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How Risk Management Helps Protect Your Brand Reputation

Thomas Frenehard

In anticipation of SAPinsider GRC2016 in Las Vegas in a few weeks, I wanted to share with you some highlights from one of the presentations that I’ll be delivering: Managing Reputational Risk to Protect Brand Value.

We’ve all heard the Warren Buffet quote: “It takes twenty years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”

But there is another one that I think is even more appropriate: “Lose money for the firm and I will be understanding, lose a shred of reputation for the firm and I will be ruthless.”

A reputational impact can have many direct consequences, including:

  • Drop in sales: Customers no longer want to be associated with your brand
  • Drop in share prices: Because of uncertainties on sales and revenue, investors shy away from the company
  • Conflictual shareholders’ and board’s relationships: With a drop in share price, shareholders’ interests are affected and they hold the board accountable

Reputational risk is therefore not just a marketing issue; it can be a credibility problem and a business killer.

One of the major issues with reputational risk is that it spans across numerous stakeholders – customers and investors, of course, but also analysts, media, regulators and control authorities, NGOs, partners, third parties, and (let’s not forget) employees themselves.

Until recently, its velocity – the speed at which it manifests – was quite manageable, because unless it was a major crisis published in a newspaper, it was spread by word of mouth. Replace this with today’s exponential social media reach and it becomes clear why this is now a critical risk to consider.

I don’t claim to have the absolute solution, but I would suggest an approach to manage reputational risk. Use the Plan-Do-Check-Act Cycle that business continuity managers know very well.

Plan: Prepare your governance for ethics and compliance

In this first step, I suggest assessing the current situation: what already exists? From there, formalize the governance structure that will issue the risk policies. In this phase, you would also prepare a crisis plan and communicate it to all stakeholders.

As for any policy, I recommend not only ensuring acknowledgement, but also understanding by all the recipients.

Do: Formalize your risk and control framework

This second step is about documenting what could go wrong – the risks and potential occurrence scenarios – and then defining a sound mitigation strategy to address each case depending on how critical it is. My suggestion here is to assess the effectiveness of each response. A communication plan will help you reduce impact over time, but it won’t prevent a deficient product from reaching shelves in stores in the first place.

Check: Continuously monitor threat levels

Risk context changes all the time. Review the threat levels by taking into account any new incident or near miss recorded. Also, define appropriate indicators that can notify you of any adverse trend so that you’re never caught off guard.

Do people start propagating rumors about your company? Get to know soon so that you can decide proactively what to do instead of being rushed into action.

Act: Take action (or not!) but always communicate

Give your executives, including marketing and communications managers, the tools they need to be able to perform a guided decision on up-to-date risk information. Keep all the stakeholders up to date on the decision, and name a spokesperson. There is nothing worse than discordant messages.

Reap the benefits!

It’s not just all negative. Companies with strong brands have repeatedly shown:

  • Facilitated recruitment of talents
  • Increased and sustainable investor and business partner confidence
  • Customer loyalty
  • Top management stability

What about you? How do you manage this critical asset?

I look forward to reading your thoughts and comments either on this blog or on Twitter (@TFrenehard)!

For more insight on protecting your brand reputation, see This One Mistake Could Cost You Billions.

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A Matter Of Digital Trust: Understand Your Security Risks And Fix Them Now

Deepak Krishnamurthy, Justin Somaini, and Ryan VanDyk

It’s clear that digital technology offers a unique opportunity to reimagine everything about our world. Smart machines are getting smarter. Billions of people around the world are connected socially, collectively, and digitally. And all of this is generating a nearly immeasurable amount of information that’s driving intelligent decision making, better customer experiences, life-changing innovation, and more responsible operations.

While these advancements are truly transformational, they also bring heightened security risk. As the volume of generated information grows with every digital interaction, so does the opportunity to hack into enterprise systems and wrongfully access data. And when you consider the 2020 promise of 2.5 billion consumers active on social networks, 75 billion connected devices used, and $65 trillion in global trade among and between connected businesses, there’s a lot at stake.

The changing nature of cybersecurity

Luckily, companies are starting to change their tune from “it won’t happen to us” to “we need to act now.” Earlier this year, ISACA reported that 74% of respondents expect to fall prey to an attack this year. And the SANS Institute confirmed this rising concern by revealing a 50% increase in IT security spend between 2014 and 2016.

