Sydney 鈥� SEPTEMBER 2, 2024 鈥� 51风流announced the winners of the sixth annual 51风流Best Run Awards for Australia and New Zealand (ANZ), celebrating the top companies and people using 51风流products to turn insight into action, drive innovation and transform their businesses.

The awards are open to customers and partners leveraging 51风流products or technology. Entrants were encouraged to showcase new ways of thinking, disruptive use cases and the deployment of technologies that set the benchmark for their industry and make the world run better.

Winning entries showcased implementations demonstrating excellence in optimising business processes, improving productivity and reducing costs, and providing real-time insights. Many also highlighted impressive implementations leading to increased employee satisfaction, reduced turnover and overall business success.

The awards recognise 14 winners across categories including Next Gen Innovator, Capital Management, Business Transformation, Intelligent ERP Enterprise and Data Supply Chain, among many more. A new Business AI category attracted inspiring entries resulting in joint winners.

Additionally, the 51风流Chris O鈥橞rien Award recognises organisations that have successfully implemented 51风流solutions to achieve sustainability goals, improve social impact and create shared value for stakeholders. was recognised as this year’s winner for its implementation of 51风流Datasphere and Sustainability Control Tower to empower sustainable change through climate reporting.

The winners were announced in-person at Pier One Sydney, at the event hosted by Angela Colantuono, President and Managing Director of 51风流ANZ, on Friday August 30.

Colantuono said: 鈥淲e are thrilled to recognise the incredible achievements of our valued customer and partner community over the past year. We鈥檙e navigating testing market right now, so it鈥檚 encouraging businesses in ANZ are turning to technology and data to provide the certainty they need to make the right decisions and bring out their best.

鈥淚 am in awe of our winners and finalists 鈥� each representing businesses that have brought bold visions to life and driven real-world results. And it鈥檚 great to see cutting-edge innovation in the new Business AI category. I can鈥檛 wait to see what our customers and partners do next in 2025.鈥�

The winners and runners-up of 51风流Best Run Awards 2024 for ANZ are:

51风流Human Capital Management

• Winner: +
• Runner-up:

51风流Next Gen Innovator

• Winner: +

51风流Intelligent Spend & Business Network

• Winner: +

51风流Business Transformation

• Winner: +

51风流Customer Experience

• Winner:

51风流Intelligent ERP

• Winner: +
• Runner-up:

51风流Data & Analytics

• Winner: +

51风流Data Supply Chain

• Winner: +
• Runner-up:

51风流Industry Disruptor

• Winner: +

51风流Concur

• Winner:

51风流ERP Fast Growth

• Winner:

51风流Chris O鈥橞rien Award

• Winner:

51风流Business AI

• Joint winner: +
• Joint winner:

Visit the 51风流News Centre for more information here.

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Open to any customers and partners leveraging 51风流products or technology, participants needed to emphasise new ways of thinking, disruptive use cases and the deployment of technologies that sets the benchmark for their industry and makes the world run better.

The awards cover听12 categories, including Experience Management, Industry Disruptor, CRM & Customer Experience, HR and People Management, and Network and Spend Management, amongst others. Additionally, the Best Run 51风流Honourable Mention category has this year recognised personal care company,听,听for its implementation of 51风流Concur to improve its financial processes to the benefit of employees and suppliers.听.

Winners were announced at an award ceremony which took place at Hinchcliff House in Sydney鈥檚 Circular Quay, hosted by Managing Director of 51风流Australia and New Zealand, Damien Bueno and the company鈥檚 Head of Industries Pete Andrew. Guests checked out finalist entries through an interactive digital gallery, and enjoyed entertainment including live oyster shucking and a seafood bar.

鈥淭he quality of nominations for the 51风流Best Run Awards 2022 demonstrates the innovation and agility of our customers and partners across Australia and New Zealand. Each nomination has been exceptional, with entrants showcasing how implementing the right technology – in the right way with the right mindset – is helping some of ANZ鈥檚 biggest organisations achieve their current and future ambitions,鈥� said Damien Bueno, President and Managing Director, 51风流Australia and New Zealand.

