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Thứ Tư, 31 tháng 7, 2013

Three Leading Global Energy Companies Select Dolphin to Enhance SAP ... - Marketwire (press release)

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Dolphin's End-to-End Solution Leverages Existing SAP® Systems to Realize Cost Savings on Paper and Electronic Purchase Related Invoice Processes



MORGAN HILL, CA and TORONTO--(Marketwired - Jul 31, 2013) - Three multi-billion dollar, global oil and gas providers have selected Dolphin's end-to-end procure-to-pay solution in the second quarter of 2013 to enhance P2P processes in SAP® applications. By adding the Dolphin Process Tracking System for Accounts Payable (PTS-AP)™ and dynamic discounting, accounts payable vendor portal and electronic invoicing powered by Taulia, these new Dolphin customers will further enhance the processing of paper and electronic purchase requisitions and invoices to realize significant cost savings and increased return on investment.


All three companies sought a solution provider with the proven capabilities to help leverage existing SAP® Enterprise Resource Planning (ERP) System investment and a strategic partner with a comprehensive understanding of the specialized and varying needs of the industry, including the business requirements of real time data processing in a highly decentralized environment and multiple languages.


"Operating in both a highly regulated industry and in primarily decentralized environments where vast volumes of data are simultaneously being created, shared and processed from remote locations across the globe can be extremely challenging to global oil and gas companies," said Dr. Werner Hopf, CEO of Dolphin. "Optimal business process performance is paramount, and it's critical that data be highly accessible from the very initial point of entry to prevent processes such as P2P from breaking down. By shortening processing cycles and allowing real-time access to information, cash flow can be increased allowing for fast and accurate decisions that further generate additional profit."


For one new oil and gas customer, Dolphin architected a solution to help handle P2P processing from ocean vessels at sea to overcome inherent delays. They will now seamlessly be able to process data while also gain a 360-degree view of all information for real-time visibility.


Dolphin's SAP®-certified solution suite for SAP business processes was developed using SAP technology and the SAP Business Workflow engine. Each customer will benefit from the immediate electronic capture of invoices. This allows for the automation of approvals and other exception handling while also providing executives and managers with a real-time view of the process, tracking each step. By streamlining P2P processes, each company will experience actual cash savings, improved cash flows and a speedy return on investment.


All three customers identified Dolphin as the one vendor which demonstrated the ability to help locate cost-savings opportunities and take steps to realize efficiencies on an ongoing basis with a highly scalable solution. The solution is deployed at companies that process from 10,000 to more than 6 million voices per year. Dolphin's business process management solutions are deployed upstream, midstream and downstream by leading energy companies to help them reduce the bottom-line leakage due to delays, inefficiencies and inconsistent processes, ensuring capital preservation from start to finish.


About Dolphin:


Dolphin leads the way in SAP business performance improvement and is the one partner that manages both data and processes. from data volume management and information lifecycle management to its end-to-end solutions for SAP procure-to-pay and order-to-cash processes, Dolphin delivers a competitive advantage that drives cost savings, optimizes cash flows and fosters a lower total cost of ownership. Leveraging SAP technology, Dolphin's data lifecycle and business process management solutions, and SAP-certified add-on applications, have built-in flexibility and are designed to be tailored to each customers' specific business processes and IT environments.


The company was founded in 1995 and has offices in San Jose, CA, Philadelphia, PA and Toronto, Canada. Dolphin's smart, adaptable and proven solutions are implemented by hundreds of companies across North America and around the world. Among Dolphin customers are more than one-third of Fortune 100™ companies running SAP systems. To learn more, email us at contact@dolphin-corp.com or visit www.dolphin-corp.com.


SAP and all SAP logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries. All other product and service names mentioned are the trademarks of their respective companies.


Dolphin was chosen because of its ability to help locate cost-savings opportunities within P2P for Oil & Gas companies and deliver a fast return on investment.







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SAP's partner paradox – race to the cloud - Diginomica

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| On July 31, 2013
joninhelmet

Your author



The SAP Americas Partner Leadership Summit in Miami brought SAP’s confrontation with the cloud to a head. For an event not intended for hard news junkies, there were big stories for those willing to read the writing in the sand.


I was part of a modest but determined media presence at the partner event. To preserve the integrity of the event for the partners, media did not have access to all the partner sessions. But we were able to speak freely with partners on the ground and get their reactions to the first-ever SAP partner summit that combined North and South America.


The event is going through growing pains. I’m not going to get bogged down in an event logistics critique; I think SAP’s leadership is pretty well aware that the event can be significantly improved, particularly in terms of translating its cloud/HANA/mobile future in practical terms that partners can act upon.


One example of the messaging struggle: a formal piece of news involving the expansion of partner development for cloud, HANA and mobility at a low cost entry point of 2,500 Euros was strangely underplayed. The attendees I spoke with missed a passing keynote reference to the news – a shame given the efforts SAP has taken to simplify partner access to development tools. But the ups and downs of the event are far less important than the bigger theme of SAP’s changing relationship with its own partners.


During the second day keynote, one SAP executive made a surprisingly blunt confession, which I paraphrase as: ‘Hey, if we could continue to sell software to customers the way we’ve sold it to them for the last 40 years, we would. But they want new options.’ This led to another frank comment: ‘You need a PhD to understand our pricing…we are undergoing a massive pricing simplification.’ The latter statement resulted in cynical ‘we’ll believe it when we see it’ types of reactions when I tweeted it out.


