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Heroes, History, And Marketing: A Game Plan For A Winning Hockey Fan Experience

Fred Isbell

SAP NiemiAs I recently wrote in Episode II: The Hockey Fan Experience Reawakens, the hockey fan experience is more than just a fan’s in-person experience at a game. Take my recent trip to the 2016 NHL Winter Classic, for example. During the matchup between my hometown Boston Bruins and the Montreal Canadians (the Habs), I saw many dimensions of the fan experience first-hand – from the actual game to sponsorships, branding, in-arena multimedia visuals, coverage, and broadcasting.

As a marketer, this made think: What defines a hockey fan and how is it changing and evolving?

Fan loyalty and the hockey experience

Without a doubt, knowing how to play hockey improves the fan experience. Although I had a non-traditional introduction to the game, I have learned so much about hockey that I can now teach and explain the sport with second-nature ease. After nearly 45 years, I appreciate the game a hundred-fold more having watched, learned, coached, and played it. I also am far more aware of the nuances of the sport as well as the business, its marketing aspects, and more.

From my perspective, a hockey team is very similar to a services organization. Teams draft, acquire, and develop players based on their roles and team needs and engage in a season schedule that consists of individual projects and engagements. As our services practices and teams deliver projects with clients, their ultimate win is customer satisfaction and the impact of a truly collaborative group effort. So it’s not surprising that sports and hockey teams – like service engagement teams – have invested so much in analytics to measure and optimize their talent investments.

Fans follow their favorite players, purchase and wear their favorite players’ and teams’ jerseys, and track their favorite players’ success with statistics across a truly digital experience. Fans are loyal based on location and geography; the overall brand, history, and imagery; and specific players that comprise a team’s lineup.

At the same time, there are interesting variations that are fueled by technology and digital disruption.

The fan experience goes beyond borders…

Ask any sports fan what the most iconic trophy in all of sports is. Europeans would likely name the World Cup for soccer, but many sports fans in North America cite the Stanley Cup. In its own right, the Stanley Cup is a rock star and has its very own brand persona. Phil Pritchard and his colleagues from the Hockey Hall of Fame in Toronto accompany the cup wherever it travels, and it even gets its own airplane seat.

I had the chance to meet Phil when the Stanley Cup and a collection of the NHL trophies were displayed in Boston for the 2016 NHL Winter Classic and came north to FMI Cup Trophiesthe Manchester Monarchs Trophy Night. The Mark Messier Leadership, Conn Smyth playoff MVP, the Calder AHL trophy the Monarchs had just won, and many others were also there – along with three Boston Red Sox MLB championship trophies to round out this incredible fan experience. When it was time to post the photos of the Monarchs fans with the cup, it was done through the cloud. No trees were killed to print anything, and smartphone pictures made it onto social media far quicker.

This experience is confirmation that we are living in an era of real-time everything for sports. Approximately 70% of fan communication with key sources of information and commerce is done with a mobile device, which is absolutely amazing.

…and it’s going digital

I was reminded of this magic not too long ago when our SAP New York office did a “fantasy skate” event at Madison Square Garden with the New York Rangers. As a sponsor of the first-level SAP Concourse, we were given a tour FMI NYR MSG January 2016of the renovated facility – from the main concourse to the suites and ultra-modern press area high above the ice. As proof that sports and entertainment are becoming digital, the experience at Madison Square Gardens featured a video kiosk powered by SAP HANA and a press box with multimedia networking hookups and more.

What does this have to do with marketing? Everything. The NHL fields a product: hockey games with teams comprised of hockey players. They play under a team brand as well as the NHL master brand while chasing after an iconic award with a brand of its own. Each player has their own personal brand, and all of them are inextricably tied to the overall brand of both the team and the NHL.

But there’s much more here. Maintaining team historical information, the NHL statistics Web site powered by SAP HANA is expanding to include all information dating back to the inception of the league – available on demand anytime, anywhere, and on any device.

Bonus: See how the NHL uses SAP Customer Engagement and Commerce (CEC) solutions for marketing, including SAP hybris and SAP HANA Enterprise Cloud.  

Digitalization and digital transformation are sweeping through all sports and hockey, and the NHL is but one example. We are in the midst of a revolution that will make everything more fun and our memories even more vivid. What an exciting time to be a hockey fan!

Learn more about NHL.com statistics powered by SAP and SAP HANA. Read Phasing into Analytics: The NHL and SAP Innovate their Statistical Database.

Explore exciting new developments in sports marketing. check out the Center of Business Insight brief The Future of Sports Marketing: Play Locally, Think Globally, Drive Loyalty.

