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September, 2011
Enterprise Mobility Survey Aggregate Findings Report
2 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Agenda
Executive Summary
Study Objectives and Background
Mobility Adoption and Maturity
Enterprise Mobility Impact
Appendix
Executive Summary
4 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Executive Summary
SAP‟s Enterprise Mobility benchmarking study was designed to understand:
The degree of mobility adoption and maturity of mobility best practices adoption across the industry
The impact mobility can have on enterprise performance, e.g., revenue growth, employee productivity
Study Objectives
and Background
Although most companies acknowledge the “importance of mobility”, the majority of respondents were still in the
early stages of adopting enterprise mobility:
Average of 9 mobile devices per 10 employees, incl. average of 3 smart phones/tablets per 10 employees
Average of 23% of users with mobile access to cross functional applications1. Highest importance for mobile collaboration
and content, but highest adoption for e-mail and messaging
Average of 11% of users with mobile access to enterprise applications/processes2. Highest importance for CRM and Field
Services but highest adoption for Project Management, Field Services and BI
Less than 25% of respondents with high level of maturity in mobility best practices for mobility strategy, creation of mobile
devices and consumption and control of mobile devices
Mobility Adoption
and Maturity
The study confirmed impact of enterprise mobility adoption and maturity on performance:
Top performing companies in terms of mobile adoption demonstrated on average 20 percentage points higher revenue
growth and more than twice the revenue per employee compared to bottom performers
Companies which centrally manage their mobile devices by IT have on average over 30% lower mobility spend per
employee
Companies with a high degree of enterprise mobility best practice maturity demonstrated compared to less mature
companies:
– Almost double employee productivity
– Almost four times higher margins
– Over 20% lower customer churn
Enterprise
Mobility Impact
Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc.
5 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Executive Summary – Characteristics of Leading
Companies
Since Greater Maturity of Enterprise Mobility Best Practices Has a Tangible Impact on Companies‟
Performance, The Study Shows That There Are Clear Characteristics of Leading Companies – Those
with the Greatest Adoption and the Best Business Results:
Leading:
Exhibited a balanced approach – using all best practices
at a high level
Have their mobile devices managed centrally by IT
Take lesser time to develop deploy new applications (in
days)
Have higher % of users with mobile access to cross
functional applications
Have higher % of users with mobile access to enterprise
processes/ applications
Lagging:
Wide variation in adoption of best practices
Have significant IT expenditure and use IT FTEs less
efficiently
Sub-optimal management of mobile devices and mobility
spending and also need more time to deploy
applications
Have fewer % of users with mobile access to cross
functional applications and to enterprise processes/
applications
6 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Mobility Adoption and Efficiency
Source: SAP Enterprise Mobility survey, N=162; charts show bottom 25%, average and top 25% figures
Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc.
9/10 9 Mobile Devices per 10 Employees
3/10 3 Tablets/Smart Phones per 10 Employees
23% Of Users with Mobile Access to Cross
Functional Applications1
11% Of Users with Mobile Access to Enterprise
Applications2
9 per 10
5 per 10 12 per 10
3 per 10
1 per 10 4 per 10
23.4%
6.0% 40.0%
10.9%
2.2% 20.0%
7 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Mobility Impact Highlights (1)
40%+ Higher Revenue Growth for Companies with Top
25% Mobile Access to Cross Functional
Applications1
30%+ Higher Revenue Growth for Companies with Top
25% Mobile Access to Enterprise Applications2
Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc.
6.0%
23.4% 40.0%
-30.9%
-1.0%
11.1%
Bottom 25% Average Top 25%
Average % Users with Mobile Access to Cross Functional Applications
Average Revenue Growth (in %)
2.2%
10.9%
20.0%
-25.6%
-5.7%
7.9%
Bottom 25% Average Top 25%
Average % Users Mobile Access to Enterprise Processes/ Applications
Average Revenue Growth (in %)
8 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Mobility Impact Highlights (2)
Note: Maturity Levels are calculated as an aggregate across all 4 dimensions of the Enterprise Mobility Best Practices model (see page 12 for more details)
588
1,205
Level 1, 2 and 3 Low Maturity
Level 4 and 5 High Maturity
4.4%
16.9%
Level 1, 2 and 3 Low Maturity
Level 4 and 5 High Maturity
~2x Higher Revenue per Employees for Companies
with Mature Mobility Best Practices
~4x Higher Operating Margin for Companies with
Mature Mobility Best Practices
Revenue per Employee (US$ „000) vs. Overall Mobility
Best Practice Maturity
Operating Margin (in %) vs. Overall Mobility Best Practice
Maturity
Study Objectives and
Background
10 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Program Background and Study Approach
Program Background
SAP Performance Benchmarking serves as a forum for SAP customers to understand current and emerging trends in
technology and business processes, identify drivers of performance and understand implications of adopting best practices.
Over 10,000 participants from over 3,000 companies have participated to date.
