The software unit CRM Java Components (short form JCRM) consists of several Java applications,
for example used in E-Commerce. After JCRM installation you have to perform configuration steps
for those processes that you want to use in your CRM landscape.
As of SAP CRM 5.0, the CRM Server ABAP includes the software layer SAP Application Platform
(SAP_AP). In SAP_AP the previously separate Internet Pricing and Configurator (IPC) server
functionality has been integrated. That is, for example for pricing, you no longer have to install an
IPC server separately, because it is processed on normal application servers. In order to use product
configuration, you need to install the JCRM software unit. To be able to use the IPC functions, you
have to perform the necessary configuration steps.
The installation program SAPinst can install the CRM Server ABAP, CRM Java Components and the
underlying SAP NetWeaver Application Server in a single installation run. CRM Server ABAP and
JCRM can run in one system using the same database. You can also install the CRM Server ABAP
and CRM Java CompThis version of SAP GUI runs on PCs with Windows 2000, XP and 2003. SAP GUI for windows is
an implementation especially designed for the Windows operating system, providing a Windows
like user experience and integration with other applications, based on OLE interfaces or ActiveX
controls. In addition to the standard functionalities delivered with SAP GUI, it also provides tight
integration with Microsoft Office and application-specific extensions.
n SAP GUI for the Java Environment (SAP GUI for Java)
This version is a unified SAP frontend for multiple platforms (Mac OS X, Windows, Linux and
various other Unixes). It is installed as an application on the desktop computer (or browser based
installation) and communicates directly with the SAP NetWeaver Application Server.
We recommend that you use:
n SAP GUI for Windows 6.40 (or higher) with the latest patch level
SAP GUI for Windows 6.20 (as of patchlevel 57) is compatible with SAP CRM 5.0 as well.
n SAP GUI for Java 6.40 (or higher) with the latest revision
If you require BI Add-On or KW Add-On comprised by SAP GUI, you need SAP GUI for Windows
6.40 Compilation 4 (or higher), since the new BI and KW add-on components are only available
as of this compilation CDonents in separate systems.
Frontend
Friday, August 6, 2010
Introduction to mySAP CRM
mySAP Customer Relationship Management (mySAP CRM) is a complete multi-channel suite
supporting all customer-facing lines of business across marketing, sales, and service, as well as
customer interaction channels such as the Interaction Center, the Internet, and mobile clients.
It provides you with:
n Cross-industry and industry-specific end-to-end Business Processes
n Flexible and process-based deployment options
n An open, adaptable technology platform, powered by SAP NetWeaver
At the center of mySAP CRM is the SAP CRM server, which consists of CRM Enterprise functions,
CRM Middleware, and various adapters. mySAP CRM enables communication channels between the
CRM system and Mobile Clients, Handhelds, the Internet, and telephones or E-mail. SAP ECC or R/3
systems can be used as backend systems, whereas Business Intelligence (BI) in SAP NetWeaver and SAP
Supply Chain Management enhance the spectrum of functions.
The business scenarios that are presented here serve as examples of how you can use SAP software
in your company. The business scenarios are only intended as models and do not necessarily run
the way they are described here in your customer-specific system landscape. Ensure to check your
requirements and systems to determine whether these scenarios can be used productively at your
site. Furthermore, we recommend that you test these scenarios thoroughly in your test systems to
ensure they are complete and free of errors before going live.
n This document does not contain information about industry scenarios. For information about
industry scenarios, see the corresponding Industry Solution Master Guide. You can find a list of Industry
Solution Master Guides in Appendix
supporting all customer-facing lines of business across marketing, sales, and service, as well as
customer interaction channels such as the Interaction Center, the Internet, and mobile clients.
It provides you with:
n Cross-industry and industry-specific end-to-end Business Processes
n Flexible and process-based deployment options
n An open, adaptable technology platform, powered by SAP NetWeaver
At the center of mySAP CRM is the SAP CRM server, which consists of CRM Enterprise functions,
CRM Middleware, and various adapters. mySAP CRM enables communication channels between the
CRM system and Mobile Clients, Handhelds, the Internet, and telephones or E-mail. SAP ECC or R/3
systems can be used as backend systems, whereas Business Intelligence (BI) in SAP NetWeaver and SAP
Supply Chain Management enhance the spectrum of functions.