Fair enough, but I thought the comments were laudable because they stepped away from hype, acknowledging to partners that not everything about cloud is wonderful and easy. That jived with the sentiment I got from the partners I spoke with at the event. Some are moving ahead with new ways of selling and implementing, but many are still figuring out how to turn cloud into wind at their back rather than a barrier to business as usual.


Definitions of cloud becoming more flexible


I smiled when I typed that headline; I know plenty of cloud experts who are not at all flexible in their definition of cloud, nor are they about to relax their definitions because SAP and other vendors are attempting to redefine it to match their software’s capabilities. Though SAP would say their approach is about customer choice and flexibility of deployment and pricing models.


When SAP talks about cloud, it can mean one of SAP’s multi-tenant SaaS applications, or it can mean hosted’ software delivered to customers either as complete applications, or, increasingly, as cloud services. ‘Cloud’ as SAP uses it does include at least one application (B1) that is accessed via partners through a Citrix log in. Besides subscription-based pricing options, the one common thread I can see in SAP’s usage of ‘cloud’ is that customers are not responsible for maintaining their own data centers for the services described.


Some are going to hate this expansive use of cloud and plenty of vendors are using or abusing it, depending on our view. That debate will be revisited on other blogs. Sometimes I find those debates useful in terms of economies of scale and rethinking user experience, other times they are puritanical.


For our purposes here, you can’t asses SAP’s cloud strategy without grasping how they are currently using the term, so there you have it. At lunch after the first day keynotes, a few analysts agreed that in our unscientific survey, SAP had mentioned ‘cloud’ in the keynote ten times for every one mention of HANA. This was a pretty shocking contrast even from two months prior at Sapphire Now.


HANA is always lurking as the ‘powered by HANA’ foundation that powers many (and fairly soon, all) of these cloud offerings, but this is the new HANA – less a discrete product and more the engine that makes everything else possible, which I like to call ‘HANA inside’, though Intel’s legal team probably doesn’t appreciate that.


Frankly I like HANA better expressed in that way, because it shifts the conversation to business applications rather than admiration of processing speeds and geeky talk of rows and columns that causes the CXO to pull out their iPads, just like Bill McDermott once did during a Hasso Plattner HANA keynote (though that was allowable as long as McDermott was checking on that status of a customer sale).


Welcoming MCaaS to the cloud acronym circus


If Sapphire Now was all about the HANA Enterprise Cloud, the SAP partner summit was all about MCaaS. Short for Managed Cloud as a Service, MCaaS provides SAP partners with the option of purchasing SAP product licenses and delivering those applications to partners on a subscription pricing basis. Even analysts who watch SAP closely were bewildered enough to ask “What is MCaaS?” in the press event after the first day keynote. When you consider SAP did not promote ByDesign during these cloud-themed keynotes, and mentioned mCaaS repeatedly, that should give you some idea of the shift in emphasis.


There are plenty of questions about McaaS still to be sorted. One early misconception is that it is simply a means of HANA access – not true. Partners who sign on for MCaaS can purchase licenses to a range of Business Suite applications. In fact, the partner I spoke with who had closed some of the largest MCaaS deals to date had not used HANA in any customer deals yet. Their success was offering core ERP access on a subscription basis via the MCaaS model (if all goes well, soon we’ll have a series of JD-OD partner interview videos posted – including this discussion).


On the afternoon of the second and final day, I attended a session on HANA for partners largely focused on MCaaS. I can only judge what I saw in that session and heard during session breaks, but my impression is that while partners are interested in the MCaaS model, they have questions about pricing and licensing flexibility. It would be a mistake on my part to try to convey to readers any definitive pricing information on McaaS when there is clearly more information that I need to understand, and that partners need to clarify with SAP.


With that caveat aside, the pricing entry points SAP was talking about during that session were not insignificant, starting at 500K. I spoke with a partner immediately after the session who told me that his biggest question was not the price, but the licensing options. He wants to make sure if he invests that money he has licensing flexibility, rather than committing to certain product licenses upfront without knowing which applications his customers are going to want to access. He also had a potential 70K deal he wanted to explore with a customer via MCaaS; he was not sure if it would be viable to invest in the financial terms he heard in the session to pursue that deal.


I did not have time to verify the pricing nuances with SAP internally yet, and that’s not really central to my point at any rate. I heard from another partner who had been able to work out an arrangement with SAP on MCaaS that was much more affordable – but in that case, the partner had brought a couple of big customer deals to the table.


SAP needs to find a way to make it easy for partners to bring win-win McaaS deals to the table, and to communicate that to partners in a way that inspires them to jump in. Common sense would suggest that if partners are offering customers subscription-based pricing, partner ramp-up should be tied to wins over time rather than a huge upfront investment. I hope to hear good reports on that front when I talk with partners at TechEd. This is a story that bears watching; I see room for improvement based on the (still limited) information I have today.


SAP’s partner paradox


To realize its business vision, SAP needs its partners more than ever. The feeling seems to be mutual, but that doesn’t make partners’ next steps easy ones. Steve Lucas made the relationship clear in his day 2 keynote, where he referenced some of the themes of his ‘Connected Enterprise’ keynote from SAP Insider (viewable on YouTube).


