DESIGN THINKING WITH SAP CUSTOMER STORIES

Transcription

1 DESIGN THINKING WITH SAP CUSTOMER STORIES

2 Nikkei Sangyo Simbun (Japan) Japan Economic Newspaper The Nikkei is the world s largest financial newspaper with 300 million copies in circulation daily. As part of Silicon Valley s Another Strength Series, Nikkei Sangyo Shimbun featured SAP as a key innovator using design thinking to innovate with our customers. The article unveils the latest SAP AppHaus opened in Seoul, Korea, which was recently visited by the President of the Republic of Korea, Park Guen Hye. Sam Yen, Chief Design Officer SAP, shared the methodology benefits and challenges across large organizations. KEY IDEAS Hiring and Acquisition aiming to optimize Design Thinking in large organizations Major corporations investing in design thinking to generate profitability from human-centered innovation SAP pursuing business from the customer s perspective

3 under armour & NFL The SAP Art of the Possible Live tour explores the possibilities of embracing digital transformation through customer success stories and interactive demos. In New York City, Under Armour and the NHL shared their revamped digital strategies in partnership with SAP. Under Armour s digital strategy focuses on Connected Fitness leveraging data from over 25 e-commerce sites about customer health and fitness. We began our design thinking journey with Under Armour to understand the needs of both customers and employees to deliver a transformed end-to-end experience. These needs lead to new opportunities to collaborate and create value for millions of athletes. SAP and Under Armour are building a single view of the consumer, delivering personalized insights and experience for each customer. From casual to professional athletes, big data becomes smart data that delivers new value and improves people s lives. Over 98 years of data is now accessible for the NHL to analyze and make game-changing decisions and engage fans in a new way. After implementing the ideas from our design thinking engagements, the NHL saw 25% more site visits, 45% more time spent on site by fans and 30% more overall fan engagement.

4 Thaibev (thailand) Vision 2020 is ThaiBev's strategic roadmap for the next six years to drive innovation on the foundation of growth, diversity, brands, reach, and professionalism. The ThaiBev Human Capital team wants to inculcate a global mindset and implement a seamless efficient system to support Vision ThaiBev, with SAP, shifted its focus to strategic thinking, creativity, innovation, and collaboration using the design thinking approach. When our teams worked together, we dove into the barriers and opportunities for success to create a solution for the future. Through the lens of ThaiBev employees, we identified the need to eliminate processes and incompatible systems that do not support agility across the organization. ThaiBev executives had a clear roadmap for the policies, people, processes, and tasks needed to support Vision 2020 and drive employee engagement. Today, SAP and ThaiBev continue to drive innovation and shape the future of work.

5 retail (Australia) A large Australian retailer experienced competitive pressure due to factors such as perceived high costs by its customers, low stock levels, and limited online sales. The customer approached SAP to improve its back-of-store operations, which is an important focus area given the retailer s extensive store network. For nearly two years, design thinking has been successfully infused into many SAP engagements with this retailer. In addition to working with the organization to understand its inventory systems and processes, SAP conducted observation exercises to study its store managers in action. Insights gained from this activity helped reframe the customer s business challenge and pave the way for a successful outcome. The customer was impressed that SAP brought insights and recommendations to connect a back-of-store challenge to what matters most: improving the customer experience. The relationship between the two organizations has grown stronger thanks to engaging the customer with design thinking.

6 wholesale (uk) The customer is a leading supplier of food and materials to the catering and food service industry throughout UK, Ireland, France & Sweden. The customer wants to protect and grow their independent business, mirror the success of their corporate business and successfully take the same service to their local pub and restaurant customers. Using design thinking techniques including first hand observation, SAP gained a clearer picture of it s customers. Members of the SAP team interviewed pub owners while also engaging with the staff as actual pub customers. The team then created a persona of a pub owner named Liz who became the focus of their customer journey mapping exercise at the joint design thinking session. The Customer and SAP used Liz to deepen their conversation around the customer experience and had more visibility into the challenges faced by the company s customers. With a clearer picture of their customers, they uncovered new opportunities to make the experience successful and paint a vision for the future Customer Experience. The customer found great value in the deeper discovery and observation work done by SAP to better understand their end customers and their needs. The customer is now keen to explore the benefits for their employees using some of the personas developed during the Design Thinking approach. The customer has a new perspective of SAP beyond IT and now works with SAP more as a collaborative partner whose focus is on making their customers more successful in their expanded business model.

7 retail (united states) A retail wheel and tire company in the United States, sought to improve its customer experience online and in-stores. To do this, the customer explored options to reduce customer wait times. SAP and the customer embarked on a journey of discovery. Together they visited stores to acquire a first-hand understanding of the customer experience. SAP invited the customer to a design thinking session to examine how mobility might improve wait times. After generating ideas around this specific topic, the team further explored unknown problems. They empathized with personas like Frank, a tire technician and Molly, a customer, to uncover how technology can improve safety and satisfaction for customers. SAP then delivered prototypes to simplify these complex ideas. The customer and SAP found human meaning for technology such as SAP HANA, Hybris and Mobility to create value for its customers. The customer invested in a personal journey of design thinking to maintain this strong customer focus.