FMI MSG SAPFred Isbell is the senior marketing director and head of thought leadership Service & Support Marketing at SAP.

Join Fred online: TwitterFacebookLinkedInsap.com, and SAP Services Hub

 

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About Fred Isbell

Fred Isbell is the Senior Director of SAP Digital Business Services Marketing at SAP. He is an experienced, results- and goal-oriented senior marketing executive with broad and extensive experience & expertise in high technology and marketing. He has a BA from Yale and an MBA from the Duke Fuqua School of Business.

The Future Of Supplier Collaboration: 9 Things CPOs Want Their Managers To Know Now

Sundar Kamak

As a sourcing or procurement manager, you may think there’s nothing new about supplier collaboration. Your chief procurement officer (CPO) most likely disagrees.
Forward-thinking CPOs acknowledge the benefit of supplier partnerships. They not only value collaboration, but require a revolution in how their buying organization conducts its business and operations. “Procurement must start looking to suppliers for inspiration and new capability, stop prescribing specifications and start tapping into the expertise of suppliers,” writes David Rae in Procurement Leaders. The CEO expects it of your CPO, and your CPO expects it of you. For sourcing managers, this can be a lot of pressure.

Here are nine things your CPO wants you to know about how supplier collaboration is changing – and why it matters to your company’s future and your own future.

1. The need for supplier collaboration in procurement is greater than ever

Over half (65%) of procurement practitioners say procurement at their company is becoming more collaborative with suppliers, according to The Future of Procurement, Making Collaboration Pay Off, by Oxford Economics. Why? Because the pace of business has increased exponentially, and businesses must be able to respond to new market demands with agility and innovation. In this climate, buyers are relying on suppliers more than ever before. And buyers aren’t collaborating with suppliers merely as providers of materials and goods, but as strategic partners that can help create products that are competitive differentiators.

Supplier collaboration itself isn’t new. What’s new is that it’s taken on a much greater urgency and importance.

2. You’re probably not realizing the full collective power of your supplier relationships

Supplier collaboration has always been a function of maintaining a delicate balance between demand and supply. For the most part, the primary focus of the supplier relationship is ensuring the right materials are available at the right time and location. However, sourcing managers with a narrow focus on delivery are missing out on one of the greatest advantages of forging collaborative supplier partnerships: an opportunity to drive synergies that are otherwise perceived as impossible within the confines of the business. The game-changer is when you drive those synergies with thousands, not hundreds of suppliers. Look at the Apple Store as a prime example of collaboration en masse. Without the apps, the iPhone is just another ordinary phone!

3. Collaboration comes in more than one flavor

Suppliers don’t just collaborate with you to provide a critical component or service. They also work with your engineers to help ensure costs are optimized from the buyer’s perspective as well as the supplier’s side. They may even take over the provisioning of an entire end-to-end solution. Or co-design with your R&D team through joint research and development. These forms of collaboration aren’t new, but they are becoming more common and more critical. And they are becoming more impactful, because once you start extending any of these collaboration models to more and more suppliers, your capabilities as a business increase by orders of magnitude. If one good supplier can enable your company to build its brand, expand its reach, and establish its position as a market leader – imagine what’s possible when you work collaboratively with hundreds or thousands of suppliers.

4. Keeping product sustainability top of mind pays off

Facing increasing demand for sustainable products and production, companies are relying on suppliers to answer this new market requirement.

As a sourcing manager, you may need to go outside your comfort zone to think about new, innovative ways to collaborate for achieving sustainability. Recently, I heard from an acquaintance who is a CPO of a leading services company. His organization is currently collaborating with one of the largest suppliers in the world to adhere to regulatory mandates and consumer demand for “lean and green” lightbulbs. Although this approach was interesting to me, what really struck me was his observation on how this co-innovation with the supplier is spawning cost and resource optimization and the delivery of competitive products. As reported by Andrew Winston in The Harvard Business Review, Target and Walmart partnered to launch the Personal Care Sustainability Summit last year. So even competitors are collaborating with each other and with their suppliers in the name of sustainability.

5. Co-marketing is a win-win

Look at your list of suppliers. Does anyone have a brand that is bigger than your company’s? Believe it or not, almost all of us do. So why not seize the opportunity to raise your and your supplier’s brand profile in the marketplace?