After vowing not to talk about HANA much, and then mentioning HANA at least 25 times before observers lost count, Lucas made the case that today’s technology allows for always-on networks between humans and machines, H2H or M2M or H2M or what have you (he conveniently overlooked the pathetic hotel wifi I am posting this piece with, but that’s probably a nitpick). Despite talking cloud and mobile and yes, HANA, Lucas reframed the conversation in terms of industry impact – not tech talk. As he sees it, each industry can be impacted by implications of the connected enterprise. The catch? New real-time apps will be needed to deliver on this. This is the HANA-as-platform message, one I strongly prefer to the HANA-as-fastest-database-in-the-known-universe message.


And that’s where partners come in. Lucas called on partners to build the apps customers need. This is consistent with messages we have heard from SAP in the past, with partners building a big part of the apps ecosystem around SAP’s newest products. The percentages vary, in mobility SAP has long stated that partners will build 80 percent of the mobile apps.


The problem for SAP’s partners? Many of them are not experts in application development, much less building the ‘delightful’ apps that customers want from a user experience standpoint. Also: the digital economy is not just disrupting the consumption of apps. Marketing is a victim as well, something we have covered in-depth on diginomica from many angles.


A discussion with media about the need for SAP to support its partners from a marketing perspective led into a discussion of the marketing dilemmas partners face. Forget about budget – how many partners have figured out how to share industry know-how and become sought after (ahem) ‘thought leaders’ rather than product pushers?


When you consider the triple challenges of



  • cloud business model transition

  • shift from push marketing to digital publishing and thought leadership

  • building ‘next generation apps’


You can see why the excitement partners are feeling about new markets is tempered by a daunting learning curve.


Partners mentoring partners


There’s a new breed of partners that grasp these opportunities. It’s a shame they weren’t front and center at this event. There’s clearly a need for partners to mentor partners. Counter-intuitive perhaps, given that in some cases these firms are pitching against each other. But with the push for industry specialization over generic product configuration, that may not be the issue it once was.


I filmed several partners who fit the bill, though all took a different road:



  • itelligence is a well established SAP partner that was early in offering hosted All-in-One to SAP customers. CEO Steve Niesmann told me that 1 in 3 of prospects looking at All-in-One lean towards the hosted option. Just about every prospect asks for cloud options first when kicking tires on itelligence offerings; the conversation goes from there based on what’s available as ‘pure cloud’, what’s hosted, etc.

  • Decio Krakauer, CEO of Brazilian-based channel partner RAMO Sistemas, delivered a B1 service that connected to his customer’s SAP SRM application, enabling thousands of suppliers to easily sign up and connect to the customer’s supplier portal via a B1 ‘cloud’ service. 500 suppliers have formally signed up for the B1 service; the success has Krakauer talking about a whole new component to his firm’s business model beyond the traditional implementation services.

  • Jasvir Gill, a veteran SAP software builder and CEO of Alert Enterprise, talked honestly about how his HANA-powered threat and detection solution has gained a level of customer trust, to the point that after the horrific Boston Marathon bombing, some important folks got in touch with his company to discuss collaboration on threat detection. Gill was sworn to secrecy on some of this, but I did get him to answer some of the questions on camera. The only HANA startup program member I ran into at the event, Gill’s company is much further along the path of building next-generation applications than most of the partners I met.


Final thoughts


SAP should take it up another notch featuring partners who are making effective transitions, or are taking the ecosystem by surprise as outliers breaking in. But visibility is only part of the solution. For partners, I believe it’s about mentoring and education. They need more than an example of companies that crossed a finish line they still aspire to, they need a chance to hash out next steps and find the savvy use cases in their industry. Some of that happened this weekend in Miami, but for most, success in the cloud is far from a sure thing.


Photo credit: That’s your author, photo taken at the go-cart racing track by SAP’s Stacey Fish on a post-conference blowout of an evening.


Disclosure: SAP is a diginomica premier partner as of this writing. SAP paid my travel and accommodations for this event.






Jon Reed



Jon Reed has been intimately involved in enterprise communities since 1995, including time spent building ERP recruiting and training firms. These days, Reed is a (cough) blogger/analyst and also counsels vendors and startups on go-to-market strategy. He is an SAP Mentor, Enterprise Irregular, and video content producer.





Jon Reed




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BTS - Principal Consultant -Utilties - SAP AG - United States

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  • Act as a trusted advisor for strategic customers in one or more targeted industry verticals

  • Execute complex projects or programs independently

  • Design and implement large scale transformation programs

  • Collaborate with the SAP Account Team to identify and deliver strategic services

  • Design and develop enterprise-wide SAP roadmaps by translating business requirements to the optimal utilization and implementation of SAP solutions

  • Contribute as an expert by authoring whitepapers, contributing to blogs, or speaking at keynote events

  • Support business development / pre-sales activities


WORK EXPERIENCE

  • 10 to 15 years work experience with a minimum of 5 years experience in IT strategy or management consulting and 10 years of relevant industry experience.

