The Time Crunch When Faced with SAP’s Indirect Access

What This Article Covers

  • ASUG Bias and Indirect Access
  • Tactics Used by SAP to Maximize The Payment
  • The Time Given by SAP to Respond to an Indirect Access Claim

Introduction

One is the interesting features of indirect access is that SAP does not actually want its customers to know about. And which of course all of the consulting companies help SAP hide from their clients. This is the feature of the time constraints that an indirect access claim by SAP will place on the customer.

Tactics Used by SAP to Maximize The Payment

SAP will analyze a company’s indirect access “liability” and will use several tactics in order to extract the most from the account. It uses several techniques. The first is a miscalculation of the indirect access “liability.” Whatever SAP estimates, one should be confident that the amount calculated by SAP is not actually the correct amount if the liability is calculated by an independent entity.

The Time Given by SAP to Respond to an Indirect Access Claim

The second tactic after lying to the customer about their liability, even under SAP’s extreme views of indirect access, is to put the customer under a time constraint. They give their customer a 2 to 3 weeks deadlines to respond. This, of course, puts the customer on the backfoot and really what is the relevance of this deadline. Clearly, this deadline is designed to pressure the customer. Customers that receive an indirect access claim will normally not be accustomed to dealing with such a claim. They will need to perform their own investigation and become educated on the indirect access issues in a very short time if they have not educated themselves on indirect access up to that point. And here is the point.

I often have companies reach out to me and ask if this or that is indirect access. Connecting any SAP system to any non-SAP system is indirect access. This means that every single SAP customer has indirect access liability. SAP does not bring indirect access claims against all of its customers. But the potential is always there. And what this means is that companies need to investigate the indirect access claim before they receive a claim, not afterward.

This is an issue that can cost a company millions, but if they are properly prepared for an indirect access claim, they can always reduce the claim. Remember the claim is designed to shock the customer into acquiescing as soon as possible. If possible, SAP would like to limit the client’s options to search for outside advice and will have a series of false assumptions that they would like the customer to accept regarding the validity of what I call Type 2 indirect access. Companies that they either control like ASUG or Diginomica have written articles that reinforce SAP’s proposals about indirect access. A previous article, ASUG’s Biased and Inaccurate Coverage on SAP Indirect Access covers one example of this. will then offer a menu of choices to their customer and an incentive to purchase quickly. In particular, they are interested in the customer purchasing either S/4HANA or HANA.

Conclusion

Actual implementation differs by account executive that the SAP customer has. However, SAP typically leverages of any knowledge gap in their customers in order to get the most money out of them. How SAP does this is substantially different from any other software vendor, because SAP has a vise like control over both the IT media entities as well as the large SAP consulting companies. This allows SAP to create a fictional reality that seems all encompassing. And SAP marketing is highly skilled in the distribution of misinformation in order to then later take advantage of that misinformation at great cost to its customers. In fact, SAP has the most sophisticated marketing department that we have ever analyzed in enterprise software. There is simply no other marketing department that is able to actually get customers to buy into its messaging, which is particularly impressive (or depressing depending upon whether you work for or compete against SAP) when one considers how poor in quality the information that SAP marketing provides, and how it can be discredited through historical research.

For example, in a recent announcement SAP specifically designed a release to make companies lower their guard. In the announcement, SAP gave nothing of substance to customers. But it was designed to appear as if they had. This is covered in the article the How to Best Understand SAP’s Faux Change on Indirect Access.

If you can convince people that something which is specifically designed to obscure a topic is actually designed to clarify it, that is message control of the highest order.

Financial Disclosure

Financial Bias Disclosure

This article and no other article on the Brightwork website is paid for by a software vendor, including Oracle and SAP. Brightwork does offer competitive intelligence work to vendors as part of its business, but no published research or articles are written with any financial consideration. As part of Brightwork’s commitment to publishing independent, unbiased research, the company’s business model is driven by consulting services; no paid media placements are accepted.

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References

Enterprise Software Risk Book

Software RiskRethinking Enterprise Software Risk: Controlling the Main Risk Factors on IT Projects

Rethinking Enterprise Software Risk: Controlling the Main Risk Factors on IT Projects

Better Managing Software Risk

The software implementation is risky business and success is not a certainty. But you can reduce risk with the strategies in this book. Undertaking software selection and implementation without approximating the project’s risk is a poor way to make decisions about either projects or software. But that’s the way many companies do business, even though 50 percent of IT implementations are deemed failures.

Finding What Works and What Doesn’t

In this book, you will review the strategies commonly used by most companies for mitigating software project risk–and learn why these plans don’t work–and then acquire practical and realistic strategies that will help you to maximize success on your software implementation.

Chapters

Chapter 1: Introduction
Chapter 2: Enterprise Software Risk Management
Chapter 3: The Basics of Enterprise Software Risk Management
Chapter 4: Understanding the Enterprise Software Market
Chapter 5: Software Sell-ability versus Implementability
Chapter 6: Selecting the Right IT Consultant
Chapter 7: How to Use the Reports of Analysts Like Gartner
Chapter 8: How to Interpret Vendor-Provided Information to Reduce Project Risk
Chapter 9: Evaluating Implementation Preparedness
Chapter 10: Using TCO for Decision Making
Chapter 11: The Software Decisions’ Risk Component Model

Who is the Most Accurate Source on SAP?

Want to find out? See... A Study into The Accuracy of SAP