Take Intel, for example. The laptop you’re working on right now may very well have an “Intel inside” sticker on it. That’s co-marketing at work. Consistently ranked as one of the world’s top 100 most valuable brands by Millward Brown Optimor, this largest supplier of microprocessors is world-renowned for its technology and innovation. For many companies that buy supplies from Intel, the decision to co-market is a strategic approach to convey that the product is reliable and provides real value for their computing needs.

6. Suppliers get to choose their customers, too

Increased competition for high-performing suppliers is changing the way procurement operates, say 58% of procurement executives in the Oxford Economics study. Buyers have a responsibility to the supplier – and to their CEO – to be a customer of choice. When the economy is going well, you might be able to dictate the supplier’s goods and services – and sometimes even the service delivery model. When times get tough (and they can very quickly), suppliers will typically reevaluate your organization’s needs to see whether they can continue service in a fiscally responsible manner. To secure suppliers’ attention in favorable and challenging economic conditions, your organization should establish collaborative and mutually productive partnerships with them.

7. Suppliers can help simplify operations

Cost optimization will always be one of your performance metrics; however, that is only one small part of the entire puzzle. What will help your organization get noticed is leveraging the supplier relationship to innovate new and better ways of managing the product line and operating the business while balancing risk and cost optimization. Ask yourself: Which functions are no longer needed? Can they be outsourced to a supplier that can perform them better? What can be automated?

8. Suppliers have a better grasp of your sourcing categories than you do

Understand your category like never before so that your organization can realize the full potential of its supplier investments while delivering products that are consistent and of high quality. How? By leveraging the wisdom of your suppliers. To be blunt: they know more than you do. Tap into that knowledge to gain a solid understanding of the product, market category, suppliers’ capabilities, and shifting dynamics in the industry, If a buyer does not understand these areas deeply, no amount of collaboration will empower a supplier to help your company innovate as well as optimize costs and resources.

9. Remember that there’s something in it for you as well

All of us want to do strategic, impactful work. Sourcing managers with aspirations of becoming CPOs should move beyond writing contracts and pushing PO requests by building strategic procurement skill sets. For example, a working knowledge in analytics allows you to choose suppliers that can shape the market and help a product succeed – and can catch the eye of the senior leadership team.

Sundar Kamak is global vice president of solutions marketing at Ariba, an SAP company.

For more on supplier collaboration, read Making Collaboration Pay Off, part of a series on the Future of Procurement, by Oxford Economics.

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Sundar Kamak

About Sundar Kamak

Sundar Kamak is the Vice President of Products & Innovation at SAP Ariba. He is an accomplished Solutions Marketing and Product Management Execuive with 15 + year's broad experience in product strategy, positioning, SaaS, Freemium offering, go-to-market planning and execution.

Transform Or Die: What Will You Do In The Digital Economy?

Scott Feldman and Puneet Suppal

By now, most executives are keenly aware that the digital economy can be either an opportunity or a threat. The question is not whether they should engage their business in it. Rather, it’s how to unleash the power of digital technology while maintaining a healthy business, leveraging existing IT investments, and innovating without disrupting themselves.

Yet most of those executives are shying away Businesspeople in a Meeting --- Image by © Monalyn Gracia/Corbisfrom such a challenge. According to a recent study by MIT Sloan and Capgemini, only 15% of CEOs are executing a digital strategy, even though 90% agree that the digital economy will impact their industry. As these businesses ignore this reality, early adopters of digital transformation are achieving 9% higher revenue creation, 26% greater impact on profitability, and 12% more market valuation.

Why aren’t more leaders willing to transform their business and seize the opportunity of our hyperconnected world? The answer is as simple as human nature. Innately, humans are uncomfortable with the notion of change. We even find comfort in stability and predictability. Unfortunately, the digital economy is none of these – it’s fast and always evolving.

Digital transformation is no longer an option – it’s the imperative

At this moment, we are witnessing an explosion of connections, data, and innovations. And even though this hyperconnectivity has changed the game, customers are radically changing the rules – demanding simple, seamless, and personalized experiences at every touch point.

Billions of people are using social and digital communities to provide services, share insights, and engage in commerce. All the while, new channels for engaging with customers are created, and new ways for making better use of resources are emerging. It is these communities that allow companies to not only give customers what they want, but also align efforts across the business network to maximize value potential.

To seize the opportunities ahead, businesses must go beyond sensors, Big Data, analytics, and social media. More important, they need to reinvent themselves in a manner that is compatible with an increasingly digital world and its inhabitants (a.k.a. your consumers).