The business scenarios that are presented here serve as examples of how you can use SAP software
in your company. The business scenarios are only intended as models and do not necessarily run
the way they are described here in your customer-specific system landscape. Ensure to check your
requirements and systems to determine whether these scenarios can be used productively at your
site. Furthermore, we recommend that you test these scenarios thoroughly in your test systems to
ensure they are complete and free of errors before going live.
n This document does not contain information about industry scenarios. For information about
industry scenarios, see the corresponding Industry Solution Master Guide. You can find a list of Industry
Solution Master Guides in Appendix
Resources,.Strategic.Alliances,.and.Value.Networks
Resources have been considered in a range of different literatures, and they play a particularly
central role in the resource-based view (RBV) of the firm and in the resource-dependence
literature. More recently, links have been established between the RBV literature and the role
of resources in strategic alliances (Erasmus, 2004; Das & Teng, 2000). We consult these to
arrive at a definition (classification scheme) of resources for our analysis of interdependencies
in value networks of mobile information and entertainment services.
The focus of the resource-based view (RBV) is the resources possessed by the firm. The
RBV stresses value maximisation through the integration of resources. Successful firms
are those firms that are able to acquire and maintain valuable idiosyncratic resources for
competitive advantages (Oliver, 1997).
The resource-based view has been applied mainly to the individual firm to analyse various
resources possessed by the firm but increasingly also in strategy research. Recently, the resource-
based view has also been linked to a network perspective, specifically by considering
the resource-based view in the context of strategic alliances (see, for example, a review of
studies by Das & Teng, 2000):
The application of the resource-based view to research on strategic alliances provides the
link with value network research in focus here. Strategic alliances can be regarded as a
category of inter-organisational relations and networks. The common premise is that it is
precisely the complementarity of resources that necessitates the formation and evolution
of both, strategic alliances and value networks, and that none of the actors can make all theA resource-based perspective of the actors therefore provides a relevant basis to examine
interdependence in the value network. From a resource-based perspective, paraphrasing
Das and Teng (1998) on strategic alliances, value networks are about combining resources
that an individual firm cannot provide all on its own, yet are critical for the provision of a
mobile service
necessary components available for product development or service provis
central role in the resource-based view (RBV) of the firm and in the resource-dependence
literature. More recently, links have been established between the RBV literature and the role
of resources in strategic alliances (Erasmus, 2004; Das & Teng, 2000). We consult these to
arrive at a definition (classification scheme) of resources for our analysis of interdependencies
in value networks of mobile information and entertainment services.
The focus of the resource-based view (RBV) is the resources possessed by the firm. The
RBV stresses value maximisation through the integration of resources. Successful firms
are those firms that are able to acquire and maintain valuable idiosyncratic resources for
competitive advantages (Oliver, 1997).
The resource-based view has been applied mainly to the individual firm to analyse various
resources possessed by the firm but increasingly also in strategy research. Recently, the resource-
based view has also been linked to a network perspective, specifically by considering
the resource-based view in the context of strategic alliances (see, for example, a review of
studies by Das & Teng, 2000):
The application of the resource-based view to research on strategic alliances provides the
link with value network research in focus here. Strategic alliances can be regarded as a
category of inter-organisational relations and networks. The common premise is that it is
precisely the complementarity of resources that necessitates the formation and evolution
of both, strategic alliances and value networks, and that none of the actors can make all theA resource-based perspective of the actors therefore provides a relevant basis to examine
interdependence in the value network. From a resource-based perspective, paraphrasing
Das and Teng (1998) on strategic alliances, value networks are about combining resources
that an individual firm cannot provide all on its own, yet are critical for the provision of a
mobile service
necessary components available for product development or service provis
Mobile.Information.and.Entertainment.Services
The mobile services discussed in this research are limited to mobile information and entertainment
services. As depicted in Figure 1, mobile information and entertainment services
(category 2) are a subset of the broader category of mobile services (category 1), which are
simply services made available to mobile users independent of the type of network (GPS,
public switched mobile network, etc.). As defined here, mobile information and entertainment
services require a connection to a network, which is in turn connected to the Internet.
Currently, the dominant mode of access is through the mobile telecommunications network
infrastructure connected to the fixed public switched network.
We define �mobile information and entertainment services� as the delivery of information
and entertainment from specially formatted content sources (e.g., Internet sites, SMS, MMS)
via the mobile telecommunication network to a mobile user. The terms �value added services
in mobile commerce� and �mobile information and entertainment services� are often used synonymously. What is important is that parties other than the network operator are involved
to make the service available to customers.
