a simple illustration,
one might example a weighting based on 35% of the cost of housing, 40% the cost of
food, 10% the cost of clothing, and 15% cost of other items. If it turns out that this
measure of cost of living is 30% higher in Japan, the purchase parity adjusted GPD in
Japan would then be ($35,000/(130%) = $26,923.
In general, the nominal per capita GNI is more useful for determining local consumers
ability to buy imported goods, the cost of which are determined in large measure by the
costs in the home market, while the purchase parity adjusted measure is more useful
when products are produced, at local costs, in the country of purchase. For example,
the ability of Argentineans to purchase micro computer chips, which are produced
mostly in the U.S. and Japan, is better predicted by nominal income, while the ability to
purchase toothpaste made by a U.S. firm in a factory in Argentina is better predicted by
purchase parity adjusted income.
It should be noted that, in some countries, income is quite unevenly distributed so that
these average measures may not be very meaningful. In Brazil, for example, there is a
very large underclass making significantly less than the national average, and thus,
the national figure is not a good indicator of the purchase power of the mass market.
Similarly, great regional differences exist within some countriesincome is much higher
in northern Germany than it is in the former East Germany, and income in southern Italy
is much lower than in northern Italy. The relevant figures, then, should generally be
based on the segments of interest within the respective country. For example, if it is
estimated that only homes in the upper 30% of income in a given country would be able
to afford the product in question, this is the group that should be used for comparison.
PROJECT 1
SAP NetWeaver Portal is one of the building blocks in the SAP NetWeaver
architecture. With only a Web Browser, users can begin work once they have been
authenticated in the portal which offers a single point of access to information,
enterprise applications, and services both inside and outside an organization. The Net
weaver Portal also provides the tools to manage this knowledge, to analyze and
interrelate it, and to share and collaborate. With its coherent interface, role-based
content, and personalization features, the portal enables you to focus exclusively on
data relevant to your daily decision-making processes.
Knowledge Management offers capabilities that everyone can use to distribute and
access unstructured information within an organization through a heterogeneous
repository landscape.
Collaboration brings users, information, and applications together to ensure successful
cooperation. All collaboration tools and channels are easily accessible directly from the
portal. These tools include collaboration rooms, discussion forums, instant messaging,
chat, e-mail, and calendar integration.
The Portal is used for different purposes.
Internationalization
Personalization
Integration
Authorization
SAP NetWeaver Portal is the platform for running Web Dynpro applications or Dyn Page
applications created by SAP or custom designed for connecting to some ERP
functionality.
Authentication
SAP NetWeaver Portal allows different forms of authentication:
3. SAP enterprise portal server issues (against user persistence specified in the
portal user management engine (UME)) an SAP Logon Ticket to the user
4. SAP Logon Ticket is stored in the user's browser as a non-persistent HTTP
cookie
5. User gains access to multiple SAP applications and services
Composition
User ID
Validity date(s)
Issuing system
Digital signature
Authentication method
Notable Properties
Below is a short list of important properties for SAP Logon Tickets.
ume.login.mdc.hosts - allows the enterprise portal to look for logon tickets from
servers outside the portal domain
Single Sign-On
SAP Logon Tickets can be used for single sign-on through the SAP Enterprise Portal.
SAP provides a Web Server Filter that can be used for an authentication via http header
variable and a Dynamic Link Library for verifying SSO Tickets in 3rd party software
which can be used to provide native support for SAP Logon Tickets in applications
written in C or JAVA.
Availability
for users identified by valid SAP Logon Ticket that can be used for SSO to Microsoft
web based applications in the back end.
Usernames need to be the same for all SAP system that the user wants single
sign-on for. Passwords can be different.
Any web servers for ABAP servers need to be placed on the same DNS
The issuing server must be able to digitally sign logon tickets (i.e., public-key and
private-key are required).
Systems that accept logon tickets must have access to the issuing server's
public-key certificate.