Study Objectives
Objectives. The Enterprise Mobility Benchmarking Study was Designed to Understand:
The degree of mobility adoption and maturity of mobility best practices adoption across the industry
The impact mobility can have on enterprise performance, e.g., revenue growth, employee productivity
Analysis Framework. The Enterprise Mobility Best Practice maturity model is built on 4 dimensions:
Mobility Strategy – Clear establishment of strategy for Enterprise Mobility
Creation of Mobile Applications – Ease of creation of Mobile Applications
Control of Mobile Devices – Security, Authentication and Correctness of Mobile Devices
Consumption of Mobile Applications – Acceptance, Training and Availability of Enterprise Mobility
Value Definition. In the Survey Three Primary Value Drivers were Examined:
% of Users with Mobile Access to Cross Functional Applications and to Enterprise Processes/ Applications
Time to Provision/Decommission New Device(in minutes) and Time to Develop Deploy New Applications (in days)
Mobile devices managed centrally by IT, mobility spend per employee and Number of Mobile Devices and also Number
of Smartphones/Tablets per employee
11 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Participating Company Profile: Industry, Revenue, Employees
Organizations of all Sizes, Across All Industries Participated in the Survey
2.5% 2.5%
6.8%
1.9%
9.9%
2.5% 2.5%
8.0%
1.2% 1.2% 3.1%
4.3%
1.2% 1.9% 3.1% 3.7%
0.6%
3.7%
13.6%
3.1%
0.6%
4.9%
11.7%
4.9%
0.6%
Aero
space
Auto
motive
Bankin
g
Chem
icals
Consum
er
Pro
ducts
Engin
eering
Constr
uction a
nd
Opera
tions
Healthcare
Hig
h T
ech
Hig
her
Education a
nd
Researc
h
Hospitalit
y S
erv
ices
Industr
ial M
achin
ery
and C
om
ponents
Life S
cie
nces
Logis
tics S
erv
ice
Pro
vid
ers
Media
Mill
Pro
ducts
Oil
and G
as
Oth
er
Oth
er
Serv
ices
Pro
fessio
nal S
erv
ices
Public
Secto
r
Railw
ays
Reta
il
Tele
com
munic
ations
Utilit
ies
Whole
sale
D
istr
ibution
Industry Mix (% of Participants) N = 162
Revenue Mix (% of Participants) Number of Employees (% of Participants)
60.9%
20.3%
6.0% 12.8%
Less than USD 1 Billion
USD 1 to 4.9 Billion
USD 5.0 to 9.9 Billion
USD 10 Billion and Higher
51.4%
20.3%
5.8%
22.5%
Less than 1,000 employees
1,000 to 4,999 employees
5,000 to 9,999 employees
10,000 and more employees
12 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Enterprise Mobility Maturity Model
Enterprise
Mobility Mobility Strategy
Mobility vision and plan in place
Business Process redesigning
Mobility strategy extended to partners,
suppliers, distributors and customers
Technical roadmap and budget in place
Creation of Mobile Applications
Single, scalable, secure and reliable mobile
platform in place
Flexible and open infrastructure
Leverage existing environment
to create mobile applications
Limit application complexity and also enable
device independent development
The Enterprise Mobility maturity model comprises 4 dimensions necessary to use mobility for competitive
advantage. For each of the 4 dimensions, participating companies were evaluated on the maturity of the best
practices included. Then the average across all best practice scores was calculated to receive an aggregate maturity
score. Based on this score the companies have been divided into 5 levels of maturity
Consumption of Mobile Applications
Mobile applications take advantage of mobile
specific features
End user is engaged early in the development
cycle
Prospective users receive training on basic
wireless issues and new mobile applications
Control of Mobile Devices
Centralized IT device monitoring, security and
reporting capability exist
Mobile workers have correct software, data and
adhere to security policies
Capability exists to remotely disable and re-
provision software assets
13 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Enterprise Mobility Adoption
Maturity Model
Mobility Strategy in place for most of the departments and relevant processes and also shared with most of the stakeholders
No Mobility Strategy defined at the organization or the department Level
Mobility Strategy defined at organization level but not shared either inside or outside the organization
Mobility strategy defined for many departments and relevant business processes and also shared to some extent
No Operating System Standards or Platform exist and also scaling of operations is not possible
Some Operating System Standards and a reliable platform exists and limited scale up is possible Strong Security policy,
decentralized device monitoring and basic device authentication mechanism is in place
Creation of Mobile
Applications
Mobility Strategy
Mobility Strategy in place for all departments and relevant processes and also shared with all external and internal stakeholders
Operating System Standards and reliable platform exist; Security needs and scale up capability is addressed
Operating System Standards and reliable platform exist; Also partial security needs and partial scale up is addressed
No security policy, device monitoring, user authentication mechanism exist
A security policy, early stages of device monitoring and rudimentary device authentication mechanism is in place
Operating System Standards and a reliable platform exists
Strong Security policy, partially centralized device monitoring and good device authentication mechanism is in place
Strong well documented security policy, centralized device monitoring and excellent device authentication mechanism is in place
Control of Mobile Devices
End User is neither engaged in the development cycle nor provided with any training; Also they do not have access to enterprise applications
End User is sometimes engaged in the development cycle and receive rudimentary training; Also they have access to few enterprise applications
End User is involved in the development cycle and receive training on new applications; Also they have access to use basic enterprise applications
End User is involved early in the development cycle and feedback phase; receive training on new applications and all wireless issues; Also they have access and ability to use all of enterprise applications
End User is involved in the development cycle and feedback phase; receive training on new applications and basic wireless issues; Also they have access majority of enterprise applications
Consumption of Mobile
Applications
Adoption of best practices varies at each stage of maturity
See complete maturity model in the Appendix
Mobility Adoption and
Maturity
15 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Mobility Adoption and Maturity: Summary
Although most companies acknowledge the
“importance of mobility”, the majority of respondents
were still in the early stages of adopting enterprise
mobility:
Average of 9 mobile devices per 10 employees, incl. average
of 3 smart phones/tablets per 10 employees
Average of 23% of users with mobile access to cross
functional applications1. Highest importance for mobile
collaboration and content, but highest adoption for e-mail and
messaging
Average of 11% of users with mobile access to enterprise
applications/processes2. Highest importance for CRM and
Field Services but highest adoption for Project Management,
Field Services and BI
Less than 25% of respondents with high level of maturity in
mobility best practices for mobility strategy, creation of mobile
devices and consumption and control of mobile devices
Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc.