鈥淭hrough these awards, we have seen technology鈥檚 powerful impact on business results, customer and employee experience, and local communities. On behalf of everyone at SAP, I would like to extend our gratitude to our judges who volunteered their time to review the entries, and a big congratulations to this year鈥檚 winners. We look forward to working together in partnership to achieve more great outcomes in 2023.鈥�

The winners are:

Follow links to see the award submissions

Best Run 51风流Intelligent ERP Enterprise听

奥颈苍苍别谤:听, with DXC Technology

Best Run 51风流Intelligent ERP – Cloud听

奥颈苍苍别谤:听

Best Run 51风流Intelligent ERP – Business Process Transformation听

奥颈苍苍别谤:听, with PwC

Best Run 51风流CRM & Customer Experience

Winners:听

Best Run 51风流Experience Management听

奥颈苍苍别谤:听

Best Run 51风流Human Resources & People Management听

奥颈苍苍别谤:听, with Deloitte

Best Run 51风流Data & Analytics

奥颈苍苍别谤:听

Best Run 51风流Digital Supply Chain听

奥颈苍苍别谤:听

Best Run 51风流Network & Spend Management听

Winners:听

Best Run 51风流Next Gen Innovator

Winner:

Best Run 51风流Industry Disruptor

Winner: , with Bourne Digital

The Chris O鈥橞rien Award听

奥颈苍苍别谤:听

Honourable Mention

奥颈苍苍别谤:听

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They all understand what their bottom-line costs are but they鈥檙e a bit unsure about how to manage the green line that will help them attain their ESG goals. There is a real gap between ambition and action because senior executives are still figuring out how to tangibly deliver on these ESG goals. More pertinently, they are facing the challenge that sustainability is fundamentally a resource management problem.

What鈥檚 needed is a better understanding of how we source and use our resources, not just on a financial level but on a planetary level, because our future is at stake. The good news is most business leaders are not short on ambition. We saw at the recent COP26 summit in Glasgow they want to take a lead on ensuring our future is sustainable, but they need to take a stronger lead on resource planning.

For 50 years, 51风流has been providing organisations with the data and technology to productively manage their operations from a financial and economic perspective. We now have the capability to also manage the green line.

Read more from Scott Russell in The AFR

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Now it its second听year, the听听celebrate the achievements of the top companies and people in Australia and New Zealand that are using 51风流products to turn insight into action, drive innovation, and transform their businesses.

The Awards are open to听any听customers听or听partners听who are using听51风流products or technology. Participants are encouraged to听emphasise听new ways of thinking, disruptive uses cases and the deployment of technologies that set听the benchmark for their industry and makes the world run better.

The awards cover听10 categories, including Experience Management, Industry Disruptor, CRM & Customer Experience, HR and People Management, and Network and Spend Management, amongst others.听.

Winners were announced in a virtual event hosted by Australian TV personality Rove McManus, and the President and Managing Director of听51风流Australia and New Zealand, Damien Bueno.

Commenting on the awards, Damien Bueno, said:

This year鈥檚 awards are particularly special, celebrating and showcasing exceptional innovation during a challenging climate.听

In the COVID-19 crisis,听we鈥檝e seen customers听rapidly adapt, adopting technology at speed to automate operations and redesign business models. Technology has been implemented at an unprecedented pace and scale, redefining expectations around the possibilities and timelines for technology projects. But we鈥檝e also seen some sectors heavily impacted by the pandemic – recovery is uneven and some companies听are still facing听significant听business uncertainty.听

I鈥檓 inspired by the听incredible optimism, resilience and innovation听from both our customers and partners听during this period, which听shows the potential to build back better post crisis.听Congratulations to all participants, 听finalists听and winners听on their impressive achievements!