  • Minimum of 5 years SAP solution and implementation experience


SKILLS AND COMPETENCIES

  • Industry centered Management Consulting Experience in Business and IT Strategy and Governance, Value Management, Enterprise Architecture, Business Process Management, Shared Services, Center of Excellence

  • Successful management of large-scale programs or projects, preferably across multiple geographies and cultures

  • Strong business acumen, analytical skills, and executive presence

  • Ability to operate across organizational boundaries and influence across all management levels both internally and externally

  • Strong negotiating and influencing skills to reach binding agreement on key transformation decisions

  • Deep Business Process Expertise in Retail

  • Excellent interpersonal skills, strong verbal and written communication skills, solid presentation skills

  • Team player, proactive networking attributes, results and execution focused, self-starter

  • Ability to travel domestically and internationally


EDUCATION:


  • Management Consultant, Senior Manager, or Program Leader from top management consultancies or Fortune 100 companies with a minimum of 10 years of practical industry experience

  • Required: Masters Degree in Business, IT, or Management

  • Required: 80% Travel

  • Preferred: Certification in Six Sigma, TOGAF, or BPX




SAP - 12 minutes ago - save job - block




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SAP AG together with its subsidiaries (SAP) is engaged in developing and licensing business software solutions. SAP also sells support,...





BTS - Principal Consultant - Midwest Region - SAP AG - United States

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  • Act as a trusted advisor for strategic customers in one or more targeted industry verticals

  • Execute complex projects or programs independently

  • Design and implement large scale transformation programs

  • Collaborate with the SAP Account Team to identify and deliver strategic services

  • Design and develop enterprise-wide SAP roadmaps by translating business requirements to the optimal utilization and implementation of SAP solutions

  • Contribute as an expert by authoring whitepapers, contributing to blogs, or speaking at keynote events

  • Support business development / pre-sales activities


WORK EXPERIENCE

  • 10 to 15 years work experience with a minimum of 5 years experience in IT strategy or management consulting and 10 years of relevant industry experience.

  • Minimum of 5 years SAP solution and implementation experience


SKILLS AND COMPETENCIES

  • Industry centered Management Consulting Experience in Business and IT Strategy and Governance, Value Management, Enterprise Architecture, Business Process Management, Shared Services, Center of Excellence

  • Successful management of large-scale programs or projects, preferably across multiple geographies and cultures

  • Strong business acumen, analytical skills, and executive presence

  • Ability to operate across organizational boundaries and influence across all management levels both internally and externally

  • Strong negotiating and influencing skills to reach binding agreement on key transformation decisions

  • Deep Business Process Expertise in Retail

  • Excellent interpersonal skills, strong verbal and written communication skills, solid presentation skills

  • Team player, proactive networking attributes, results and execution focused, self-starter

  • Ability to travel domestically and internationally


EDUCATION:


  • Management Consultant, Senior Manager, or Program Leader from top management consultancies or Fortune 100 companies with a minimum of 10 years of practical industry experience

  • Required: Masters Degree in Business, IT, or Management

  • Required: 80% Travel

  • Preferred: Certification in Six Sigma, TOGAF, or BPX




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91 reviews


SAP AG together with its subsidiaries (SAP) is engaged in developing and licensing business software solutions. SAP also sells support,...





SAP's cloud sets on-premise bods free from licence fees... Oh, hang on - Register

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Cloud storage: Lower cost and increase uptime


SAP has eased the cost burden for customers switching to cloud versions of its software but be prepared to barter for a good deal - and don't expect to reduce your payments to Walldorf.


In a carefully worded announcement, SAP last week said it is now allowing customers to "re-allocate elements" of its software installed on premises to the cloud.


The switch means customers could go from paying for an on-premises licence plus maintenance to a cloud subscription, which comes with maintenance included.


It's an important point: all enterprise software, not just from SAP, comes with a licence and maintenance fee while online services pack their maintenance into the service charge.


But, SAP customers are not getting it all their own way: there are no set rules on switching from on-premise versions of SAP to cloud versions of SAP apps, which means you will need to negotiate with your SAP rep on a case-by-case basis.


Also, SAP has made it clear that there'll be no mixing and matching and that you can only use a like-for-like version of SAP cloud software.


So, if you're running SAP HR on premises, for example, you can switch to SAP's SuccessFactors, but you can't jump to SuccessFactors if you didn't have SAP HR.


And, you'll need to commit to spending even more money with SAP in the future to get a seat at the table on negotiations - not spend less or the same.


SAP said: "The transaction assumes an expanded investment with cloud solutions from SAP, given the substantial added value from this new hybrid scenario."


Philip Adams, chairman, UK & Ireland SAP User Group, has responded, saying the change addressed one of the pain points his group has been lobbying SAP over with regards to migrating to the cloud. SAP's licensing was lambasted as increasingly arcane and behind the times for organisations moving to the cloud and those simply trying to understand SAP's fee structure and what each fee paid for.


But, Adams warned The Reg: "The devil is in the detail." He said: "Negotiations will vary customer to customer and product to product. It will depend on the relationship you have with SAP."


SAP's announcement is chunky with marketing speak and vague on specifics but Adams reckoned SAP would "take into account your past licence spend and this may be a discount applied to the cloud service. This is down to negotiations."


Can you terminate? Well, that depends...


In a statement to The Reg, SAP said the offer only applies to customers that currently have on-premise and maintenance contracts that are "available for termination". SAP said it would "work with the customer to review their on-premise landscape and agree what can be terminated".


SAP added: "Customers with on-premise and cloud offerings already in place are also eligible if the customer is looking to end some of its on-premise licenses and the maintenance, and at the same time further expand into the cloud."