16 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Number of Mobile Devices per Employee and
Smartphones/Tablet per Employee
Number of Mobile Devices per Employee:
Average Number of Mobile Devices per Employee is 0.9
Smartphones/Tablet per Employee:
Average Number of Smartphones Tablets per Employee is 0.3
On Average, Companies Have 9 Mobile Devices per 10 Employees (PC, Net Book, Smart Phone,
Tablet) of Which 3 Are Smart Phones/Tablets
0.5
0.9
1.2
Bottom 25% Average Top 25%
Number of Mobile Devices per Employee
0.1
0.3
0.4
Bottom 25% Average Top 25%
Number of Smartphones/ Tablets per Employee
17 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Importance of Mobile Access
% of Users with Access to Cross Functional Applications vs. Average Importance of Mobile Access (1 = Not Important, 5 = Very Important):
Mobile Collaboration and Content Are Given Highest Importance by Companies While Adoption is Highest for E-mail and Messaging
% of Users with Access to Enterprise Applications vs. Average Importance of Mobile Access (1 = Not Important, 5 = Very Important):
CRM and Field Services are Given Highest Importance by Companies While Adoption is Highest for Project Management, Field Services and BI
Source: SAP Enterprise Mobility survey, 1) email, messaging, collaboration etc. 2) BI CRM, project management etc.
3.1
3.1 4.4 3.8 2.9 3.3
29% 29% 26%
16%
11% 9%
Email Messaging Mobile Collaboration Content Approval Mgt.Reporting
Importance of Mobile Access Percent of Users with Mobile Access
2.8
3.3
2.5
3.5 2.8 2.6
2.8 2.8 2.8 2.8
12% 11% 11% 10% 10% 10% 9%
8% 7% 7%
Project Mgt Field Service BI CRM SRM/ Procure. HCM Asset Mgt. Logistics Mgt. WMS EPM
Importance of Mobile Access Percent of Users with Mobile Access
18 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Time to Provision/Decommission New Device (In Minutes)
and Time to Develop Deploy New Applications (In Days)
Most Companies Spend < 100 Minutes to Provision/Decommission New Devices and < 50 Days to
Develop Deploy New Applications
120
54
15
Bottom 25% Average Top 25%
Time to Provision/Decommission New Device(in minutes)
90
53
20
Bottom 25% Average Top 25%
Time to Develop Deploy New Applications (in days)
Time to Provision/Decommission New Device (In Minutes):
Average Time to Provision/Decommission New Devices is
54 Minutes
Time to Develop Deploy New Applications (In Days):
Average Time to Develop Deploy New Applications is 53 Days
19 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Best Practice Maturity
Each survey respondent was given a „score‟ based on responses to questions which reflected their
level of best practice adoption along the 4 dimensions of the Best Practice framework. Companies
were given a score by Best Practice dimension, then grouped into one of the five best practice
maturity levels based on their score (Level 1 = Lowest maturity, Level 5 = Highest maturity).
Participant Distribution by Best Practice Maturity Levels:
Less Than 25% of Companies Have High Maturity in the Adoption of Enterprise Mobility Best Practices
Maturity Levels
Low Maturity
7.9%
30.5%
37.7%
18.5%
5.3%
Level 1 Level 2 Level 3 Level 4 Level 5
High Maturity
20 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Average Maturity Level of the Four Dimensions in the
Maturity Model
15%
24%
12%
8%
55%
46%
26%
24%
20%
20%
37%
42%
8%
8%
16%
23%
2%
2%
9%
3%
Mobility Strategy
Creation of Mobile Applications
Control of Mobile Devices
Consumption of Mobile Applications
Level 1 Level 2 Level 3 Level 4 Level 5
Participant Distribution by Best Practice Maturity Levels:
On an Average, Participants Appear to be More Mature on the Consumption of Mobile Applications While Creation of
Mobile Applications is the Least Mature Dimension
3.0
2.9
2.2
2.4
Enterprise Mobility Impact –
Adoption
22 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Enterprise Mobility Impact Results – Adoption
The study indicates that companies with higher
degree of enterprise mobility adoption realize higher
performance
Companies which use mobile devices more
extensively for various functional applications and
enterprise processes experience higher revenue
growth
Companies which provide a larger proportion of their
employees with smartphones/tablets and other mobile
devices for business usage have higher profitability in
terms of revenue per employee
Companies where a larger percentage of Mobile
devices are managed centrally by IT have lower
mobility spend
23 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Achieving Business Value From Enterprise Mobility: Cross Functional
Applications and Enterprise Processes/Applications
Average % Users with Mobile Access to Cross Functional Applications:
Companies Having Higher % of Users with Mobile Access to Cross Functional Applications Experience Higher Revenue Growth
Average % Users Mobile Access to Enterprise Processes/Applications:
Companies Having Higher % of Users with Mobile Access to Enterprise Processes/Applications Experience Higher Revenue Growth
Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc.