Why the shift in mindset? It’s a matter of economics and opportunity:

  • Data is more valuable. As brands reinvent their business models, embed software in physical products, and focus on outcomes, the threat of a breach can be damaging – if not deadly – to their reputation.
  • Data volume is multiplying exponentially. Companies are awash with data. For hackers targeting enterprise data, this only means that their attack surface is only getting bigger.
  • Hybrid ways lead to more vulnerable endpoints. No longer contained within the four walls of an enterprise, valuable data is now stored, accessed, and modified across hybrid infrastructures. As more devices and connection are injected into the ecosystem, security risk escalates.

While the widespread adoption of digital technology may have intensified security risks, it can also make it more difficult for hackers to succeed. Machine learning and deep learning can fuel cybersecurity analytics to detect and respond to a cyber attack before it impacts the business and its customers. Plus, the introduction of next-generation context and application-aware firewalls are enhancing protection and performance of business applications. Simultaneously, real-time incident response and forensics can accelerate detection and limit the impact of a breach.

From reactive to proactive: It’s time to change your approach

Traditional firewalls, perimeter barricades, and reactive responses are no longer enough to protect your data and business systems. To respond to these new and persistent threats, organizations need to shift from a reactive, threat-oriented view to a more proactive, predictive approach. As hackers mature in sophistication and data becomes more ubiquitous, 360-degree analytics across networks, applications, and data – from the digital core to the edge – will emerge as the new mandate.

Discover how SAP can help secure your business. Read the white paper Securing Your Business.”

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The Internet of Things: Turning $3 Lightbulbs Into A $60 Billion Opportunity

Shelly Dutton

Over the past year, we’ve seen IoT-enabled innovations enter our homes, cars, phones, and air space – and even appear on our bodies. Will they make our lives safer, simpler, healthier, and more environmentally responsible? Only time will tell. But on rare occasions, an innovation comes along that can transform our world right before our eyes.

This is the case for Koninklijke Philips N.V., one of the world’s largest manufacturers of lighting. During his SAPPHIRE NOW session, “Find Out How Philips Used IoT Strategies to Unlock the $60B Connected Lighting Market,” Vasanth Philomen, public segment leader at Philips Lighting, observed, “This was just an idea three-and-a-half years ago. When you take a look at your innovation from the perspective of the customer, you can achieve a lot in a short amount of time.”

What was this idea? It was a reimagined commodity that we all rely on, opening the door to a $60 billion market opportunity. Philips is refurbishing streetlights, parks, bus stops, buildings, and bridges around the world with LED lightbulbs. But these are not just standard $3 lightbulbs – they’re connected and controlled through a remote management system.

Cities can now keep their residents safer by monitoring storm drains during heavy rains. They can even adjust lighting levels to strike a balance between public safety and costs related to energy consumption and maintenance. More important, they’re making the world safer, brighter, and a little more beautiful.

Watch this replay of the SAPPHIRE NOW session “Find Out How Philips Used IoT Strategies to Unlock the $60B Connected Lighting Market” to learn how the company is setting the stage for the connected lightbulb market while helping cities and towns benefit from digital transformation.

SAPPHIRE NOW + ASUG 2016 is over, but you can still watch on-demand replays of keynotes, strategic sessions, press conferences, and more from the event on-demand.

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Live Businesses Deliver a Personal Customer Experience Without Losing Trust

Lori Mitchell-Keller, Brian Walker, Johann Wrede, Polly Traylor, and Stephanie Overby

Trust is the foundation of customer relationships. People who don’t trust your business are not likely to become or remain customers.

The trust relationship has taken some big hits lately. Beloved brands like Chipotle and Toyota have seen customer trust ebb due to public perception of their roles in safety issues. Consumers continue to experience occasional data breaches from large brands.

Yet these traditional threats have short half-lives. The latest threat could last forever.

Most customers claim they want personalization across all the channels in which they interact with companies. Such personalization should create long-term loyalty by creating a new level of intimacy in the relationship.

sap_Q216_digital_double_feature3_images2But that intimacy comes at a high price. For personalization to work, brands need to gather unprecedented amounts of personal information about customers and continue to do so over the course of the relationship. Customers are already wary: 80% of consumers have updated their privacy settings recently, according to an article in VentureBeat.