Adams said he's now awaiting feedback from fellow customers to see whether the changes really add up. "Provided the commercials are worked out" with SAP, it could help customers who've spent heavily on SAP and are yet to realise the lifetime cost of their systems, but who are now feeling the tug of using services delivered online instead, he said.


Meanwhile, Adams noted, SAP's change does not tackle the other big issue user groups have been campaigning on: licence parking — that is, not paying for unwanted and unused licences.


This has become an issue for companies who've been forced to cut jobs and restructure their firms thanks to the recent downturn in the economy. Last year's survey found nearly 100 per cent of SAP customers wanted a payments holiday on for SAP licences that were being left unused. ®


Cloud storage: Lower cost and increase uptime







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INTERNET INITIATIVE JAPAN INC. : IIJ Launches the IIJ GIO for SAP Solution to ... - 4-traders (press release)

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TOKYO-July 31, 2013-Internet Initiative Japan Inc. (IIJ, NASDAQ: IIJI, TSE1: 3774), one of Japan's leading Internet access and comprehensive network solutions providers, today announced the immediate release of the IIJ GIO for SAP Solution that provides clients who use IIJ GIO as an SAP Business Suite infrastructure with support for implementing and operating SAP BASIS in a cloud environment.


This solution provides a platform for using the SAP Business Suite on IIJ GIO, and supports with the construction and operation of the system.


IIJ GIO for SAP Solution components Cloud platform

This solution provides virtual servers, dedicated servers, and a virtualized platform for the client's exclusive VMware virtual environment. Clients can build an asset-less, highly scalable SAP environment platform by using IIJ's cloud service as the SAP system platform. With this solution, clients can bring in their own assets or install their own WAN (dedicated lines, IP-VPN, etc.), which was not possible on the public cloud, and we can help with network configuration and high-performance servers required by the SAP Business Suite environment.


Construction and implementation support

IIJ can support with any aspect of construction or implementation for clients using SAP Business Suite on an IIJ GIO platform: from constructing SAP BASIS components, such as transport management design or user management design, to building infrastructure, such as a backup system, a high-availability system, or a disaster recovery plan. For new clients or clients moving their SAP environment from their on-premise systems to IIJ GIO, IIJ provides free environment sizing and similar construction support services.


Monitoring, operation

The IIJ GIO Unified Operation Management Service, introduced in October 2012, has been expanded to include SAP software. We have added an SAP BASIS monitoring feature, and we are offering SAP BASIS, which supports other SAP software, and database and infrastructure operating services. In addition to IIJ GIO, we can perform centralized monitoring and operation of hybrid-cloud environment combines cloud-based systems with on-premise systems.



In April 2013, IIJ met SAP's quality criteria for service security levels, operational management levels, infrastructure robustness, and support system, among other areas, and obtained the "SAP Certified in Hosting Services" and "SAP Certified in Cloud Services" certifications. The IIJ GIO for SAP Solution was introduced after receiving certification and expanding services for SAP systems. Clients who move their SAP Business Suite systems to a high-security cloud service can reduce initial investment and operational costs, and quickly develop and implement systems that facilitate quick management decisions.

IIJ intends to reach sales of up to JPY 1 billion annually in 2015 in SAP-related services, including this solution.


IIJ will continue to provide enterprises with secure, highly reliable cloud services for mission-critical core systems.



  • Note: "SAP," the SAP logo, and all SAP product and service names mentioned herein are the trademarks and registered trademarks of SAP AG in Germany and other countries. All other company names, logos, product names, and other such items mentioned herein are the properties of their respective trademark holders.



About IIJ


Founded in 1992, Internet Initiative Japan Inc. (IIJ, NASDAQ: IIJI, Tokyo Stock Exchange TSE1: 3774) is one of Japan's leading Internet-access and comprehensive network solutions providers. IIJ and its group companies provide total network solutions that mainly cater to high-end corporate customers. IIJ's services include high-quality systems integration, cloud computing/data center services, security services, and Internet access. Moreover, IIJ has built one of the largest Internet backbone networks in Japan that is connected to the United States and the United Kingdom. IIJ was listed on NASDAQ in 1999 and on the First Section of the Tokyo Stock Exchange in 2006. For more information about IIJ, visit the IIJ Web site at http://www.iij.ad.jp/en/.



The statements within this release contain forward-looking statements about our future plans that involve risk and uncertainty. These statements may differ materially from actual future events or results. Readers are referred to the documents furnished by Internet Initiative Japan Inc. with the SEC, specifically the most recent reports on Forms 20-F and 6-K, which identify important risk factors that could cause actual results to differ from those contained in the forward-looking statements.


For inquiries, contact






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One Direction Performs at SAP Center in San Jose - San Jose Mercury News media center

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Posted Jul 30, 2013


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The British boy band One Direction, performs at SAP Center in San Jose, Calif. on Tuesday, July 30, 2013.





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Thứ Ba, 30 tháng 7, 2013

Robb: Egypt playing US for sap - Arizona Republic

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Egyptian Gen. Abdel-Fattah el-Sisi is sure making it hard for his U.S. apologists.


According to the apologists, the military was simply channeling the Rousseauian general will of the Egyptian people. They were tired of being governed by President Mohammed Morsi and the Muslim Brotherhood, so the military ousted him.