The winners are:
Follow links to see the award submissions

Best Run 51风流Intelligent ERP Enterprise听

奥颈苍苍别谤:听, with EY听

Runner up:听, with Deloitte听听

Best Run 51风流CRM & Customer Experience听

Winner:听听

Runner up:听, with ZAG (now Accenture)听听

Best Run 51风流Network & Spend Management听

Winner:听, with Bloom Consulting听听

Runners up:听听and听听听

Best Run 51风流Human Resources & People Management听

Winner:听听

Runners up:听听and听, with Deloitte听

Best Run 51风流Data & Analytics听

Winner:听听听

Runners up:听听and听听

Best Run 51风流Digital Supply Chain听

Winner:听, with Accenture听

Runners up:听听and听听

Best Run 51风流Innovator听

Winner:听, with Mindtree听

Runners up:听听and听, both with ZAG (now Accenture)听

Best Run 51风流Industry Disruptor听

Winner:听, with DXC Technology听听

Runners up:听听and听, with Bourne Digital听听

Best Run 51风流Experience Management听

Winner:听听

Runners up:听听and听听听

The Chris O’Brien Award听

Winner:听听

Runners up:听听and听听

To review the submissions for 2019 or 2020 finalists and winners, visit the .听

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Frucor Suntory’s sales reps across Australia and New Zealand lacked the tools they needed to provide the best service to customers such as dairies, petrol stations and supermarkets.

To modernise its business-to-business sales process, the organisation used a raft of technology platforms from an ERP system at the back end to an online store front under its ‘digital for growth’ programme.

鈥淲e had fantastic people going out there and selling every day, but we were not supporting them with great tools. They were doing it on their own,鈥� says Fernando Battaglia, value manager, customer and consumer at听听“We want them to be able to transact with our customers using the new system, and direct them to our existing ERP so they can get delivery that they would normally get, as if they ordered from a sales rep.鈥�

The digital for growth team includes people with experience in agile practice and business analysis especially in customer experience. Battaglia joined Frucor Suntory as part of that team, initially as digital solutions manager.听鈥淭he team had to work fast. If we took too long to get these in people鈥檚 hands, the enthusiasm, the desire to get there, was going to go away very quickly.”

In the first three months, they gathered information on all of the mechanisms, learned more about the platforms, and focused on some very specific use cases.

The online store was the MVP (minimum viable product) under the new programme. Before this, Frucor Suntory had never sold online directly to a customer. The company launched the online store with 10 pilot customers who could place orders, and receive deliveries without the need for a sales rep.

鈥淲e started at the end of 2016 with pilot customers and beginning of this year, we are at 3000 customers in New Zealand and Australia,鈥� says Battaglia.听鈥淲e are one company across two countries, so when we delivered the online store, we delivered the capability for both countries.”

Digital transformation and business continuity at Frucor Suntory听

The platform allows sales reps to quickly respond to customer queries. It provides instant reports on breakdowns and other issues on their connected devices, like the chillers provided to customers.

Analytics capabilities are available in one dashboard, which means sales reps have the needed information at their fingertips, doing away with manual reports. Reps can instantly upload and analyse shelf-space photos to show how products are displayed in-store. The marketing team also has access to more customer data, and these are used for more targeted and personalised campaigns.

The digital tools they set up have been important in ensuring business continuity when New Zealand moved to alert level 4 due to the pandemic.

鈥淥bviously, certain stores and businesses have been closed due to the听鈥� says Battaglia. 鈥淏ut the ones that are open continue to order through the online store, or through the sales reps.鈥�

The reps get up to date information on the business which means that they have an 鈥渆ffective visit鈥� – through a phone call or another digital channel – without being physically present.

He says even before the national lockdown, both the customers and staff found that online ordering was beneficial.听Social distancing was implemented in alert level 2. “Systems like the online store certainly helped.”

Battaglia stresses that the sales representatives chose the customers for the pilot programme.听鈥淲e brought the sales reps in from the beginning. We had our sales director in the project, we had people nominated within the business who worked with us to establish the right sales process. They also advised the additional developments needed for these customers to order online.”

“This was a very important element,” he states. “We have never tried and will never try to replace the people that go out there and sell the products. They are the heartbeat of our company.鈥�

He says the online store is to be complementary to the sales representatives, who fundamentally manage the relationship with the customers. He notes that when a sales representative walks into the store, taking an order is just one of the many tasks they have to do. They need to make sure, among others, that they are executing on Frucor Suntory鈥檚 contractual requirements, talk about promotions and see if products are in the right place.