Companies must get personalization right. If they do, customers are more likely to purchase again and less likely to switch to a competitor. Personalization is also an important step toward the holy grail of digital transformation: becoming a Live Business, capable of meeting customers with relevant and customized offers, products, and services in real time or in the moments of customers’ choosing.

When done wrong, personalization can cause customers to feel that they’ve been deceived and that their privacy has been violated. It can also turn into an uncomfortable headline. When Target used its database of customer purchases to send coupons for diapers to the home of an expectant teen before her father knew about the pregnancy, its action backfired. The incident became the centerpiece of a New York Times story on Target’s consumer intelligence gathering practices and privacy.

Straddling the Line of Trust

Customers can’t define the line between helpful and creepy, but they know it when they see it.

Research conducted by RichRelevance in 2015 made something abundantly clear: what marketers think is cool may be seen as creepy by consumers. For example, facial-recognition technology that identifies age and gender to target advertisements on digital screens is considered creepy by 73% of people surveyed. Yet consumers were happy about scanning a product on their mobile device to see product reviews and recommendations for other items they might like, the survey revealed. Here’s what else resonates as creepy or cool when it comes to digital engagement with consumers, courtesy of RichRelevance and Edelman Berland (now called Edelman).

Creepy

  • Shoppers are put off when salespeople greet them by name because of mobile phone signals or know their spending habits because of facial-recognition software.
  • Dynamic pricing, such as a digital display showing a lower price “just for you,” also puts shoppers off.
  • When brands collect data on consumers without their knowledge, 83% of people consider it an invasion of privacy, according to RichRelevance’s research, and 65% feel the same way about ads that follow them from Web site to Web site (retargeting).

Cool

  • Shoppers like mobile apps with interactive maps that efficiently guide them to products in the store.
  • They also like when their in-store location triggers a coupon or other promotion for a product nearby.
  • When a Web site reminds the consumer of past purchases, a majority of shoppers like it.

There are no hard-and-fast rules about which personalization tactics are creepy and which are cool, but trust is particularly threatened in face-to-face interactions. Nobody minds much if Amazon sends product recommendations through a computer, but when salespeople approach customers like a long-lost friend based on information collected without the customer’s knowledge or permission, the violation of trust feels much more personal and emotional. The stage is set for an angry, embarrassed customer to walk out  the door, forever.

sap_Q216_digital_double_feature3_images3It doesn’t help that the limits of trust shift constantly as social media tempts us to reveal more and more about ourselves and as companies’ data collection techniques continue to improve. It’s easy to cross the line from helpful to creepy or annoying (see Straddling the Line of Trust).

Online, customers are similarly choosy about personalization. For example, when online shoppers are simply looking at a product category, ads that matched their prior Web-browsing interests are ineffective, an MIT study reports. Yet after consumers have visited a review site to seek out information and are closer to a purchase, personalized content is more effective than generic ads.

Personalization Requires a Live Business

Yet the limits of trust are definitely shifting toward more personalization, not less. Customers already enjoy frictionless personalized experiences with digital-native companies like Uber, and they are applying those heightened expectations to all companies. For example, 91% of customers want to pick up where they left off when they switch between channels, according to Aspect research. And personalization is helpful when you receive recommendations for products that you would like based on previous in-store or online purchases.

sap_Q216_digital_double_feature3_images-0004Customers also want their interactions to be live—or in the moment they choose. Fulfilling that need means that companies must become Live Businesses, capable of creating a technological infrastructure that allows real-time interactions and that allows the entire organization—its structure, people, and processes—to respond to customers in all the moments that matter.

Coordinating across channels and meeting customers in the right moments with personalized interactions will become critical as the digital economy matures and customer expectations rise. For instance, when customers air complaints about a brand on social media, 72% expect a response within an hour, according to consulting firm Bain & Company. Meanwhile, an Accenture survey found that nearly 60% of consumers want real-time promotions; 48% like online reminders to order items that they might have run out of; and 51% like the idea of a one-click checkout, where they can skip payment method or shipping forms because the retailer has saved their preferences. Those types of services build trust, showing that companies care enough to understand their customers and send offers or information that save them time, money, or both.

So while trust is difficult to earn, once you’ve earned it and figured out how to maintain it, you can have customers for life—as long as you respect the shifting boundaries.