Security Features
Validity period that can be configured in the security settings of the SAP
Enterprise Portal
Security Challenges
Examples include:
Copying the SAP Logon Ticket via network traffic sniffing or social
engineering and storing it on another computer for access to the SAP
Enterprise Portal
The usage of account aggregation has several drawbacks. First of all it requires that a
SAP portal user has to maintain a user id and password for each application that is
using account aggregation. If the password in one backend application changes the
SAP portal user has to maintain the stored credentials too. Though account aggregation
can be used as an option where no other solution might work it causes a significant
administrative overhead.
Using account aggregation to access a web based backend system that is configured to
use basic authentication results in sending a URL that contains user name and
password. A security update from Microsoft that has been published recently removes
support for handling user names and passwords in HTTP and HTTP with Secure
Sockets Layer (SSL) or HTTPS URLs in Microsoft Internet Explorer. The following URL
syntax is no longer supported in Internet Explorer if this security patch has been
applied.
Benefits Include
Reduces phishing success, because users are not trained to enter password
everywhere without thinking.
Reducing password fatigue from different user name and password combinations
Reducing IT costs due to lower number of IT help desk calls about passwords
SSO uses centralized authentication servers that all other applications and systems
utilize for authentication purposes, and combines this with techniques to ensure that
users do not actively have to enter their credentials more than once. SSO users need
not remember so many passwords to login to different systems or applications.
1) How satisfied are you with your overall visit to SAP Corporate Portal?
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
Yes
Partially
No
Just Browsing
3) Please indicate the type of information you look for on SAP Portal. (Check all
that apply.)
4) Clarity and understanding greatly affect how satisfied people are with the
Portal. Please indicate your level of agreement with the following statements. As
you were reading the information on our corporate portal.
a) The language was easy to understand?
Completely Agree
Strongly Agree
Agree
Disagree
Strongly Disagree
Completely Disagree
Completely Agree
Strongly Agree
Agree
Disagree
Strongly Disagree
Completely Disagree
5) Please rate your level of satisfaction with the following aspects of our portal:
a) Ability to navigate around Web site
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
c) Information is Up-to-date
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
e) Usefulness of information
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
One of the key points defining the problem statement for development of Intranet portal,
even when a Main portal already exists was:
1) Employees from One Country interact with employees from other countries mostly
when working together in one project.
2) Employees from one work stream does not know their counterpart experts in other
countries or other domains.
3) Main portal enables linkage to the benefits and information for one employee only
and has no way of communication with other employees.
4) The above mentioned problem statements arose a need for a new Intranet Portal. To
eradicate the above mentioned short comings new intranet portal will focus on the
below mentioned four key points.
5) The solution is based on the survey level done within the SAP Global Delivery
employees.
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
5.6 Suggestions
Suggestions
integrate their global delivery centers, to rationalize their cost structures and put in place
a lean and agile organization that can adapt quickly to the changing business needs.
Intranet Portal will be able to emphasize and implement new ways to dynamically
connect our employees across the globe, and empowering them through process
automation and information visibility so that they can accelerate on the next upturn.
This will also serve purpose of a social networking service within SAP that
focuses on building and reflecting of social networks or social relations among
people, who, for example, share interests and/or activities. It will essentially
consist of a representation of each user (often a profile), his/her social links, and
a variety of additional services. This will be a web based and provide means for
users to interact over the Internet, such as e-mail and instant messaging. Though
in a broader sense, this new service can be differentiated with other social
networking services as the already existing portal usually means an individualcentered service whereas Intranet portal will be group-centered. It will allow SAP
users to share ideas, activities, events, and interests within their individual
networks.
Fun at work: All work and no play make Jack a Dumb boy! It's been well
accepted that there is a direct relationship between 'fun at work' and employee
motivation, productivity, creativity, satisfaction and retention. A planned
programme of occasional and surprise activities at our workplace will bring staff,
at all levels, to work with a smile, never knowing what might happen today.
Humor is in the unexpected and it is well known to help relieve stress and
improve health, there is little else that will make a person feel as good as a laugh
and at the same time will lead to a balanced Work Life balance.
The new portal will provide all employees a chance to post and share their ideas
regarding fun at work and the most accepted idea can be implemented in Friday
afternoon or any feasible time to keep everyone in good shape and in motivated
mood.