6.0%
23.4% 40.0%
-30.9%
-1.0%
11.1%
Bottom 25% Average Top 25%
Average % Users with Mobile Access to Cross Functional Applications Average Revenue Growth (in %)
2.2%
10.9%
20.0%
-25.6%
-5.7%
7.9%
Bottom 25% Average Top 25%
Average % Users Mobile Access to Enterprise Processes/ Applications Average Revenue Growth (in %)
24 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Achieving Business Value From Enterprise Mobility: % of users with
mobile access: Field/ CS vs Customer Churn and Customer
Satisfaction
% of users with mobile access: Field/ CS vs Customer Churn:
Companies Having Higher % of Users with Mobile Access to : Field/ CS Experience Lower Customer Churn (in %)
% of users with mobile access: Field/ CS vs Customer Satisfaction:
Companies Having Higher % of Users with Mobile Access to : Field/ CS Experience Higher Customer Satisfaction (in %)
Note: 1) Email, messaging, collaboration , content, approval, reporting 2) BI, CRM, project management, field services, HCM, EAM, WMS, SRM, etc.
7.1%
33.2% 66.7%
27.0%
12.2% 10.0%
Bottom 25% Average Top 25%
Average % of users with mobile access: Field/ CS Average Customer Churn (in %)
7.1%
33.2%
66.7% 83.6%
84.2%
85.2%
Bottom 25% Average Top 25%
Average % of users with mobile access: Field/CS Average Customer Satisfaction (in %)
25 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Achieving Business Value from Enterprise Mobility:
Smartphones/Tablets and Other Mobile Applications
8.1%
32.0% 50.0% 409
747 940
Bottom 25% Average Top 25%
% of Mobile Employees Average Revenue per Employee (in '000 USD)
0.06
0.20 0.36
279
739 906
Bottom 25% Average Top 25%
Number of Smartphones/Tablets per Employee Average Revenue per Employee(in '000 USD)
% of Mobile Employees:
Companies Having Higher % of Mobile Employees Have Higher Employee Productivity
Number of Smartphones/Tablets per Employee:
Companies Having Higher Usage of Smartphones/Tablets Have Higher Employee Productivity
26 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Achieving Business Value From Enterprise Mobility:
Mobile Devices Managed Centrally by IT
60.0%
92.2%
100.0%
553 458
373
Bottom 25% Average Top 25%
Mobile Devices Managed Centrally by IT Mobility Spend per Employee (in USD)
Mobile Devices Managed Centrally by IT:
Companies Having a Higher % of Mobile Devices Managed Centrally by IT Experience Lesser Mobility Spend per Employee
Enterprise Mobility Impact –
Maturity
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is not a guarantee of future results, performance or cost savings.
Enterprise Mobility Impact Results - Maturity
The study confirmed that companies with higher
degree of enterprise mobility best practice maturity
realize higher performance
Leaders (companies with high level of best practice maturity):
– Perform better in terms of Profitability and Margins
– Have Higher Customer Satisfaction and Lower Customer Churn
– Have lesser IT expenditure and use IT FTEs more efficiently
– Better manage Mobile Devices and mobility spending and also need
lesser time to deploy applications
– Have greater % of Users with Mobile Access to Cross Functional
Applications and to Enterprise Processes/ Applications
Low adoption of Enterprise Mobility best practices leads to:
– Decrease in Profitability and Margins
– Have lower Customer Satisfaction and higher Customer Churn
– Have huge IT expenditure and use IT FTEs less efficiently
– Sub-optimal management of Mobile Devices and mobility spending
and also need more time to deploy applications
– Have fewer % of Users with Mobile Access to Cross Functional
Applications and to Enterprise Processes/Applications
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is not a guarantee of future results, performance or cost savings.
Companies at a Higher Maturity Level Perform Better in
Terms of Profitability and Margins
Companies adopting more mature Enterprise Mobility processes (Level 4 and Level 5) are able to extract better
revenue per employee and experience better margins. The following charts represent how companies are realizing
higher revenue per employee and margins as they move from Level 1 to Level 5 of the Best Practices Framework.
There is a clear correlation between companies who have achieved Level 4 and Level 5 maturity and their revenue
per employee and margins
Revenue per Employee (US$ „000)
Companies at a Higher Level of Enterprise Mobility Maturity Have
Almost Doubled Their Employee Productivity As Compared to
Lesser Mature Companies
Operating Margin
Companies at a Higher Level of Enterprise Mobility Maturity
Have Almost Four Times Higher Operating Margin As Compared
to Lesser Mature Companies
Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization
588
1,205
Level 1, 2 and 3 Level 4 and 5
4.4%
16.9%
Level 1, 2 and 3 Level 4 and 5
30 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Companies at a Higher Maturity Level Have Higher
Customer Satisfaction and Lower Customer Churn
Survey Analysis Shows That Level 4 and Level 5 Companies Have Higher Customer Satisfaction and
Lower Customer Churn As Compared to Level 1, Level 2 and Level 3 Companies
Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization
83.2%
85.2%
Level 1, 2 and 3 Level 4 and 5
12.1%
9.5%
Level 1, 2 and 3 Level 4 and 5
Customer Satisfaction (%)
Level 4 and Level 5 Companies Have on an Average 2.4%
Higher Customer Satisfaction Over Lower Mature Companies
Customer Churn (%)
Level 4 and Level 5 Companies Have on an Average 21.5%
Lower Customer Churn Over Lower Mature Companies
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is not a guarantee of future results, performance or cost savings.