“Do customers think the company is truly acting with their best interests at heart, or is it just trying to feed the quarterly earnings beast?” asks Donna Peeples, a customer experience expert and the former chief customer experience officer at AIG. “Customer data should be accurate and timely, the company should be transparent about how the data is being used, and it should give customers control over data collection.”

sap_Q216_digital_double_feature3_images-0005How to Earn Trust for a Live Business

Despite spending US$600 billion on online purchases, U.S. consumers are concerned with transaction privacy, the 2015 Consumer Trust Survey from CA Security Council reveals. These concerns will become acute as Live Businesses make personalization across channels a reality.

Here are some ways to improve trust while moving forward with omnichannel personalization.

  • Determine the value of trust. Customers want to know what value they are getting in exchange for their data. An Accenture study found that the majority of consumers in the United States and the United Kingdom are willing to have trusted retailers use some of their personal data in order to present personalized and targeted products, services, recommendations, and offers.
    “If customers get substantial discounts or offers that are appealing to them, they are often more than willing to make that trade-off,” says Tom Davenport, author of Big Data at Work: Dispelling the Myths, Uncovering the Opportunities. “But a lot of companies are cheap. They use the information but don’t give anything back. They make offers that aren’t particularly relevant or useful. They don’t give discounts for loyalty. They’re just trying to sell more.”
  • Let customers make the first move. Customers who voluntarily give up data are more likely to trust personalization across the channels where they do business. Mobile apps are a great way to invite customers to share more data in a more intimate relationship that they control. By entering the data they choose into the app, customers won’t be annoyed by personalization that’s built around it.
    For example, a leading luxury retailer’s sales associates may offer customers their favorite beverages based on information they entered into the app about their interests and preferences.
  • Simplify data collection and usage policies. Slapping a dense data- use policy written in legalese on the corporate website does little to earn customers’ trust. Instead, companies should think about the customer data transaction, such as what information the customer is giving them, how they’re using it, and what the result will be, and describe it as simply as possible.
    “Try to describe it in words so simple that your grandmother can understand it. And then ask your grandmother if it’s reasonable,” suggests Elea McDonnell Feit, assistant professor of marketing at Drexel University’s LeBow College of Business. “If your grandmother can’t understand what’s happening, you’ve got a problem.”
    The use of data should be totally transparent in the interaction itself, adds Feit. “When a company uses data to customize a service or offering to a customer, the customer should be able to figure out where the company got the data and immediately see how the company is providing added value to the customers by using the data,” Feit says.
  • Create trust through education. Yes, bombarding customers with generic offers and pushing those offers across the different Web sites they visit may boost profits over the short term, but customers will eventually become weary and mistrustful. To create trust that lasts and that supports personalization, educate the customers.

Procter & Gamble’s (P&G’s) Mean Stinks campaign for Secret deodorant encourages girl-to-girl anti-bullying posts on Twitter, Facebook, and Instagram. The pages let participants send apologies to those they have bullied; view videos; and share tips, tools, and challenges with their peers.

P&G has said that participation in Mean Stinks has helped drive market share increases for the core Secret brand as well as the specific line of deodorant promoted by the effort. Offering education without pushing products or services creates a sense that companies are putting customers’ interests before their own, which is one of the bedrock elements of trust. Opting in to personalization seems less risky to customers if they perceive that companies have built up a reserve of value and trust.

“Companies that do personalization well demonstrate that they care, respect customers’ time, know and understand their customers and their needs and interests,” says Peeples. “It also reinforces that interactions are not merely transactions but opportunities to build a long-term relationship with that customer.”

Laying the Foundation for Live, Personalized Omnichannel Processes

sap_Q216_digital_double_feature3_images-0006Creating a personalized omnichannel strategy that balances trust and business goals starts with knowing the customer. This can happen only when multiple aspects of your business are coordinated in a live fashion. But marketers today struggle to collect the kind of data that could drive more meaningful connections with customers. In an Infogroup survey of more than 500 marketers, only 21% said they are “very confident in the accuracy and completeness of their customer profiles.” A little over half of respondents said they aren’t collecting enough data overall.