8 banking (brasil) One of the largest banks in Latin America asked SAP for help to achieve its customer vision within its corporate and retail banking divisions. The customer sought to find a way to create a more personalized and long-term relationship with its clients. At the time, the customer lacked insight into its clients full experience and challenges, and was unable to progress impactful ideas and solutions. Leveraging the key component of empathy from design thinking, SAP collaborated with the customer to create multiple personas of their client. The team created journey maps for each persona that allowed everyone to see the specific challenges they faced. They identified areas where the customer could work with SAP to improve the clients experience. Immediate low fidelity prototypes were created for several high-value ideas. After two weeks, SAP shared a mobile app prototype based on these ideas. The bank was impressed with the empathy-focused approach from SAP. It commented that the insights and ideas SAP provided were in full alignment with the bank s vision and expectations. As a result, the customer chose to continue innovating with SAP to both enhance its existing technology and explore new technologies to align to the bank s vision.

9 automotive (india) A conglomerate in India sought to create a consistent customer experience across its automotive dealerships and service outlets, especially for younger age groups. India is a diverse country and, as such, presents unique marketing challenges to organizations including this conglomerate. The customer approached SAP to explore how technology might deliver a uniform customer experience across its business. SAP introduced design thinking to better understand the customer s needs. Together, the customer and SAP visited multiple dealerships to observe and interview sales staff and customers. In the process, both organizations gathered meaningful insights to explore the business challenge. Armed with new information and insights, the team reframed the problem to how might we deliver a consistent emotional experience across our dealerships and service outlets? The customer was impressed by this collaborative and innovative approach; the CEO commented that SAP helped them think about the problem differently in a short amount of time. As a result of the design thinking approach, several initiatives were identified to enhance the end customer s experience in dealerships and service outlets.

10 Health care (united states) SAP began a new relationship with a medical supply customer that focuses on veterinary, dental, and rehabilitation products. From the beginning, SAP infused design thinking throughout conversations with the customer to explore its needs and goals. By taking this approach, SAP ensured each customer meeting focused on people, specifically, end users of the company s products. These discussions sparked new ideas and insights and gave SAP a deeper understanding of the customer s business. For example, SAP and the customer jointly created a day-in-the-life journey of a sales representative. In addition, they prototyped an app to streamline a sales representative s daily activities. The customer welcomed the unique SAP approach and appreciated the commitment to aligning the two cultures. They became a formal SAP customer and the relationship continues to grow.

11 Consumer goods (london) A global manufacturer of personal healthcare products and consumer goods sought to align its organization in order to meet market expansion and growth objectives. The customer challenged SAP to provide a detailed end-to-end view of its business to support a global transformation project. Using design thinking, SAP explored the future needs of internal customers including a procurement officer, prospective employee, global brand manager, and marketing manager. The team members used a live role play in which they developed a radical product idea. They then brought to life an end-to-end demonstration of product development, including recruiting personnel to create the product, sourcing of raw materials, launching and manufacturing the product, and selling the product in-stores. The live role play approach impressed the customer and through this interactive demonstration, SAP highlighted the importance of focusing on the needs of people rather than processes.

12 High tech & electronics (japan) A large electronics goods customer sought to explore new business models in the wake of significant profit decline. The customer was transitioning to a business-to-business-to-consumer model with multiple stakeholders which enabled the customer to focus on its core strength as engineers. The customer s new goal was to develop electronics solutions that would appeal to a broad range of consumers. The organization lacked consumer insight and understanding, which limited its ability to innovate and saw them turn to SAP for help. The customer asked SAP to bring both its industry expertise and idea-generation knowledge to explore new uses for the customer s technology. SAP ran a series of design thinking workshops with the customer focused on generating use cases beneficial to everyday people in different walks of life that would utilize technology from both the customer and SAP. SAP s extensive industry knowledge provided insight into specific markets such as healthcare and sports, generating new ideas for the customer to explore and execute. Ultimately, the customer changed its view of SAP from being an IT partner to a strategic business partner.

13 PUBLIC TRANSPORTATION (HUNGARY) A long-term public transportation customer of SAP looked for ways to improve its passenger focus. To achieve this vision the organization sought to provide better passenger information and new services, like rental bicycles and e-ticketing. The customer approached SAP to understand the impact of technology on these initiatives. Using deeper discovery techniques, the customer and SAP collaborated to explore the challenges and needs currently facing its customers. SAP provided a point of view that helped the public transportation customer re-imagine the future for its passengers, from both a business and customer perspective. Many ideas emerged by empathizing with the passengers including using technology to capture individual customer data in order to improve planning of new routes and services for specific customer demographics. The public transportation customer gained a deeper understanding of the future scenarios and needs of its passengers, and the relationship between the customer and SAP grew stronger.

14 PUBLIC SECTOR (AUSTRALIA) A large central government agency was tasked with driving efficiency across the government and improving the quality of service delivered to its constituents. The government had significant investment in SAP technology across many agencies with duplicated systems and many redundant processes. For both the government s IT organization and SAP, the obvious solution was to simplify these overlapping entities. Senior executives failed to see this as a relevant business issue and also anticipated difficulties in collaborating across agencies. The government then asked SAP to assist with these issues by creating a point of view. SAP used design thinking to explore the use of technology in government and reframe the initial challenge. A group of senior government representatives and SAP spent time together using a design thinking mindset. The team developed stories about the current state of government IT to share with stakeholders. The point of view was shared across government agencies and even with some ministers. The agency utilized the reframed challenge to connect with its wider community on progressing business transformation across the government. The customer became a key partner in this transformation and continued using design thinking to achieve the difficult task of driving efficiency while improving service-delivery quality.