Companies at a Higher Maturity Level Have Lesser IT
Expenditure and Use IT FTEs More Efficiently
Companies at Higher Maturity Levels Have Lesser IT Expenditure and Use IT FTEs More Efficiently
Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization
3.2%
2.1%
Level 1, 2 and 3 Level 4 and 5
77.0
30.0
Level 1, 2 and 3 Level 4 and 5
IT Spend as a % of Revenue
Level 4 and Level 5 Companies Experience Almost 1.1%
Decrease in IT Spend as a % of Revenue as Compared to
Lower Mature Companies
IT FTEs per Billion in Revenue
Level 4 and Level 5 Companies Need Fewer IT FTEs as
Compared to Lower Mature Companies
32 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Companies at Higher Maturity Levels Better Manage Mobile Devices and Mobility Spending and also
Need Lesser Time to Deploy Applications
Companies at a Higher Maturity Level Better Manage Mobile Devices
and Mobility Spending and Also Need Lesser Time to Deploy
Applications
Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization
70.7%
77.6%
Level 1, 2 and 3 Level 4 and 5
Mobile Devices Managed Centrally by IT (In %)
Companies with Mature Enterprise Mobility Practices Have Their
Mobility Issues Managed Centrally by IT
55.1 41.2
Level 1, 2 and 3 Level 4 and 5
Time to Develop Deploy New Application (In Days)
Companies with Mature Enterprise Mobility Practices Need
Lesser Time to Deploy New Applications Than Lesser Mature
Companies
44.0% 36.4%
Level 1, 2 and 3 Level 4 and 5
Mobility Spend as % of Telecom Spend (in %)
Companies with Mature Enterprise Mobility Practices Spend
Lesser on Mobility Than Lesser Mature Companies
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is not a guarantee of future results, performance or cost savings.
Companies at a Higher Maturity Level Have Greater % of Users with
Mobile Access to Cross Functional Applications and to Enterprise
Processes/Applications
Level 4 and Level 5 Companies have Greater % of Users with Mobile Access to Cross Functional
Applications and to Enterprise Processes/Applications
22.0%
30.2%
Level 1, 2 and 3 Level 4 and 5
10.5%
21.8%
Level 1, 2 and 3 Level 4 and 5
Source: SAP Enterprise Mobility survey, 1) email, messaging, collaboration etc. 2) BI CRM, project management etc. Maturity Levels indicated here are calculated as an aggregate across all the 4 buckets of the Enterprise Mobility Best Practices categorization
% of Users with Mobile Access to Cross Functional
Applications
Companies with Mature Enterprise Mobility Practices Have Higher
% of Users With Mobile Access to Cross Functional Applications
% of Users with Mobile Access to Enterprise Processes/
Applications
Companies with Mature Enterprise Mobility Practices Have
Higher % of Users With Mobile Access to Enterprise Applications
Appendix
35 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Appendix - Introduction
KPI Mobility Strategy Creation of Mobile
Applications
Control of Mobile
Devices
Consumption of
Mobile Applications
Business Performance
Operating Margin (%)
Revenue Growth (%)
Revenue per Employee
Adoption
# of Mobile Devices per
Employee
% Mobile Access to Cross
Functional Applications
% Mobile Access to Enterprise
Processes
% of Mobile Employees
Customer Churn (%)
Customer Satisfaction (%)
Mobility Cost
IT Spend (%)
Average Time to Develop and
Deploy New Application
Devices Managed Centrally by IT
Mobility Spend (%)
The previous section discussed how high best practice maturity drives business and IT performance. The appendix
takes the analysis one step further and looks at the impact of best practice maturity for individual best practice
dimensions. The table below summarizes the findings, with a checkmark indicating a positive relationship between
the best practices and the KPI.