First Phase: SAP Touch will be developed with the proposed features for
SAP Global Delivery India location and will be tested for various
using SAP Touch and can take SAP to a totally high cloud with new innovative
ideas beneficial for the organization.
My Home Page
As per the proposed features My Home page will look like:
Extra Features:
PROJECT 2
SAP Services
For
6.2 History
Caterpillar Inc. (NYSE: CAT), also known as "CAT", designs, manufactures, markets
and sells machinery and engines and sells financial products and insurance to
customers via a worldwide dealer network. Caterpillar is the world's largest
manufacturer of construction and mining equipment, diesel and natural gas engines and
industrial gas turbines. With more than US$7 billion in assets, Caterpillar was ranked
number one in its industry and number 44 overall in the 2009 Fortune 500. Caterpillar
stock is a component of the Dow Jones Industrial Average.
Caterpillar Inc. traces its origins to the 1925 merger of the Holt Manufacturing Company
and the C. L. Best Tractor Company, creating a new entity, the California based
Caterpillar Tractor Company. In 1986, the company re-organized itself as a Delaware
corporation under the current name; Caterpillar Inc.Caterpillar's headquarters are
located in Peoria, Illinois, United States.
Strategy
Caterpillar's Vision 2020 strategy sets the stage for the next phase of the companys
leadership and growth in the global industries it serves.
Their work today helps our customers create a more sustainable world.
Delivering superior results: They are a great long-term investment with total
shareholder return in the top 25% of the S&P 500.
Developing the best team of people: Their employees will have a great, safe and
inclusive place to work.
To achieve vision 2020 CAT has been trying with different solutions all across the world
with solution providers to streamline their process of:
However, none other software vendor could prove their solution worth for streamlining
the existing process.
4. The other major challenge is the conversion of an existing financial data to the
new proposed vendor solution without any loss of data. Since all the above three
problem statements needs to be addressed for the large volume of the dealers
spanned across the globe, many software solution providers proposed their
solutions but could not prove it worth of handling all the problems successfully.
CATERPILLAR is a solid and well served SAP Customer but goes to market
SAP is not first but was called in by a US Dealer community to offer an SAP Dealer
Solution as yet none other software vendor could prove their solution.
program
Lack of solution consistency between installations
Different projects with different partners
Functional challenges
SAP limited involvement
Project details not shared for mutual benefit
Redundancy
framework?
How to establish a common approach for developing and managing the
Caterpillar interfaces?
How to extend the SAP solutions to support desired functionality (Rental)?
How to accelerate adoption and avoid risk with change management best
practices?
How to confidently undertake the DBS replacement and identify the
evolutionary roadmap?
Is SAP very difficult to deal with?
Do we need a small dedicated team?
Should have a global program?
Key Building Blocks and Responsibilities of the SAP Strategy for CAT
Dealers
Enable the US CAT Dealer Team to Scale towards a Global CAT Dealer Business
Establish Global
Consulting Program
Establish a Common
Global Sales Play
Establish a Common
Business Case with
the IBU
Engineere
d
Solutions
Constructi
Trade-In &
Fleet
on
Financing Outsourcing
Site
Solutions
New/Used
Equipment
Service
and Spare
Part
Customer Equipment
Operated
Equipment
Interaction Interaction
Equipment
and Service
Warranty
Workshop
Field
Spare Part
Operations
and
Service
Service
Logistics
Complaint
Equipment
Configurati
Lifecycle
on
Management
Manageme
nt
Fleet
Manageme
nt
Profitabilit Replacement
Opportunitie
y
s
Manageme
nt
Risk and
Financials
Procureme
Project
Complianc
and
nt
and
Manageme
Dealer
e
Sourcing
nt
Business Accounting
Human
Quality
Corporate
Functions
Capital
Manageme
Sustainabil
Management
nt
ity
Marketing
Equipment and
Solution Appearanc
Rental
e &
Selling
Rent-toBuy
B2B
with
OEM
B2B
with
Dealer
s
B2B
with
Custo
mer
Servic
e
Partne
r
Financi
al
Partne
r
6.16 Approach
template
Ensure alignment with Caterpillar landscape and future direction
Establish a dedicated team of CAT Dealer expert consultants
6.17 Benefits
of ownership
Single source for solution and implementation strategy and best
practice knowledge
Ensure SAP CAT Dealer customers are well coordinated with Caterpillar innovation
rollouts.