Here are a few companies that understand the importance of digital transformation – and are reaping the rewards:

  1. Under Armour:  No longer is this widely popular athletic brand just selling shoes and apparel. They are connecting 38 million people on a digital platform. By focusing on this services side of the business, Under Armour is poised to become a lifestyle advisor and health consultant, using his product side as the enabler.
  1. Port of Hamburg: Europe’s second-largest port is keeping carrier trucks and ships productive around the clock. By fusing facility, weather, and traffic conditions with vehicle availability and shipment schedules, the Port increased container handling capacity by 178% without expanding its physical space.
  1. Haier Asia: This top-ranking multinational consumer electronics and home appliances company decided to disrupt itself before someone else did. The company used a two-prong approach to digital transformation to create a service-based model to seize the potential of changing consumer behaviors and accelerate product development. 
  1. Uber: This startup darling is more than just a taxi service. It is transforming how urban logistics operates through a technology trifecta: Big Data, cloud, and mobile.
  1. American Society of Clinical Oncologists (ASCO): Even nonprofits can benefit from digital transformation. ASCO is transforming care for cancer patients worldwide by consolidating patient information with its CancerLinQ. By unlocking knowledge and value from the 97% of cancer patients who are not involved in clinical trials, healthcare providers can drive better, more data-driven decision making and outcomes.

It’s time to take action 

During the SAP Executive Technology Summit at SAP TechEd on October 19–20, an elite group of CIOs, CTOs, and corporate executives will gather to discuss the challenges of digital transformation and how they can solve them. With the freedom of open, candid, and interactive discussions led by SAP Board Members and senior technology leadership, delegates will exchange ideas on how to get on the right path while leveraging their existing technology infrastructure.

Stay tuned for exclusive insights from this invitation-only event in our next blog!
Scott Feldman is Global Head of the SAP HANA Customer Community at SAP. Connect with him on Twitter @sfeldman0.

Puneet Suppal drives Solution Strategy and Adoption (Customer Innovation & IoT) at SAP Labs. Connect with him on Twitter @puneetsuppal.

 

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About Scott Feldman and Puneet Suppal

Scott Feldman is the Head of SAP HANA International Customer Community. Puneet Suppal is the Customer Co-Innovation & Solution Adoption Executive at SAP.

How Much Will Digital Cannibalization Eat into Your Business?

Fawn Fitter

Former Cisco CEO John Chambers predicts that 40% of companies will crumble when they fail to complete a successful digital transformation.

These legacy companies may be trying to keep up with insurgent companies that are introducing disruptive technologies, but they’re being held back by the ease of doing business the way they always have – or by how vehemently their customers object to change.

Most organizations today know that they have to embrace innovation. The question is whether they can put a digital business model in place without damaging their existing business so badly that they don’t survive the transition. We gathered a panel of experts to discuss the fine line between disruption and destruction.

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qa_qIn 2011, when Netflix hiked prices and tried to split its streaming and DVD-bymail services, it lost 3.25% of its customer base and 75% of its market capitalization.²︐³ What can we learn from that?

Scott Anthony: That debacle shows that sometimes you can get ahead of your customers. The key is to manage things at the pace of the market, not at your internal speed. You need to know what your customers are looking for and what they’re willing to tolerate. Sometimes companies forget what their customers want and care about, and they try to push things on them before they’re ready.

R. “Ray” Wang: You need to be able to split your traditional business and your growth business so that you can focus on big shifts instead of moving the needle 2%. Netflix was responding to its customers – by deciding not to define its brand too narrowly.

qa_qDoes disruption always involve cannibalizing your own business?

Wang: You can’t design new experiences in existing systems. But you have to make sure you manage the revenue stream on the way down in the old business model while managing the growth of the new one.

Merijn Helle: Traditional brick-and-mortar stores are putting a lot of capital into digital initiatives that aren’t paying enough back yet in the form of online sales, and they’re cannibalizing their profits so they can deliver a single authentic experience. Customers don’t see channels, they see brands; and they want to interact with brands seamlessly in real time, regardless of channel or format.

Lars Bastian: In manufacturing, new technologies aren’t about disrupting your business model as much as they are about expanding it. Think about predictive maintenance, the ability to warn customers when the product they’ve purchased will need service. You’re not going to lose customers by introducing new processes. You have to add these digitized services to remain competitive.

qa_qIs cannibalizing your own business better or worse than losing market share to a more innovative competitor?

Michael Liebhold: You have to create that digital business and mandate it to grow. If you cannibalize the existing business, that’s just the price you have to pay.

Wang: Companies that cannibalize their own businesses are the ones that survive. If you don’t do it, someone else will. What we’re really talking about is “Why do you exist? Why does anyone want to buy from you?”