36 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Mobility Strategy vs KPIs (1/2)
Revenue Growth (in %)
Companies at a Higher Level of Mobility Strategy Maturity Have
Higher Revenue Growth (in %)
Operating Margin (in%)
Companies at a Higher Level of Mobility Strategy Maturity Have
Higher Operating Margin (in %)
The Maturity of Mobility Strategy bucket is being mapped against the KPIs
-4.0%
7.8%
Level 1, 2 and 3 Level 4 and 5 4.7%
19.0%
Level 1, 2 and 3 Level 4 and 5
IT Spend as % of Revenue (in%)
Companies at a Higher Level of Mobility Strategy Maturity Have
Lower IT Spend as % of Revenue (in %)
Customer Churn (in %)
Companies at a Higher Level of Mobility Strategy Maturity Have
Lower Customer Churn (in %)
3.1%
2.1%
Level 1, 2 and 3 Level 4 and 5
11.5%
9.9%
Level 1, 2 and 3 Level 4 and 5
37 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Mobility Strategy vs KPIs (2/2)
Customer Satisfaction (in %)
Companies at a Higher Level of Mobility Strategy Maturity Have
Higher Customer Satisfaction (in %)
Percentage of Mobile Employees (in%)
Companies at a Higher Level of Mobility Strategy Maturity Have
Higher Percentage of Mobile Employees (in %)
83.7%
85.2%
Level 1, 2 and 3 Level 4 and 5
1.8%
2.2%
Level 1, 2 and 3 Level 4 and 5
Percentage of Users with Mobile Access to Cross Functional
Applications (in %)
Companies at a Higher Level of Mobility Strategy Maturity Have
Higher Percentage of Users with Mobile Access to Cross
Functional Applications (in %)
Percentage of Users with Mobile Access to Enterprise
Processes (in %)
Companies at a Higher Level of Mobility Strategy Maturity Have
Higher Percentage of Users with Mobile Access to Enterprise
Processes (in %)
21.3%
37.2%
Level 1, 2 and 3 Level 4 and 5
9.5%
28.8%
Level 1, 2 and 3 Level 4 and 5
The Maturity of Mobility Strategy bucket is being mapped against the KPIs
38 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Creation of Mobile Applications vs KPIs (1/1)
IT Spend as % of Revenue (in %)
Companies at a Higher Level of Creation of Mobile Applications
Maturity Have Lower IT Spend as % of Revenue (in %)
3.0%
2.6%
Level 1, 2 and 3 Level 4 and 5
Time to Develop Deploy New Application (in days)
Companies at a Higher Level of Creation of Mobile Applications
Maturity Take Lower Time to Develop Deploy New Application (in
days)
68
49
Level 1, 2 and 3 Level 4 and 5
The Maturity of Creation of Mobile Applications bucket is being mapped against the KPIs
39 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Control of Mobile Devices vs KPIs (1/2)
IT Spend as % of Revenue (in %)
Companies at a Higher Level of Control of Mobile Devices
Maturity Have Lower IT Spend as % of Revenue (in %)
Mobile Devices Managed Centrally by IT (in %)
Companies at a Higher Level of Control of Mobile Devices
Maturity Have Higher % of Mobile Devices Managed Centrally
by IT (in %)
3.2%
2.4%
Level 1, 2 and 3 Level 4 and 5
60.7%
81.1%
Level 1, 2 and 3 Level 4 and 5
Mobility Spend as % of Revenue (in %)
Companies at a Higher Level of Control of Mobile Devices
Maturity Have Lower Mobility Spend as % of Revenue (in %)
0.2% 0.1%
Level 1, 2 and 3 Level 4 and 5
The Maturity of Control of Mobile Devices bucket is being mapped against the KPIs
40 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Control of Mobile Devices vs KPIs (2/2)
Mobility Spend Per Employee (in currency)
Companies at a Higher Level of Control of Mobile Devices
Maturity Have Lower Mobility Spend Per Employee (in currency)
Mobile Spend as % of IT Spend (in %)
Companies at a Higher Level of Control of Mobile Devices
Maturity Have Lower Mobile Spend as % of IT Spend (in %)
693
352
Level 1, 2 and 3 Level 4 and 5
16.2%
11.2%
Level 1, 2 and 3 Level 4 and 5
The Maturity of Control of Mobile Devices bucket is being mapped against the KPIs
41 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Consumption of Mobile Applications (1/2)
Revenue per Employee („000s)
Companies at a Higher Level of Consumption of Mobile
Applications Maturity Have Higher Revenue Per Employee
(„000s)
Customer Churn (in %)
Companies at a Higher Level of Consumption of Mobile
Applications Maturity Experience Lower Customer Churn (in %)
568
926
Level 1, 2 and 3 Level 4 and 5
12.6%
9.1%
Level 1, 2 and 3 Level 4 and 5
Customer Satisfaction (in %)
Companies at a Higher Level of Consumption of Mobile
Applications Maturity Experience Higher Customer Satisfaction
(in %)
81.1%
87.4%
Level 1, 2 and 3 Level 4 and 5
The Maturity of Consumption of Mobile Applications bucket is being mapped against the KPIs
42 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Consumption of Mobile Applications (2/2)
Number of Mobile Devices per Employee
Companies at a Higher Level of Consumption of Mobile
Applications Maturity Have Higher Number of Mobile Devices per
Employee
Percentage of Users with Mobile Access to Enterprise
Processes (in %)
Companies at a Higher Level of Consumption of Mobile
Applications Maturity Have Higher Percentage of Users with
Mobile Access to Enterprise Processes (in %)
0.91
1.01
Level 1, 2 and 3 Level 4 and 5
12.1%
13.5%
Level 1, 2 and 3 Level 4 and 5
The Maturity of Consumption of Mobile Applications bucket is being mapped against the KPIs
43 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Mobility Strategy in place for most of the departments and relevant processes and also shared with most of the stakeholders The company has developed an
enterprise-wide mobility vision, strategy and plan which it has began to share throughout the organization
Most of the departments (more than 66%) have identified their mobility strategy, vision or plan
The goals of mobility are determined in advance of an implementation; and also partially established quantified target towards productivity and cost savings
Most relevant business processes (more than 66%) are being redesigned to leverage wireless mobile access to supporting applications
The organization has extended their mobility strategy to most (more than 66%) outside groups such as partners, suppliers, distributors and customers
The organization has established a technical road map to support their mobile strategy and is also in process of allocating budget to support the roadmap
No Mobility Strategy defined at the organization or the department Level There is no enterprise-wide
mobility strategy, vision or plan in place
Mobility strategy, vision or plan does not exist at the department level
The goals of mobility are not determined in advance of an implementation
Relevant business processes have not been redesigned to leverage wireless mobile access to supporting applications
The organization has not extended their mobility strategy to outside groups such as partners, suppliers, distributors and customers
The organization has not established a technical road map to support their mobile strategy
Mobility Strategy defined at organization level but not shared either inside or outside the organization The company has developed an
enterprise-wide mobility vision/strategy and is working on a roll out plan
Few departments (less than 33%) have identified mobility strategy, vision or plan
The goals of mobility are partially determined in advance of an implementation
Few relevant business processes (less than 33%) are being redesigned to leverage wireless mobile access to supporting applications