PROJECT 3
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
2) How satisfied are you regarding the extempore and presentation skills
training?
Extremely Satisfied
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
Extremely Dissatisfied
3) Has the external trainers able to meet up the expectation level during training?
Yes
No
Partially
Have Not Attended Yet
Others
4) Has the training helped you to enhance your communication and presentation
skills?
122 | Intranet Portal, Solution Services and CPL
Yes
No
Partially
Have Not Attended Yet
Others
Yes
No
Partially
Others
6) Please suggest how would you help SAP with new Innovative ideas?
7.2 Findings
7.3 Solution for Findings Launch Of CPL
opportunities and thought leadership - all to show the SAP world how the best in the
business are BUILT TO DELIVER.
The best players competed with themselves to raise the bar continuously. This was a
chance to outdo consultants on the Competency Premier League (CPL) platform.
Showcase their consulting DNA and how their competency is the market maker across
various SAP solutions.
- Strategy & vision articulated in the presentation and its relevance to organization
strategies - Any new ideas proposed in the presentation that can help the
organization grow, Ability of the competency to contribute to organization growth .
(10)
- Creativity & Innovation of presentation (10)
- Presentation skills of the presenter in terms of ability to connect with the audience
and convey the message (10)
- Presentation can be made using any standard software and can use all
audio-visual audio-visual media (ppt, movie files etc)
- A maximum of 50 points can be awarded by each jury member and the average score
will be calculated to decide the winner.
- In case of a tie, the team taking lesser time will be awarded the winner
- 2 point will be deducted with every additional minute taken for the presentation
- No limit on the number of presenters making the presentation
- The rules and regulations of the CPL events are subject to change by the
CPL Core Committee without notice
- This is an individual event. Maximum 2 participants can present one whitepaper and
a maximum of 5 entries are allowed from one competency.
- Each participation from the competencies (max 5) will be awarded 1 point each for
participation
- For opinion articles, the author(s) must warrant that the write-up submitted is their
original work and has not been published previously.
- The Whitepapers and Articles will be posted on the SAP Global Delivery community
page. A poll will be linked to judge the article by readers.
- The article must be submitted latest by June 22nd , 2011. The article will be made live
on the community page for polling.
- The screened papers will be presented to the Jury on 29th June , 2011 (10 am to 1
pm)
- Jury's decision will be based on presentation of content and relevance to
SAP Global Delivery business.
- Result will be based on Jury decision and Reader's Poll.
- The rules and regulations of the CPL events are subject to change by the
CPL Core Committee without notice.
127 | Intranet Portal, Solution Services and CPL
Presentation of an idea to- Increase market presence of SAP Global Delivery (unexplored solutions/services)
- Increase share of work (more presence in already explored areas)
- Improve productivity
- Improve quality
- The rules and regulations of the CPL events are subject to change by the
CPL Core Committee without notice.
To make the event successful and to bring out the main motive of the CPL- leverage
SAP brains to cultivate out the best innovative ideas to make SAP a better place to work
and to make SAP RUN BETTER for all our customers the whole event was categorized
between 13 teams as participants:
Team Name
Captains
Power Play
Jayendra Bisnik
41
Sathish Radhakrishnan
42
FS Falcons
Santosh Ramadoss
50
BA Infonators
Sandeep Gupta
42
49
Subramanyam Balasubramanian
33
Mahalingam Sornanathan
31
ERP Core
Anup Das
36
T&L Transporters
40
t FORCE (TTS)
42
T-72 (Retail)
Manish Bhandari
36
Abhijit Bora
48
Energy Mavericks
Chandrasekar Purushotham
32
7.6 Winners
8.0 BIBLIOGRAPHY
Primary Sources
Questionnaire (Survey)
Secondary Sources
Websites
www.wikipedia.com
www.sap.com
www.google.com