Digital brings critical customer insights to Frucor Suntory

Before the launch of the online store, Battaglia says people were absolutely certain customers will not place orders in the middle of the night or on a weekend.

鈥淪ince then, we have taken orders from the online store every single hour, every single day, on Sunday morning, and lunchtime at any day, which is the busiest time for a lot of our customers,鈥� he says.

The impact on the sales representatives was two-fold. Before, when the customer ran out of products, the only option they had was to call the sales rep or the contact centre, which was only available during business hours.

鈥淭he biggest concern for us was no disruption,鈥� he says. 鈥淚f we capture the orders here and let the reps do other activities, that was a win.鈥�

鈥淭he other thing is we incentivise our reps,鈥� says Battaglia. 鈥淭hey get credit for all the orders within their region that go through the online store. If we hadn’t done that, every time we take an order online, we would have taken money out of the pocket of our sales reps and that is something we will not do.鈥�

He says they are seeing some interesting insights from the two years of the online store.

鈥淭he traditional thought is whatever you do online has to be quick and efficient,鈥� he said.听Today, they found every single visit by a customer to the online store was about the same length of the visits of the sales representatives to their premises.

鈥淔rom our point of view, the customers are getting twice as much time looking at our products and interacting with us. It doesn鈥檛 mean they are taking a long time to order, not at all. It means they are being exposed to more information on our products. Those are things we did not understand until we actually saw people going there,鈥� he said.

Insight is not just data sitting there, says Battaglia. 鈥淵ou start to learn about your customers, but it is still up to you to ask the right questions. What is the information and behaviour of our customers telling us, and how do we use that to better customise our experience and to better focus our sales force to react to that?鈥�

鈥淚f you are a customer, who has never purchased this product but you browsed it online, we can see that and provide information to the rep,鈥� he says. 鈥淲e are learning more every day. We have only scratched the surface, to be honest.鈥�

Lessons learned from Frucor Suntory鈥檚 digital transformation

Battaglia says an important lesson from the success of the online channel was a holistic approach to any digital initiative.

鈥淵ou need to look at the whole business,鈥� he points out. 鈥淚f you bring a platform or a system, ask, how does that exist in your whole ecosystem? There are a lot of companies that are trying new things. It might work for a few months until you decide you now want to start reporting on that activity, to link the data they have. That is when everything falls over. So we considered that from the beginning.鈥�

He explains one of their options for the online store was to continue to build on existing tools that they developed in-house. The other option was to go with 51风流as the technology provider was already in its core ERP system. They opted for the latter.

鈥淚f we are going to do anything quickly it has to plug into 51风流which is our business record. You鈥檙e never truly going to know ahead of time what is going to work and not work for your customers,鈥� he states. 鈥淵ou have got to get out there and try it, and see what comes back.鈥�

For Frucor Suntory, this was getting the answer to a critical question businesses ask in听 鈥淗ow do we increase touch points with customers without having to double the size of our workforce? Digital, that is how.鈥�

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Amidst the fast-evolving global conditions, all of us at 51风流are focused on the health and wellbeing of our families, communities, colleagues, customers, partners and the many who make up SAP鈥檚 vibrant ecosystem. As we seek to take all necessary steps to keep our people safe and best support our customers, I want to provide you with information on our approach to reducing the spread of COVID-19, and how we will continue to support you during this unprecedented time.

Guidance to our Employees

As of this week, all of our employees who work in an 51风流office in Australia and New Zealand are working from home until further notice. We have also made the decision to reassess all business-related domestic travel, which will be reviewed in line with government guidelines and individual business-critical customer requirements.

I want to assure you that 51风流is absolutely here for you and your business, shifting ourselves to being primarily a digital team.

SAP鈥檚 own continuity plans have been enacted globally and locally to respond to the COVID-19 situation and provide guidance to our people. Changes to our travel and remote working policies have been in place since 27 February 2020, and have included the amplified enablement and utilisation of tools and technologies to deliver work remotely and without disruption.