The organization has extended their mobility strategy to few (less than 33%) outside groups such as partners, suppliers, distributors and customers
The organization has partially established a technical road map to support their mobile strategy
Mobility strategy defined for many departments and relevant business processes and also shared to some extent The company has developed an
enterprise-wide mobility vision, strategy and plan but it has not been shared throughout the organization
Many departments (between 33% - 66%) have identified their mobility strategy, vision or plan
The goals of mobility are determined in advance of an implementation; however there are no quantified target towards productivity and cost savings
Relevant business processes (between 33% - 66) are being partially redesigned to leverage wireless mobile access to supporting application
The organization has extended their mobility strategy to many (between 33% - 66%) outside groups such as partners, suppliers, distributors and customers
The organization has established a technical road map to support their mobile strategy but it has not allocated budget to support the roadmap
Mo
bilit
y S
tra
teg
y
Mobility Strategy in place for all departments and relevant processes and also shared with all external and internal the stakeholders There is an enterprise-wide
mobility strategy, vision or plan that has been shared throughout the organization
There is a mobility strategy, vision or plan at the department level
The goals of mobility are determined in advance of an implementation, with a quantified target towards productivity and cost savings
Relevant business processes are being redesigned to leverage wireless mobile access to supporting applications
The organization has extended their mobility strategy to outside groups such as partners, suppliers, distributors and customers
The organization has established a technical road map and budget to support their mobile strategy
Detailed Enterprise Mobility Maturity Model
(1 of 4)
44 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Operating System Standards and reliable platform exist; Also partial security needs and partial scale up is addressed The organization has
implemented mobile devices/ operating system standards and is in the process of establishing policies to limit application complexity
The organization has implemented a single, scalable, secure, and reliable mobile enterprise platform that enables application creation, device management and partially addresses security needs
The organization has technology to create mobile applications and also partially the skills to do so
The IT organization can handle additional growth in mobility w/o sizing up, with limited up skilling required
Mobile platform is based on a flexible, open infrastructure which partially allows the organization to strategically respond to all device types and different data sources as needs evolve
No Operating System Standards or Platform exist and also scaling of operations are not possible The organization has not
implemented mobile devices/ operating system standards
The organization does not have a mobile enterprise platform
The organization does not have the ability to leverage existing enterprise development environment to create mobile applications
The IT organization cannot handle any additional growth in mobility
The company has not implemented a mobile platform
Some Operating System Standards and a reliable platform exists and limited scale up is possible The organization has partially
implemented mobile devices/ operating system standards
The organization has implemented a single, secure, and reliable mobile enterprise platform that enables application creation and device management but is not scalable enough to handle enterprise wide roll-out and does not address security needs
The organization has some ability to leverage existing enterprise development environment (technologies) to create mobile applications
The IT organization can handle limited growth in mobility w/o sizing up
Mobile platform is implemented but limited to specific device types and/ or data sources
Operating System Standards and a reliable platform exists; however security needs are not addressed The organization has implemented
mobile devices/ operating system standards but it does not have policies in place to limit application complexity
The organization has implemented a single, scalable, secure, and reliable mobile enterprise platform that enables application creation and device management but does not address security needs
The organization has ability to leverage existing enterprise development environment (technologies) to create mobile applications; however it does not have the required skills
The IT organization can handle limited growth in mobility w/o sizing up or skilling up
Mobile platform is based on a flexible, open infrastructure; however it does not allow the organization to strategically respond to all device types and different data sources as needs evolve
Cre
ati
on
of
Mo
bil
e
Ap
pli
ca
tio
ns
Operating System Standards and reliable platform exist; Security needs and scale up capability is addressed The organization has
implemented mobile devices/ operating system standards and policies to limit application complexity
The organization is leveraging a single, scalable, secure, and reliable mobile enterprise platform that enables application creation, device management and addresses security needs
The organization has the ability to leverage existing enterprise development environment (skills and technologies) to create mobile applications
The IT organization is flexible and can handle additional growth in mobility w/o sizing or skilling-up
Mobile platform is based on a flexible, open infrastructure that allows the organization to strategically respond to different device types and different data sources as needs evolve
Detailed Enterprise Mobility Maturity Model
(2 of 4)
45 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
Strong Security policy, partially centralized device monitoring and decent device authentication mechanism is in place There is a strong security policy
in place and documented to avoid issues such as data theft, virus infection; and it partially ensure regulatory compliance as well as privacy and intellectual property protection
Partially centralized IT device monitoring, security and reporting capabilities exist
A user device authentication mechanism is in place and it mostly ensure that only users with the “need to know” are the ones accessing / receiving data
Capability exists to remotely disable lost devices; and also re-provision or redeploy most of the software assets
A mechanism is in place to ensure mobile workers have the correct software, data; it also ensures adherence to security policies at most of the times
No security policy, device monitoring, user authentication mechanism exist There is a no security policy in
place No IT device monitoring,
security and reporting capabilities exist
No user device authentication mechanism is in place
No Capability exists to remotely disable lost devices
No mechanism in place to ensure mobile workers have the correct software and data
A security policy, early stages of device monitoring and rudimentary device authentication mechanism is in place The company has put in place a