The fact that Morsi had been elected to the position was a triviality. The military would turn civilian power over to a technocratic government, new elections would be held shortly. Nothing to see here. Keep the $1.3 billion in military aid flowing.


Then last week, Sisi gave a public speech exhorting the Egyptian people to flood the streets to give the military a mandate to crush the Brotherhood. So much for the facade of a technocratic civilian government.


Egypt is now run by a military junta. In reality, it has been since a coup by another general, Gamal Abdel Nasser, in 1952.


The Egyptian military is grossly oversized. There is no external threat to Egypt’s territorial sovereignty that requires a military of its size and lethality. Its primary mission is clearly internal control.


Nor is the military a neutral force. It controls a huge swath of Egypt’s private-sector economy. It has a privileged position it will act to protect.


The United States has heavily subsidized Egypt’s oversized military. According to U.S. law, the aid should be cut off if the military has conducted a coup against a democratically elected government.


Morsi was elected. The military ousted him and still holds him hostage. It was a coup.


Moreover, the repression in Egypt mounts. Trumped-up charges are being leveled against Morsi. The military has reasserted the Hosni Mubarak-era power to arrest civilians. Mubarak’s secret police are being unleashed against internal dissent, principally the Brotherhood.


Yet the Obama administration says that nothing in the law requires it to decide whether what has happened in Egypt amounts to a coup, so it isn’t going to. Which means that U.S. military aid will continue to flow to a repressive junta.


According to the foreign-policy “realists” in both political parties, the aid needs to continue so that the United States can retain “leverage” on the junta. Not sure how much leverage we’re buying, but to the extent we are, to what end?


The aid originated in the 1979 peace agreement between Egypt and Israel. Supposedly, it is necessary to keep Egypt honoring the agreement. But Egypt doesn’t pose a threat to Israel.


The last thing the Egyptian military wants to do is fight someone with the capability of actually fighting back. Nor does it have an incentive to aid Hamas’ or Hezbollah’s efforts against Israel. They are on the other side of the Arab divide.


So, what might we want to achieve with our leverage in terms of Egyptian domestic affairs?


The Obama administration wants the Muslim Brotherhood to be part of the new political process. But the Brotherhood has already won three national elections. Why should it play a game the military has made clear it will not be permitted to win? And the military is obviously committed to suppressing and enfeebling the Brotherhood, not giving it a role in the country’s future.


U.S. foreign policy should advance our interests, not necessarily our ideals. But there should be clear interests at stake when we trash our ideals.


The coup was supposedly in our national interest because the Muslim Brotherhood wasn’t really interested in democratic governance but in imposing some sort of Islamist state. But in the worst nightmare of the realists, the Brotherhood wouldn’t impose as repressive a theocratic regime as exists in Saudi Arabia, which the realists regard as an ally.


The geopolitical crosscurrents in the Middle East are powerful, dangerous and blindingly complex and intricate. There is the Sunni-Shia conflict. There is the conflict between the royalists and those, such as the Brotherhood, whose governing philosophy is murky but doesn’t include hereditary succession. Where U.S. interests lie in this maelstrom is far from clear.


What is clear is that no important national interest is being served by continuing to give a repressive military junta $1.3 billion a year. The Egyptian military is playing Uncle Sam for Uncle Sap.


Reach Robb at robert.robb@arizonarepublic.com.







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Accused SAP Tipster Aggarwal Released on Bond by Judge - Bloomberg

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Sandeep Aggarwal, a technology analyst charged with providing inside information to SAC Capital Advisors LP, was ordered released on $500,000 bond and told to appear in federal court in New York Aug. 2.


Aggarwal, 40, of Gurgon, India, can’t have any contact with SAC fund manager Richard Lee or other co-defendants under terms of his release, U.S. Magistrate Judge Nandor Vadas said at a hearing today in San Francisco. Aggarwal was arrested yesterday by Federal Bureau of Investigation agents in San Jose, California, as part of the goverment’s probe of insider trading at hedge funds, said Peter Donald, an FBI spokesman in New York.


Sanaz Nikaein, Aggarwal’s attorney, declined to comment about her client or say how intends to plead in an interview after the hearing. Aggarwal was ordered to surrender his passport, visa and green card, remain in custody with his wife and can only travel to New York for his court appearance, Vadas said.


Aggarwal provided material nonpublic information about a strategic partnership in Internet search and advertising between Microsoft Corp. and Yahoo! Inc. (YHOO) to two different hedge funds, including SAC, the U.S. alleged in a criminal complaint unsealed today. Lee pleaded guilty on July 23 to trading on information provided by a source at Yahoo and is cooperating with the U.S.


Stamford, Connecticut-based SAC was indicted last week on charges of insider trading by Manhattan U.S. Attorney Preet Bharara.


The case is U.S. v. Aggarwal, 13-MAG-01877, U.S. District Court, Southern District of New York, (Manhattan).


To contact the reporter on this story: Karen Gullo in San Francisco at kgullo@bloomberg.net


To contact the editor responsible for this story: Michael Hytha at mhytha@bloomberg.net







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SAP's Gilroy On Recruitment: We Want Partners With Working Capital - CRN

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SAP is trying to revolutionize the way it identifies and recruits prospective partners with a data-heavy approach that puts a premium on cash flow and healthy balance sheets.