Collecting enough of the right types of data requires more holistic data-collection techniques:

  • Take advantage of the lower costs for processing and storing terabytes of data, and develop a data strategy that combines and crunches all the customer data points needed to drive relevant interactions. This includes transactional, mobile, sensor, and  Web data.
  • Social media analytics is also a central tactic. Social profiles and activity are rich sources of data about behavior and character, merging what people buy or look for with their interests, for instance. Such data can feed predictive analytics and personalization campaigns.
  • Experiment with commercial tools that can filter and mine the data of customers and prospects in real time. This is a significant step beyond basic demographic data collections of the past.

sap_Q216_digital_double_feature3_images-0007Once the necessary data is available, companies need the technology, processes, and people to make sensible use of it in an omnichannel personalization strategy. Only when a company is organized as a Live Business can that happen. Here’s how your company can move toward being a Live Business:
Be live across channels. Having a consistent customer journey map across channels is core to omnichannel personalization. It requires integration across multiple systems and organizational silos to enable core capabilities, such as inventory visibility and purchase/pickup/return across channels. This integration also constitutes a major chunk of the transition to becoming a company that can act in the moments that matter most to customers. If all channels can sync in real time, customers can get what they want in the moment they want it.

Free the data scientists. Marketing rarely has full control over the omnichannel experience, but it is the undisputed leader in understanding customer behavior. While data science is part of that understanding, it has traditionally played a background role. Marketers need to bring the data scientists into efforts to sort through the different options for digitizing the omnichannel experience. The right data scientists understand not only how to use the tools but also how to apply the data to make accurate decisions and follow customers from channel to channel with personalized offers.

Walgreens’ Technology Approach to Personalization

Walgreens is a leader in building the kind of technology base that can enable real-time, omnichannel personalization. Its digital transformation is 16 years in the making, according to Jason Fei, senior director of architecture for digital engineering at Walgreens. At the heart of its infrastructure is a Big Data engine that feeds many customer interaction and omnichannel processes, including customer segmentation. The company adds third-party systems in areas such as predictive analytics and marketing software. Walgreens has a cloud-first strategy for all new applications, such as its image-processing and print-ordering applications. Other elements of the drugstore chain’s technology platform include:

  • Application programming interface (API)-driven architecture. Walgreens’ APIs enable more than 50 partners to connect with its apps and systems to drive customer-facing processes, including integrations with consumer wearables to drive reward points for healthy habits, as well as content partnerships with companies such as WebMD. “With APIs we can be an extensible business, allowing other companies to connect to us easily and help in the digital enablement of our physical stores,” Fei says.
  • Responsive Web sites. The company’s Web site is built using responsive and adaptive design practices so that the site automatically adapts to the consumer’s device, whether that is a mobile phone, tablet, or desktop computer. “We have a single code base that runs anywhere and delivers a consistent, optimized experience to all of our customers,” Fei says.

Making the Most of the Technology Base

This technology foundation has allowed Walgreens to push forward in personalization. For example, according to Fei the company uses sophisticated segmentation and personalization engines to drive outbound e-mail and text campaigns to customers based on their purchase history and profile. “We don’t blast out messages to customers; we use our personalization recommendations to be relevant,” says Fei.

The next phase of this strategy is to develop live inbound personalization tactics, such as recognizing customers when they come back to the Web site and tailoring their experience accordingly. These highly automated, self-learning systems improve over time, becoming more relevant at the moment a customer logs back in.

“When you search for a product, the Web site will take a good guess of what you might actually want. If you always print greeting cards at the same time of year, for example, the system would automatically deliver content around that,” Fei explains. “Everyone comes to Walgreens with a mission, so we can be very targeted with our communications.”

Walgreens’ mobile app combines real-time personalization with convenience. You can scan a pill bottle to refill a prescription, access coupons, send photos from your phone to print in the store, track rewards, and find the exact location of a product on the shelf.

Walgreens also recently deployed a new integrated interactive voice-response system that includes a personalization engine that recognizes the individual, says Troy Mills, vice president of customer care at Walgreens. The system can then predict the most probable reason for the customer’s call and quickly get them to the right individual for further help.

How to Get Started with Live Customer Experiences

sap_Q216_digital_double_feature3_images-0008As Fei can attest, getting Walgreens’ omnichannel and personalization infrastructure to this point has involved a lot of work, with much more to come. For companies just now embarking on this journey, especially midsize and large companies, getting started will mean overhauling an outdated and ineffective technology infrastructure where duplicate systems and processes for managing customer data, marketing programs, and transactions are common.