In this research we also consider information and entertainment services that are based on
location information. The use of location information has the potential to enable a whole
range of new services and requires the involvement of a new kind of actor such as geographical
information system (GIS) suppliers. In general location-based services can be offered
through the mobile telecommunications network (category 3), independent of this network
(4), and also in a fixed environment (5). Of interest to this research are services offered in
the domain of category 2 (mobile information and entertainment services) and category 3
(location-based mobile services) offered over the mobile telecommunications network
services. As depicted in Figure 1, mobile information and entertainment services
(category 2) are a subset of the broader category of mobile services (category 1), which are
simply services made available to mobile users independent of the type of network (GPS,
public switched mobile network, etc.). As defined here, mobile information and entertainment
services require a connection to a network, which is in turn connected to the Internet.
Currently, the dominant mode of access is through the mobile telecommunications network
infrastructure connected to the fixed public switched network.
We define �mobile information and entertainment services� as the delivery of information
and entertainment from specially formatted content sources (e.g., Internet sites, SMS, MMS)
via the mobile telecommunication network to a mobile user. The terms �value added services
in mobile commerce� and �mobile information and entertainment services� are often used synonymously. What is important is that parties other than the network operator are involved
to make the service available to customers.
In this research we also consider information and entertainment services that are based on
location information. The use of location information has the potential to enable a whole
range of new services and requires the involvement of a new kind of actor such as geographical
information system (GIS) suppliers. In general location-based services can be offered
through the mobile telecommunications network (category 3), independent of this network
(4), and also in a fixed environment (5). Of interest to this research are services offered in
the domain of category 2 (mobile information and entertainment services) and category 3
(location-based mobile services) offered over the mobile telecommunications network
Interdependencies.in.Value Networks.for.Mobile.Services
The advent of new electronic platforms is forcing firms from a range of industries to come
together in so-called �value networks� for the provision of innovative mobile services. Yet
the rapid evolution of mobile services has left many issues unresolved. The problems of
interest to us include uncertainty with respect to the complex networks that are involved in
delivering these services. In environments of increasing electronic interaction, the value chain
concept, where materials are moved sequentially down a supply chain, has been replaced
by the value network, which is a dynamic network of partnerships and information flows
(Bovel & Martha, 2000), changing as customer preferences change. This phenomenon is also
taking place in the telecommunications industry (Li & Whalley, 2002; Maitland, Bauer, &
Westerveld, 2002; Sabat, 2002). We aim to understand the interdependencies among actors
involved in delivering mobile services in general, and mobile information and entertainment
services and location-based services in particular in terms of their contribution to value
creation. To this end, we adopt a resource-based perspective.
We consider a number of innovative cases of mobile information and entertainment services.
Such services involve the delivery of information and entertainment content to a
mobile user. Since these services typically require collaboration of a range of actors across
different sectors, our analysis encompasses the entire �value network� of firms involved in
making the service available. Whilst research on value networks for mobile services could
be approached from several angles, including network formation, strategic management,
and so forth, here we focus on resources and interdependencies. We investigate the actual
constellation of actors: what are their resources, how are they interdependent, and what do
they contribute to the value network? Is content really king?
The chapter is structured as follows. We begin with a brief review of relevant literature to
provide a basis for our analysis of several mobile information and entertainment services. In
particular, we examine the interdependencies among actors in the value networks and how
their contribution to value creation determines their strategic position within the network.
These tools are then used to analyse each of the five case studies of specific services. In the
cross-case analysis, we collate and discuss the findings from the cases, paying particular
attention to the role of content and the position of content providers. We conclude with the
implications of our research for the literature on value networks and point to further areas
of research.
together in so-called �value networks� for the provision of innovative mobile services. Yet
the rapid evolution of mobile services has left many issues unresolved. The problems of
interest to us include uncertainty with respect to the complex networks that are involved in
delivering these services. In environments of increasing electronic interaction, the value chain
concept, where materials are moved sequentially down a supply chain, has been replaced
by the value network, which is a dynamic network of partnerships and information flows
(Bovel & Martha, 2000), changing as customer preferences change. This phenomenon is also
taking place in the telecommunications industry (Li & Whalley, 2002; Maitland, Bauer, &
Westerveld, 2002; Sabat, 2002). We aim to understand the interdependencies among actors
involved in delivering mobile services in general, and mobile information and entertainment
services and location-based services in particular in terms of their contribution to value
creation. To this end, we adopt a resource-based perspective.
We consider a number of innovative cases of mobile information and entertainment services.
Such services involve the delivery of information and entertainment content to a
mobile user. Since these services typically require collaboration of a range of actors across
different sectors, our analysis encompasses the entire �value network� of firms involved in
making the service available. Whilst research on value networks for mobile services could
be approached from several angles, including network formation, strategic management,
and so forth, here we focus on resources and interdependencies. We investigate the actual
constellation of actors: what are their resources, how are they interdependent, and what do
they contribute to the value network? Is content really king?