SAP channel chief Kevin Gilroy spoke with CRN Tuesday at SAP's Partner Leadership Forum in Hollywood, Fla., about the company's extensive effort to add more channel partners. SAP last year began taking a "surgical approach" to finding the right partners, specifically systems integrators that are open to reselling SAP software and cloud hosting and managed services providers looking to deliver Software-as-a-Service.


But Gilroy said SAP's -- and the channel's -- approach to partner recruitment in the past was fatally flawed because it concentrated too much on technical pedigrees and revenue growth but overlooked a key area: the balance sheet. The biggest change in SAP's new recruitment approach, he said, was putting more focus on the solution provider's balance sheet rather than its P&L and growth rates.


Why is the balance sheet so important to SAP's recruitment drive? And what are the major challenges for finding the right partners? Gilroy discusses those topics and more in an exclusive interview with CRN about SAP's "Moneyball"-esque recruitment plan.


CRN: Why are balance sheets so important to your recruitment drive?


Gilroy: It's an indicator of their ability to invest ahead of revenue. If they don't have the working capital to invest ahead of revenue, they won't make the move to the cloud and they'll have to wait for revenue before they make investments.


CRN: You mentioned in one of your sessions that this wasn't something you looked at before with SAP or even in previous roles with other vendors.


Gilroy: No, it really wasn't. We looked more at margins and profit.


CRN: So what prompted this change? Were you finding too many VARs going out of business?


Gilroy: No, not going out of business -- we were seeing the capital dry up. And also, for a company like SAP where you're seeing 30 [percent] to 40 percent channel growth rates in certain regions around the world and double-digit growth rates pretty much everywhere in the world, you start to ask, 'OK, if this guy is growing at 30 [percent] or 40 percent, why is this guy only growing at 7 percent?' You start looking for root cause issues.


Why is the growth for certain guys below the mean? And we usually see it in two buckets. The first bucket is, they don't have the working capital to grow. And you know, the industry has done this to the channel for the 30 years I've been in the business -- you can grow a partner right out of business. If they don't have the proper working capital, you can grow them too fast and put them into bankruptcy.


NEXT: Reaction To A Change In The Model


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Indian SMEs more aggressive on technology: SAP - Indian Express

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PTI : Mumbai, Tue Jul 30 2013, 21:48 hrs Small Large Print


Small and medium enterprises in India are more aggressive than their global counterparts in using technology to expand their operations overseas and driving efficiency and innovation within the organisation, a study by technology firm SAP said today.


Globally, about 80 per cent of SAP's more than 248,500 customers are SMEs.


According to a study conducted by Oxford Economics on behalf of SAP, 93 per cent of respondents from India said they have either completed or are in the process of making a significant business transformation.


The global average stood at about two-thirds of total respondents, a sign that SMEs understand the need to adapt to an increasingly global marketplace.


The study titled "SMEs: Equipped to Compete" was conducted with 2,100 executives from SMEs with revenues ranging between USD 20-750 million from 21 countries including the US, the UK, Australia, Brazil, Germany, Mexico and South Africa across five industries like manufacturing, professional services, retail and consumer products.


Unlike its global counterparts, increasing global competition emerged as the biggest issue affecting Indian SMEs as 43 per cent cited it as a top concern, compared to global average of 26 per cent.


Economic uncertainty (34 per cent) and shifting customer expectations (29 per cent) were the second and third most important concerns, while 77 per cent of Indian respondents said they are increasingly focussed on new geographic markets and 58 per cent said that global expansion is the key to growth.


About 45 per cent said innovation, cost reduction and efficiencies, besides expanding products as well as services would play an important role in growth of SMEs.


Almost all Indian SMEs said they have global exposure, with only two per cent respondents saying they generate no revenues outside the country today.


Only one per cent of respondents said they would not generate revenues from overseas in the next three years."This is an indication that Indian SMEs are perhaps the most globalised of all countries we surveyed," Oxford Economic Associate Director Andrew Tessler told PTI.Investing in new technologies was a top strategic priority, including investing in business management software, data analytics, mobile, social media and cloud computing.


... contd.



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VP BTS Value Partnerships - SAP AG - United States

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Position and deliver strategic services and engagements e.g. Value Partnerships to nurture

long term customer relationships

Driving the execution of the Business Transformation Services Mid Term Strategy

Pro-active participation in the peer community

Reporting line to the Global Head of Value Partnership.

At least 10 years professional work experience in strategic management consulting or

equivalent relevant business experience

Team lead experience and proven track record in building teams would be an asset

Sales and Business Development experience

We are looking for

an experienced professional with multiple years of experience in managing

strategy-oriented customer engagements, excellent technological expertise, strong industry

background and the ability to apply this expertise to specific customer business situations

Bachelor degree preferably in IT engineering and business/economics

SAP certification on Professional level (Master level would be an additional asset)

Perspectives on current business and IT trends and their impact on business strategies with

specific focus on current and future SAP solutions and game changers

Seniority for C-level communication, Negotiation skills, Business Acumen

Ability to builds trust based relationships and strong networks in customer and SAP

ecosystem

SAP future development and game changer overview

Understanding of the specific customer industries (business model, value chain, competitive

landscape, trends,…)

Fluency in English; another language is beneficial


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SAP Channel Chief Kevin Gilroy: Partners Reaching Revenue Faster - The VAR Guy

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SAP Senior Vice President-Global Channels Kevin Gilroy says SAP is looking for partners with an evolving partner profile.