A bad internal user experience often transcends into a bad customer-facing experience, says Peeples. “We can’t afford the distractions of the latest app or social ‘shiny penny’ without addressing the root causes of our systems’ issues.”

Live Business Requires Striking the Right Balance

The boundaries of trust are a moving target. Sales tactics that used to be acceptable decades ago, such as the door-to-door salesperson, are unwelcome today to most homeowners. And consumers’ expectations are unpredictable. At the dawn of social media, many people were anxious about their photos unexpectedly showing up online. Now our identities are tagged and our posts and photos distributed and commented on regularly.

But while consumers are getting more comfortable with online technology and its trade-offs, they won’t put up with personalization efforts that make use of their data without their knowledge or permission. That data has value, and customers want to decide for themselves when it’s worth giving it away. Marketers need to strike the right balance between personalization and a healthy respect for the unique needs and concerns of individuals. D!

 

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Lori Mitchell-Keller

About Lori Mitchell-Keller

Lori Mitchell-Keller is the Executive Vice President and Global General Manager Consumer Industries at SAP. She leads the Retail, Wholesale Distribution, Consumer Products, and Life Sciences Industries with a strong focus on helping our customers transform their business and derive value while getting closer to their customers.

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Technology Trends Shaping The Way Utilities Work

Lloyd Adams

No one needs to tell you that the digital revolution is here to stay. Digital business is big business. This is especially true now that one-time novelties like the Internet and mass-scale analytics have exited their infancies. It’s safe to assume that while the digital transformation is not yet complete, it has extended to almost every corner of industry.

Chief among the ways in which technology is changing the world is in the realm of utilities. How we get our power matters, as does how it’s metered and distributed. Too little of it and the system isn’t working; too much and it becomes wasteful and inefficient. A happy middle ground both satisfies consumers and conserves resources. So how might the utility organizations use digital resources to make utilities more efficient?

How can we use technology to create a better world?

The wide array of digital resources makes it easier than ever before for utility companies to track their operations. This in turn enables them to respond to energy supply and demand more immediately. It also allows them to deliver electricity in a more responsive and less wasteful way.

The smart grid is a great example of how hyperconnectivity and supercomputing combine. Together they enable a much smarter means of energy distribution. The smart grid uses smart-meter technology in homes, renewable energy, and new data-driven systems to maintain efficient operations and save non-renewable resources.

The digital energy network is another cutting-edge idea. It enables a two-way flow of both power and information. Large stakeholders still help control the flow of electricity and energy. But now consumers can help as well. The result? Better efficiency, less waste.

Who showcases digital business models at their best?

Luckily, some utility front-runners are offering valuable insight into the future for all. Consider CenterPoint Energy. It integrates information technology and operational technology to emphasize streamlined results and conservation.

Or the Tokyo Electric Power Company. It aims to install 27 million residential smart meter devices by 2020. These meters track energy usage and relay it back to the central utility company. Such metering will help the company make better, greener decisions about energy usage.

Then there’s Tesla, which already has a reputation for cutting-edge environmentalism. Its Powerwall lithium ion battery enables homes to store solar energy. This historically tricky feat will allow residents to “go net zero.” That means keeping their home off the grid entirely.

Each digital business models showcases a different strategy. Together, these strategies can transform our current energy economy. The result? Environmental resource management on a scale never before seen.

Will you benefit from going digital?

Yes. Like any powerful technology, these digital business models reward utility companies who adopt them early. Using digital tools to monitor operations and output has many benefits. You can grow your company for stakeholders and shareholders. You can differentiate from competitors. And you can clean up power for the sake of your city and the world.

Of course, most likely you’ve already incorporated a fair bit of digital technology into your operations. If you’re like many utility companies, though, there’s much more you can do. Engage with customers more meaningfully by making them partners in the metering process. Digitize your business to streamline information gathering. Pair up with same or similar businesses to achieve economies of scale

These approaches enable energy portfolio management on scales never before seen. The result for your business goes well past innovation. You’ll also see differentiation, growth, and competitiveness on a whole new level.

For more information on Digital Transformation for Utilities, click here.

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Lloyd Adams

About Lloyd Adams

Lloyd Adams is national vice president of Utilities for SAP North America. In this role, he is responsible for sales and customer relations in the SAP Utilities North America practice.