1. Why didn't SAP pay adequate attention to branding and marketing?

SAP was established in 1972 and its achievement in the market was for the most part a direct result of the
creative item advancement. For example in 1972 it thought of an ongoing information preparing
programming which was later named R/1. Before the finish of the 1970s it thought of another such
programming called R/2. Later in 1990s it concocted R/3 programming utilizing the customer server display
and the uniform appearance of the graphical interface. By the beginning of the twenty first century SAP
was the world's biggest undertaking programming organization and the world's third-biggest free
programming provider generally speaking. In this way the whole authoritative structure was item
determined and the organization was more centered around coming up new items at consistent interims
keeping in mind the end goal to be a market pioneer. This approach brought about lacking consideration
regarding marking and advertising.

2. What were key branding related issued that SAP had to address in the year 2000?

By 2000 web had turned into the hotspot for working together and organizations of all sizes began
obliging this market for big business programming. At first SAP neglected to perceive the capability of
this market and when it did acknowledge and entered the Internet, it ended up attempting to have piece of
the overall industry among other web sellers, for example, I2 and Siebel. Under this weight the
organization made a progression of strides which as opposed to working in support conflicted with it.

1) Replacing the old surely understood item with another mysap.com which as opposed to upgrading
the brand esteem it put the brand value in danger since when clients searched for SAP site it diverted it to
www.mysap.com which was not known to the them.

2) Frequent changing of marking slogan, for example, "We can change your business point of
view", "the city of e", "The Times of New Management" and "You can. It does".

3) Advertising efforts in various markets prompted the conflicting situating for the organization.

4) Numerous organization and auxiliaries sites prompted the perplexity, absence of predictable
administration and outline or substance creation crosswise over locales.

3. What should the SAP brand stands for? What is its key brands promise?

SAP was enthusiastic about the achievement of its clients and was devoted to empowering this
accomplishment through world class innovation.

The brand guarantee was "SAP hands organizations over to best run business". SAP was viewed as a
mission-basic piece of each awesome organization on the planet.

4. What should be done with SAP brands architecture and what should be done with the logos?

SAP lacked a brand architecture initially and its global messaging was sprawling , inconsistent and
confusing. Homlish’s team created a new brand architecture for the company. The SAP brand was
placed as a master brand, with the product sub-brands ( mySAP CRM, mySAP SRM, mySAP PLM, mySAP
SCM) sitting under it. SAP gave up its multiple logos and the multi-coloured lettering it had adopted for
mySAP.com. they refined it to a simple white “SAP” on a blue background so as to give it its own
identity.