The chapter is structured as follows. We begin with a brief review of relevant literature to
provide a basis for our analysis of several mobile information and entertainment services. In
particular, we examine the interdependencies among actors in the value networks and how
their contribution to value creation determines their strategic position within the network.
These tools are then used to analyse each of the five case studies of specific services. In the
cross-case analysis, we collate and discuss the findings from the cases, paying particular
attention to the role of content and the position of content providers. We conclude with the
implications of our research for the literature on value networks and point to further areas
of research.
Path.to.Successful.Implementation.in.Small.and Large.Firms
There may be a giant step from initiation and adoption of innovations to successful implementation
of them. In particular, an Internet-based marketing channel may imply difficult
changes in internaThus, we were interested in the characteristics of those organizations reporting successful
implementation of interactive technology.
The correlations found in this explorative part of the analysis indicate that the explanations
for success or failure in implementation differ from the explanations for success or failure in
initiation and adoption. Willingness to cannibalize seems to be a less-important driverl procedures before interactive features make it useful to customer
These findings as well as findings from a related study of Internet banking indicate that
the adoption and implementation of Web technologies are complex processes that can be
understood as both technology push and demand pull processes, and they are subject to
disagreement (Flohr Nielsen, 2006). Conflicts grow out of structural differentiation or specialization
and are found at the inter-organizational, inter-departmental, and interpersonal
levels. Differences in the willingness to cannibalize do not necessarily develop into manifest
conflict, but opinions often differ between key people such as IT and marketing managers.
Thus, when identifying a firm�s willingness to cannibalize as an important antecedent
to early adoption and implementation of Internet-based marketing channels and Internet
banking, it must be understood that such willingness reflects an overall attitude that results
either from compromise between key actors� different attitudes or from the defeat of one
or more actors.
From an organizational change view this seems to have important implications for practitioners.
In planned change processes it has to be taken into account how conflicts are handled.
Often it may become necessary to include participative organizational development techniques
as well as conflict-handling interventions. When implementation success seems to
be very dependent on top management support, it is in line with a recent meta-analysis of
information systems implementation (Sharma & Yetton, 2003). This study shows that task
interdependence moderates the effect of management support on implementation success.
Since the activities connected to sophisticated marketing channels are highly interdependent
and cross-functional, it is important that management provides the resources and incentives
necessary to accomplish these projects.
However, the capability of organizations to fully exploit their current investments in installed
IT is generally an issue involving complex post-adoptive behaviors, and neither
prior use, habit, nor feature-centric views have been fully addressed in previous research
(Jasperson, Carter, & Zmud, 2005). Because of such deficiencies we can only cautiously
suggest that the successful implementation and use of Internet-based marketing may also
need interventions that induce members of the organization to engage in learning on these
IT-enabled work systems.
of them. In particular, an Internet-based marketing channel may imply difficult
changes in internaThus, we were interested in the characteristics of those organizations reporting successful
implementation of interactive technology.
The correlations found in this explorative part of the analysis indicate that the explanations
for success or failure in implementation differ from the explanations for success or failure in
initiation and adoption. Willingness to cannibalize seems to be a less-important driverl procedures before interactive features make it useful to customer
These findings as well as findings from a related study of Internet banking indicate that
the adoption and implementation of Web technologies are complex processes that can be
understood as both technology push and demand pull processes, and they are subject to
disagreement (Flohr Nielsen, 2006). Conflicts grow out of structural differentiation or specialization
and are found at the inter-organizational, inter-departmental, and interpersonal
levels. Differences in the willingness to cannibalize do not necessarily develop into manifest
conflict, but opinions often differ between key people such as IT and marketing managers.
Thus, when identifying a firm�s willingness to cannibalize as an important antecedent
to early adoption and implementation of Internet-based marketing channels and Internet
banking, it must be understood that such willingness reflects an overall attitude that results
either from compromise between key actors� different attitudes or from the defeat of one
or more actors.
From an organizational change view this seems to have important implications for practitioners.
In planned change processes it has to be taken into account how conflicts are handled.
Often it may become necessary to include participative organizational development techniques
as well as conflict-handling interventions. When implementation success seems to
be very dependent on top management support, it is in line with a recent meta-analysis of
information systems implementation (Sharma & Yetton, 2003). This study shows that task
interdependence moderates the effect of management support on implementation success.
Since the activities connected to sophisticated marketing channels are highly interdependent
and cross-functional, it is important that management provides the resources and incentives
necessary to accomplish these projects.