SAP AG (SAP) Senior Vice President-Global Channels Kevin Gilroy told press and analysts at the SAP Americas Partner Leadership Summit in Hollywood, Fla., that partners are now on a path to quicker revenue.


According to Gilroy, it normally would take partners selling enterprise resource planning (ERP) around 36 months on average to see a reasonable return on investment (ROI)—breaking even, he said, would take 28 to 30 months. However, Gilroy said these numbers have decreased drastically, with partners on average now seeing revenue after eight to nine months, depending on the product line.


He said the number drop was a result of SAP finding partners with the right evolving profile, which includes balancing resale and services, leveraging marketing know-how, delivering consistent demand generation cadence and leading cloud transformation.


There are, however, partners signing contracts in the channel and not helping themselves by hiring a sales team, pre-sales team or a demo team, he said.


SAP actually loses money by keeping those partners in its partner program, Gilroy noted. To avoid these partners, SAP has become more selective, picking partners with the greatest opportunity to succeed, while having the ability to extend SAP in the marketplace.


Partners must also fit a certain risk profile. "We are looking for prudent, agressive risk," he said.


Finally, SAP is beginning to take a look at the balance sheet to find out if there is room for a partner to grow—a task the company is doing more often than it has in the past, he said.


Gilroy didn't say if the company would start dropping partners, but he did say SAP has been "calling partners out" if they're not where they should be.







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BackOffice Associates(R) Announces Center of Excellence for SAP HANA(R) - MarketWatch

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SOUTH HARWICH, Mass., Jul 29, 2013 (BUSINESS WIRE) -- BackOffice Associates, LLC, a worldwide leader in data migration and information governance, today announced a newly established BackOffice Center of Excellence for SAP HANA as part of the company's initiative to help clients achieve a single data platform with the SAP HANA(R) platform. SAP HANA can now be deployed in a number of ways - on premise, in the cloud, or both. BackOffice Associates has proven expertise in data quality, migration and governance, which are essential components to help ensure that mutual clients of SAP AG /quotes/zigman/126928/quotes/nls/sap SAP -0.91% and BackOffice can gain the full benefits of SAP HANA and achieve fast time to value with business-ready data in their real-time business environments.


BackOffice also announced expanded consulting services in big data strategy for its clients, and readiness assessments for SAP HANA. Clients can obtain both SAP HANA and the new consulting services directly from BackOffice as a result of its value-added reseller (VAR) and other partner relationships with SAP.


"We are distinctly qualified to help achieve successful deployments of SAP HANA, due to our ability to aggregate and harmonize data from over 100 different legacy data sources and ability to leverage state-of-the-art data quality tools from SAP," said Mark Logan, chief sales officer, BackOffice Associates. "We provide the highest-quality data to populate our clients' systems running SAP HANA as part of their strategic initiatives."


The revolutionary in-memory computing enabled by SAP HANA means faster access and processing of critical business data. Leading companies to realize the importance of immediate access to business information and the need for the highest levels of data quality.


"BackOffice's strategy for a single data platform on SAP HANA is expected to help organizations make real-time business decisions to obtain competitive advantage," said Steve Lucas, president of global platform solutions at SAP. "BackOffice has already delivered hundreds of successful migrations to SAP environments. We welcome the launch of the BackOffice Center of Expertise for SAP HANA, through which it will leverage its global data expertise to focus on environments running SAP HANA."


BackOffice is also investing in making its solutions and services enabled and ready for SAP HANA. To drive this effort, BackOffice announced the appointment of Elizabeth Schenker as vice president of the business unit at BackOffice for data effectiveness and real-time analytics with SAP HANA. Ms. Schenker will be responsible for sales operations for BackOffice solutions and services that are enabled by and ready for SAP HANA.


Ms. Schenker has significant experience in many regulated and big data environments in industries such as public sector, utilities and retail. "I am delighted to join BackOffice as it applies its deep domain knowledge and methodology to SAP HANA and big data projects," said Schenker. "There is a growing need to address data quality and information governance at the point of intersection with real-time analytics, and BackOffice is perfectly poised to lead this market."


About BackOffice Associates


BackOffice Associates is a worldwide leader in data migration and information governance solutions, with a concentration on enhancing ERP data quality since 1996. Our range of solutions and services address the needs of business and IT users seeking to unlock the value of their data assets. BackOffice Associates is a global corporation headquartered in Massachusetts with additional offices in the US, Canada, Mexico, UK, Singapore, Dubai, India and Australia. Company information is available at www.boaweb.com.


SAP, SAP HANA and all SAP logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries. All other product and service names mentioned are the trademarks of their respective companies.


SAP Forward-looking Statement


Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as "anticipate," "believe," "estimate," "expect," "forecast," "intend," "may," "plan," "project," "predict," "should" and "will" and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP's future financial results are discussed more fully in SAP's filings with the U.S. Securities and Exchange Commission ("SEC"), including SAP's most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.


http://cts.businesswire.com/ct/CT?id=bwnews&sty=20130729005346r1&sid=cmtx6&distro=nx


SOURCE: BackOffice Associates, LLC










BackOffice Associates
Lauren McWilliams, 508-430-7100 x448
LaurenMcWilliams@boaweb.com




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