51风流understands that your business operations are further impacted by the advice being provided by our Governments. Our people, with the support of my management team, will work with our customers to reassess working arrangements to minimise disruption to delivery and ensure continuity.

Our Support to You

Leaders across our business are engaged in heightened levels of business continuity planning to ensure the security of your business.

Our teams have developed and documented Business Continuity Plans to respond to disruptive incidents, such as COVID-19, whilst aiming to safeguard the health of our employees and minimise the impact on the delivery of services to you.

51风流infrastructure and cloud operations teams have also put measures in place for all SAP-owned and co-located data centres. You can find more information and real-time updates on our business continuity measures, here: 51风流Letter to Customers Regarding Business Continuity. And globally, 51风流has launched a series of free tools to support our customers and communities as we partner through this disruption.

Your 51风流team will reach out to discuss your needs and the specific considerations relating to current engagements. Please let us know if there is additional support we might be able to provide, as well as if our people should be aware of any requirements you have put in place for your organisation.

For more than 30 years 51风流has had the privilege of serving our customers here in Australia and New Zealand. We remain committed as ever to our partnership with you, and if there is anything further we can do to support you through these fast-moving and variable times, please do not hesitate to contact me.

Our thoughts are with those affected personally by the COVID-19 situation, as well as the many communities around the world facing extreme measures in the attempt to curb the spread.

I wish you, all in your organisation, your family and community, all the very best at this time.

Your sincerely,

Damien Bueno

President and Managing Director
51风流Australia and New Zealand

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Understanding the problem your customer is trying to address and focusing on how you can resolve that with your products and services is the key to delivering what shoppers want, in an age in which customer experience is everything.

This is one of the key themes explored in a new podcast episode of The Experience Effect featuring Macquarie Graduate School of Management lecturer Karen Ganschow.

Ganschow, former general manager of consumer marketing and strategy at NAB, uses banking as an example. Where once great service was defined by what happened at the branch, now what鈥檚 imperative is the quality of a bank鈥檚 mobile app.

鈥淭he mobile phone is the largest, busiest branch of any retail bank,鈥� she says. 鈥淪o how you service your customers through your mobile app is what鈥檚 important. In my time in retail banking, we obsessed about what it was customers wanted to do with their bank via their mobile. It was all about making sure it was an easy experience. So the challenge for organisations is continually being focused on improving how you solve your customers鈥� problems.鈥�

But, says Ganschow, it鈥檚 not just about making everything easy on a transactional level. Brands also need to connect emotionally to offer an exceptional experience.

She uses shopping at David Jones鈥� flagship Elizabeth Street Sydney store as an example. Traditionally, the pianist playing a grand piano on the ground floor, and the high level of customer service the business offers, made shoppers feel special 鈥� and they have been prepared to pay a premium. The current $200-million redevelopment for the space aims to enhance this.

鈥淥ffering a true theatre of experience when, really, all you are offering is a transaction, makes all the difference,鈥� Ganschow says.

Technology has helped revolutionise the experience of how we shop, do our banking and more.听Getty

Apple is another example. 鈥淚t has mastered customer experience. All its devices are on show in their stores, and there’s lots of staff on the floor, so you get a high level of service and engagement. When you choose to buy something, you don’t have to queue up at the cash register, you can do the transaction then and there,鈥� says Ganschow.

The message for other businesses is to focus on addressing customers鈥� pain points to offer the best possible experience.

鈥淵ou need to do this in a way that鈥檚 so intuitive and easy, they keep coming back for more. You have to make sure you engage both the head and the heart to design an optimal customer experience. It鈥檚 easy to get buried in the transactional nature of customer experience. But making a purchase involves a high degree of emotion. So, when organisations think about how they’re interacting with customers, they must emphasise both.鈥�

51风流head of marketing ANZ Rushenka Perera says consumer expectations of the buying experience are much higher now, given they are able to access all the information they need in real time, thanks to technology.

鈥淭hey want everything faster and they have high expectations of companies. But they tell us there’s often a real experience gap in terms of what companies think they offer and what customers think they receive.鈥�

Research backs this up. According to a survey by consulting firm Bain听& Co, 80 per cent of CEOs think they’re providing a great customer experience 鈥� but only 8 per cent of their customers agree.