Anthony: I’m not sure that’s the right question. The fundamental question is what you’re using disruption to do. How do you use it to strengthen what you’re doing today, and what new things does it enable? I think you can get so consumed with all the changes that reconfigure what you’re doing today that you do only that. And if you do only that, your business becomes smaller, less significant, and less interesting.

qa_qSo how should companies think about smart disruption?

Anthony: Leaders have to reconfigure today and imagine tomorrow at the same time. It’s not either/or. Every disruptive threat has an equal, if not greater, opportunity. When disruption strikes, it’s a mistake only to feel the threat to your legacy business. It’s an opportunity to expand into a different marke.

SAP_Disruption_QA_images2400x1600_4Liebhold: It starts at the top. You can’t ask a CEO for an eight-figure budget to upgrade a cloud analytics system if the C-suite doesn’t understand the power of integrating data from across all the legacy systems. So the first task is to educate the senior team so it can approve the budgets.

Scott Underwood: Some of the most interesting questions are internal organizational questions, keeping people from feeling that their livelihoods are in danger or introducing ways to keep them engaged.

Leon Segal: Absolutely. If you want to enter a new market or introduce a new product, there’s a whole chain of stakeholders – including your own employees and the distribution chain. Their experiences are also new. Once you start looking for things that affect their experience, you can’t help doing it. You walk around the office and say, “That doesn’t look right, they don’t look happy. Maybe we should change that around.”

Fawn Fitter is a freelance writer specializing in business and technology. 

To learn more about how to disrupt your business without destroying it, read the in-depth report Digital Disruption: When to Cook the Golden Goose.

Download the PDF (1.2MB)

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Why Small And Midsize Businesses Need More Than Just Data To Act In The Moment

Alison Biggan

Part 4 of “The Road to Live Business” series

The challenges small and midsize businesses face on a daily basis are beyond anything seen before. Over the last five years, companies across all industries have been impacted by:

  • The rise of mobile devices and cloud-based applications that have fundamentally changed how firms interact with customers and manage operations
  • New market dynamics that emerge without warning and threaten to disrupt operations significantly and at a moment’s notice
  • Employees of all roles and decision-making authority who want access to information so they can positively impact overall business performance

To address these pressures and ensure growth and expansion, small and midsize businesses must be agile and highly responsive – all with a drive to act in the moment.

Although a data-driven mindset and analytics are crucial to achieving this state, they only matter if you use them to look into the future, uncover emerging trends, and predict where the company is heading. Then, you can act in the moment, make thoughtful decisions in an instant, and serve customers in the moment of need – all characteristics of a Live Business.

There’s never been a better time for small and midsize businesses to act in the moment

Access to data is better and easier than ever before. You don’t have to be a big, multinational brand to take advantage of the analytics technology that’s available today. Your approach to leveraging analytics can be incremental and the technology is more affordable than ever, which drives down your company’s investment risk and simplifies your technology complexity.

Thanks to cloud technology, analytics solutions that were once siloed are now merging to form a single, integrated solution. From one source, you can capture business intelligence, generate a report, plan for the future, predict outcomes, and visualize insights. You don’t have to be a power user or a Ph.D. data scientist to get insight from your data. Data discovery and exploration are so intuitive that you can drill down and interact with data in real-time to get deeper, more accurate insights into what’s happening in your business. And through predictive modeling, you can pinpoint trends, compare the effectiveness of potential scenarios, and predict the future to drive new business models.

With this level of access and speed, you have the information needed to make the right decisions – in real time. Very quickly, you can see how regional activities, customer behavior patterns, market volatility, and emerging risks can impact your operations in the here and now. And with the rising popularity of mobile apps, all of your business users can make these decisions anytime, anywhere.

The value of combining the strengths of a small and midsize business with analytics

Small and midsize businesses are famous at operating with greater agility and speed than their much larger counterparts. Now that technology is more affordable and right-sized, companies like yours can leverage the technology as a competitive advantage while they are in that agile state.

It doesn’t require big budgets, big teams, or big IT departments. If you think about it from a data analytics perspective, that’s a huge step forward in delivering the features and functions your business needs – right now.

To learn how your business can become a Live Business, check out Forbes Insights’ recent report “Doing Business In-the-Moment: How SMBs Run Live in the Digital Economy.” Over the next three weeks, we will share additional insights from this research. Be sure to check every Tuesday for new installments to our blog series “The Road to Live Business.” 

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About Alison Biggan

Alison Biggan is global head of Product Marketing, Digital Enterprise Platform Group, at SAP.