security policy and documented to avoid issues such as data theft and virus infection
IT device monitoring, security and reporting capabilities are in early stages of development and partial roll-out
Rudimentary user device authentication mechanism is in place
There is capability to disconnect lost devices from enterprise applications and data access
Mechanism exists partially to ensure mobile workers have the correct software and data
Strong Security policy, decentralized device monitoring and basic device authentication mechanism is in place There is a strong security policy in
place and documented to avoid issues such as data theft, virus infection; however it does not ensure regulatory compliance as well as privacy and intellectual property protection
IT device monitoring, security and reporting capabilities exist but it is not centralized
A user device authentication mechanism is in place with basic access/ receiving data control
Capability exists to remotely disable lost devices; however no capability exists to re-provision or redeploy software assets
A mechanism is in place to ensure mobile workers have the correct software, data; however it does not ensure adherence to security policies
C
on
tro
l o
f M
ob
ile
D
evic
es
Strong well documented security policy, centralized device monitoring and excellent device authentication mechanism is in place There is a strong security
policy in place and documented to avoid issues such as data theft, virus infection and to ensure regulatory compliance as well as privacy and intellectual property protection
Centralized IT device monitoring, security and reporting capabilities exist
A user device authentication mechanism is in place ensure that only users with the “need to know” are the ones accessing / receiving data
Capability exists to remotely disable lost devices and re-provision or redeploy all software assets
A mechanism is in place to ensure mobile workers have the correct software, data and adhere to security policies at all times
Detailed Enterprise Mobility Maturity Model
(3 of 4)
46 © COPYRIGHT SAP 2011 –This page is subject to the terms, conditions and assumptions contained in the Benchmarking Analysis. Information contained herein
is not a guarantee of future results, performance or cost savings.
End User is involved in the development cycle and feedback phase; receive training on new applications and basic wireless issues; Also they have access majority of enterprise applications Employees across levels (Task
& Business Users to Execs and LOB managers) have the access and ability to use of majority of mobile enterprise applications
Prospective users receive training on new mobile applications and also on some basic wireless issues
The end user is involved in the development cycle and also sometimes in the feedback phase
Complete redesign of applications in place to take advantage of mobile specific features
Mission critical enterprise applications access is available to users; Also access to some database/documents is made available to end users
Alerts, notifications, and approval requests, from back-end systems, are delivered to most of mobile device for quick response
End User is neither engaged in the development cycle nor provided with any training; Also they do not have access to enterprise applications Employees do not have access
to use mobile enterprise applications
No training is given to prospective users
The end user is not engaged in the development cycle
Mobile applications are replicas of desktop versions
No mission critical enterprise applications is available to users
There is no mechanism to deliver alerts, notifications and approval requests
End User is sometimes engaged in the development cycle and receive rudimentary training; Also they have access to few enterprise applications Some employees have access
to use few mobile enterprise applications - the rollout is in early stages
Prospective users receive rudimentary training on new mobile applications
The end user is sometimes involved in the development cycle
Mobile applications provide almost full capability of desktop version
Access to some mission critical enterprise applications is available to users
Alerts, notifications, and approval requests, from back-end systems, are delivered to few of mobile device for quick response
End User is involved in the development cycle and receive training on new applications; Also they have access to use basic enterprise applications Employees across levels (Task &
Business Users to Execs and LOB managers) have the access and ability to use basic set of mobile enterprise applications
Prospective users receive training on new mobile applications but not on basic wireless issues
The end user is involved in the development cycle but not in the feedback phase
Mobile applications are being enhanced with some mobile specific features
Mission critical enterprise applications access is available to users; however access to database/documents is not made available to users
Alerts, notifications, and approval requests, from back-end systems, are delivered to many of mobile device for quick response
Co
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Mo
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Ap
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End User is involved early in the development cycle and feedback phase; receive training on new applications and all wireless issues; Also they have access and ability to use all of enterprise applications Employees across levels (Task
& Business Users to Execs and LOB managers) have the access and ability to use mobile enterprise applications
Prospective users receive training on basic wireless issues and new mobile applications and are therefore more likely to use the application and to contribute towards process improvement
The end user is engaged early in the development cycle to understand business requirements and to ensure best possible improvement in business process
Mobile applications take advantage of mobile-specific features that desktop equivalents cannot offer e.g. GPS for location-aware functions or routing, creating new opportunities for process improvement
Mission critical enterprise applications and access to database/documents is made available to users "on the go" through a diverse set of mobile devices
Alerts, notifications, and approval requests, from back-end systems, are delivered to any type of mobile device for quick response
Detailed Enterprise Mobility Maturity Model
(4 of 4)
Thank You!
Source: Benchmarking insights are sourced from SAP Performance Benchmarking. This information is provided by SAP on an "as-is" basis without
warranty of any kind, and subject to the "General Disclaimer" and other terms of use stated at http://www.sap.com/company/legal/copyright/. Any
results or comparisons shown are for general information purposes only and any particular data or analysis should not be interpreted as
demonstrating a cause and effect relationship. Comparable performance on one given key performance indicator does not guaranty comparable
performance on another key performance indicator.
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is not a guarantee of future results, performance or cost savings.
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