Yoghurt firm Chobani is one business that is bucking this trend, Perera says. Since launching in Australia in 2012, Chobani has used experience to become the country鈥檚 fastest growing yogurt brand.

鈥淐hobani realised it needed to get feedback from customers to improve their product. After asking the market about what people wanted, it found some customers wanted a different kind of product to the one they were offering. This group were eating breakfast differently. Some were skipping breakfast all together. So Chobani came up with new products.鈥� An example is the yoghurt pouch container it pioneered in its category.

鈥淐hobani championed the pouch, based on market research and feedback from customers captured by its 51风流Qualtrics platform. That feedback loop is really important in the experience economy to bridge the expectation gap. Companies need to get that feedback from customers, look at the data they have in their systems and respond to it,鈥� says Perera.

This involves collecting testimonials and reviews and conducting surveys to get a greater understanding about how to improve products and services. Then, it鈥檚 important to marry this with operational data contained in backend financial, manufacturing and supply chain systems to be able to deliver customers the experiences they are seeking.

That鈥檚 the best way to cater to the experiential expectations of customers, to achieve a great outcome for buyers and for the businesses from which they buy.

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What do we mean by a seamless or frictionless experience?

In a seamless or frictionless experience, a customer has no need to go to any extra effort to complete a transaction or interaction with the brand. The customer can get what they want, when they want it, and have it delivered or presented to them in a way that is convenient for them.

When creating seamless experiences there are three main things to be considered.

1. Meeting the customer where they want you to be. A seamless experience means a customer can interact with your brand in any way they choose, whether that鈥檚 via a smartphone, tablet, desktop or at a physical outlet.
2. Consistency. Regardless of which offline or online channel they choose to use they are presented with a consistent level of prompt service where the customer sees the same branding, values and tone. The information they are presented is consistent, accurate and up to date across channels 鈥� there is no need to reupdate or re-explain past interactions.
3. Personalisation. What may be a useful or a great experience for one person may not be for someone else. A seamless experience also needs to be a personalised experience.

Data plays a critical role

To create personalised and seamless experiences you need to really understand your customers and their different customer journeys. That means using as much data and insights about them and their experiences as possible.

From this data you can understand their preferences, their previous buying behaviour, preferred methods of communication, and identify the areas in their journey where they are likely to experience roadblocks and frustration.

Customers are increasingly aware that to receive better experiences and higher levels of personalised service they need to share their personal data. They are prepared to share that data if they are confident that their data will be safe and protected and that their privacy will be respected.

They also need to know that they still own the data that they share with companies 鈥� and they can change what and how it鈥檚 used, whenever they want. Remember, companies are only the custodians of customer data; we do not own it.

You need to have systems in place that allow customers to have complete control of their data. They need to be in control of how and when a company uses their data, in what contexts and how long the company can hold onto that data.

Removing the seams and the friction

Unfortunately, barriers and friction can easily emerge across enterprises and they can be difficult to identify before they cause frustration for a customer.

Friction can come in many forms and impact multiple customer touchpoints and channels. The addition of new customer channels can make existing problems even more complex.

To start unravelling these seams, companies need to put the customer at the heart of everything they do. They need to understand how customers move across multiple channels to complete tasks and request information. Consumers don鈥檛 think in terms of channels or company departments 鈥� they will only think whether the overall experience they have with your brand is either a good one or a bad one.

The ability to capture and analyse customer feedback in real time is critical to identifying areas that may be frustrating customers. Real-time feedback combined with insights gleaned from your operational data allows executives and CX leaders to fully understand the customer experience. Importantly, it encourages them to be more customer centric in their decision-making processes and the actions they take to resolve issues.

In the last decade or so, we have seen a strong shift where companies are no longer in charge or have control over the buying journey. In that regards power has well and truly shifted to the consumer. Fortunately, however, companies do have control of the experiences they create at every touch point along that journey. In today鈥檚 experience economy, companies with the best experiences for customers will see the best results.

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