However, the capability of organizations to fully exploit their current investments in installed
IT is generally an issue involving complex post-adoptive behaviors, and neither
prior use, habit, nor feature-centric views have been fully addressed in previous research
(Jasperson, Carter, & Zmud, 2005). Because of such deficiencies we can only cautiously
suggest that the successful implementation and use of Internet-based marketing may also
need interventions that induce members of the organization to engage in learning on these
IT-enabled work systems.
Ownership.of.Technological.Innovation
Successful implementation of a strategy depends on employee commitment (Noble & Mokwa,
1999). Specific commitment to a strategy or an innovation is almost synonymous with the
concept of ownership (Argyris & Kaplan, 1994), or with the concept of user involvement
as used in information-systems literature (Barki & Hartwick, 1994). User involvement is
seen as the individual user�s understanding of the importance, for instance, of an information-
system project, and may in turn be established through user participation (Barki &
Hartwick, 1994; Ives & Olson, 1984).
Whenever achieved, the inherent feeling of ownership may not merely help in overcoming
resistance to change; rather, �owners� may play innovating roles themselves. Some may
even become "champions" of technological innovation, by acting as informal transformational
leaders contributing to the innovation by actively and enthusiastically promoting its
progress (Howell & Higgins, 1990). In information-systems projects users now often take
the lead because widespread decentralization has made information technology a powerful
business tool in the hands of end-users, including those who are responsible for satisfying
customers (Martinson & Chong, 1999).
Though intuitively compelling, the impact on performance of ownership, specific commitment,
and user involvement has not been well documented. The reported positive results
are often insignificant, and the literature on commitment still makes little comment on the
motivational impact of specific commitment (Becker, Billings, Eveleth, & Gilbert, 1996).
Even the reported positive impact of user involvement on information-system projects may
be questioned because of methodological problems (Ives & Olson, 1984).
In this chapter, "ownership" means employee commitment to the Internet project; ownership
is not limited to isolated individuals but may include all the employees working in a firm or
on a certain project. It is assumed that a strong feeling of ownership of an Internet project
will generally stand in opposition to any personal loyalty to existing marketing channels.
The effect of ownership on the adoption of Internet-based interaction with customers may
be mediated by the willingness to cannibalize. There may, however, also be a direct effect
because innovation is not always expected to cannibalize existing investments or because
the cannibalization effect is unimportant.
H4: The stronger the ownership feeling toward the Internet projects in a company, the
greater the company�s willingness to cannibalize.
H5: The stronger the ownership feeling toward the Internet projects in a company, the
more likely the company is to adopt Internet-based interaction with its customers
1999). Specific commitment to a strategy or an innovation is almost synonymous with the
concept of ownership (Argyris & Kaplan, 1994), or with the concept of user involvement
as used in information-systems literature (Barki & Hartwick, 1994). User involvement is
seen as the individual user�s understanding of the importance, for instance, of an information-
system project, and may in turn be established through user participation (Barki &
Hartwick, 1994; Ives & Olson, 1984).
Whenever achieved, the inherent feeling of ownership may not merely help in overcoming
resistance to change; rather, �owners� may play innovating roles themselves. Some may
even become "champions" of technological innovation, by acting as informal transformational
leaders contributing to the innovation by actively and enthusiastically promoting its
progress (Howell & Higgins, 1990). In information-systems projects users now often take
the lead because widespread decentralization has made information technology a powerful
business tool in the hands of end-users, including those who are responsible for satisfying
customers (Martinson & Chong, 1999).
Though intuitively compelling, the impact on performance of ownership, specific commitment,
and user involvement has not been well documented. The reported positive results
are often insignificant, and the literature on commitment still makes little comment on the
motivational impact of specific commitment (Becker, Billings, Eveleth, & Gilbert, 1996).
Even the reported positive impact of user involvement on information-system projects may
be questioned because of methodological problems (Ives & Olson, 1984).
In this chapter, "ownership" means employee commitment to the Internet project; ownership
is not limited to isolated individuals but may include all the employees working in a firm or
on a certain project. It is assumed that a strong feeling of ownership of an Internet project
will generally stand in opposition to any personal loyalty to existing marketing channels.
The effect of ownership on the adoption of Internet-based interaction with customers may
be mediated by the willingness to cannibalize. There may, however, also be a direct effect
because innovation is not always expected to cannibalize existing investments or because
the cannibalization effect is unimportant.
H4: The stronger the ownership feeling toward the Internet projects in a company, the
greater the company�s willingness to cannibalize.
H5: The stronger the ownership feeling toward the Internet projects in a company, the
more likely the company is to adopt Internet-based interaction with its customers
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