The Total Economic Impact™
Of SAP Sales Cloud And SAPService Cloud
Benefits And Costs Of Modernizing Sales And Service
With SAP Sales Cloud And SAP Service Cloud
JUNE 2021

A FORRESTER TOTAL ECONOMIC IMPACT™ STUDY COMMISSIONED BY SAPTable Of Contents
Executive Summary ................................................. 1

Consulting Team: Henry Huang
Kara LukThe SAP Sales Cloud And SAP Service Cloud
Customer Journey ................................................... 6
Key Business Challenges....................................... 6
Investment Objectives ............................................ 7
Composite Organization ......................................... 8
Analysis Of Benefits .............................................. 10
Sales Force Automation-Driven Revenue Uplift .. 10
Service-Induced Revenue Post-Initial Sale .......... 12
Revenue Retention And Loyalty ........................... 14
Service Agent Efficiency....................................... 16
Infrastructure Rationalization Savings.................. 17
Flexibility ............................................................... 20
Analysis Of Costs .................................................. 21
License, Support, And Professional Services ...... 21
Implementation, Integration, And Management
Costs .................................................................... 22
Financial Summary ................................................ 25
Appendix A: Total Economic Impact ................... 26
Appendix B: Endnotes .......................................... 27

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THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUDExecutive Summary
SAP Sales Cloud and SAP Service Cloud are modern cloud-based solutions that drive
sales force automation and modernize customer service to elate customers. Using thesolutions together enables organizations to build a customer-focused approach that
amplifies sales with a lasting effect. Customer organizations realize lower operationalcosts, increase people efficiency, and create and then convert more opportunities tomaximize revenue.

SAP commissioned Forrester Consulting to conduct a
Total Economic Impact™ (TEI) study and examine
the potential return on investment (ROI) enterprises
may realize by deploying SAP Sales Cloud and SAPService Cloud. The purpose of this study is to provide
readers with a framework to evaluate the potential
financial impact of the two solutions sets onorganizations for sales force automation (SFA) andcustomer service management (CSM) needs.
Staying hyper-focused on customers has never been
more essential to winning and retaining business. At
the same time, it’s important to be agile and nimble tofocus on and personalize customer needs in the
moment that matters. Manual processes and legacy
tools are no longer sufficient. Transformation isnecessary — especially with increasing expectations
and demands from customers about the service
delivered. SAP Sales Cloud and SAP Service Cloudare foundational solutions for organizations that needto modernize the way they manage customer
relationships.
To better understand the benefits, costs, and risks
associated with this investment, Forrester interviewed
five customers with experience using SAP Sales
Cloud and SAP Service Cloud. For the purposes ofthis study, Forrester aggregated the experiences of
the interviewed customers and combined the results
into a single composite organization.
Prior to using SAP Sales Cloud and SAP Service
Cloud, the interviewees’ organizations utilized legacy

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUDKEY STATISTICS

Return on investment (ROI)

Net present value (NPV)

372%€53.6M

methods of managing customer relationships. These
were often combinations of databases andspreadsheets to track customer information andcustomer service. While this method worked, theorganizations lacked cohesive user interfaces (UIs),
centralized repositories, and — most importantly —the automation they needed to win over customers at
scale. These organizations were at a disadvantage
and required significant manual input to keep theircustomers happy, especially when compared to thecompetition. With several solutions on the market,

SAP Sales Cloud’s sales
force automation creates
revenue uplift:+4.9%
decision-makers had two key considerations top ofmind: 1) integration with existing systems such as

1

EXECUTIVE SUMMARY

Our team was getting stagnated in terms ofgrowth, and we needed to really go out and start
converting more business. Realizing that our sales
and service tools were the primary cause of thestagnation, this started our journey to modernize andto really look at SAP Sales Cloud.
– Senior director of sales operations and effectiveness, construction

enterprise resource planning (ERP) software and 2)
cloud delivery to fit with the greater digitaltransformation efforts and the associated benefits ofcloud usage such as scalability, lower cost ofownership, and consistent product updates.

tedious steps like tracking historical customer
data. Over a three-year period, the composite
organization gains 4.9% in closed sales per year,
leading to a revenue uplift of €24,209,512, PV.
•

SAP Service Cloud uplifts net new revenuesby 10%. Customer-service management tools
play an important not only in maintaining
customer satisfaction, but also in driving
additional sales from existing customers.
Organizations see two types of revenue uplift:
increased net new product sales and increased
service contract sales. When the composite
organization uses SAP Sales Cloud and SAPService Cloud together in tandem, the end-to-end
visibility of customer accounts and the overall
wealth of information produces €29,803,306 PV
in additional revenue over three years.

•

Revenue retention and loyalty is improved
and reduces customer churn by 8% to 12%.
Having improved visibility, proactive casehandling, and resolution intelligence increases
customer loyalty. The interviewees’ organizations
saw a 10% average reduction in customer churn
primarily due to SAP Service Cloud. The
composite organization reduces the revenue lost
to attrition by €4,092,740 PV over three years.

After investing in SAP Sales Cloud and SAP Service
Cloud, the organizations realized significant boosts in
productivity and customer satisfaction. It also enabledscalability in regions beyond their headquarters. Most
importantly, the improved operations in sales andservice functions uplifted revenues. Using the twosolutions together created a multiplier effect fororganizations to keep their customers satisfied, andthis led to greater returns than simply deploying oneof the two solutions. Forrester’s findings from theinterviews are applied to the composite organization.
KEY FINDINGS
Quantified benefits. Risk-adjusted present value(PV) quantified benefits include:•

Sales force automation enabled by SAP Sales
Cloud drives a revenue uplift of 4.9%. Annual
revenues that depend on manual sales efforts
benefit greatly from sales force automation within
SAP Sales Cloud. Having full customer lifecycle
management in a centralized repository allows
sales teams to build relationships while reducing

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

2

EXECUTIVE SUMMARY••

Customer service agent efficiency isimproved by 50%. Operationally, the composite
organization is able to realize significantly greatercall-handling efficiency with better routing,intelligent resolution suggestions, and having
single-pane-of-glass visibility. The total time-toresolution decreases by 50%, negating the needto hire additional staff during periods of growth
while improving the employee experience (EX).
The composite organization sees productivity
gains of €6,473,577 PV over a three-year period.
Infrastructure is rationalized with the move tocloud with SAP Sales Cloud and SAP Service
Cloud, saving €3,455,529 over three years.
Retiring hardware and related infrastructures
does not produce savings because organizations
pay for them in perpetuity. But moving to SAP
Cloud Services provides substantial benefits
around software licenses, support, and services.
IT operations staff are able to focus on other•

Implementation, integration, and otherinternal costs totaling €9,775,568 PV overthree years. The cost of the internal laborneeded to implement and integrate SAP Sales
Cloud and SAP Service Cloud into various tools(that may be non-SAP based) is included in thiscost category. Additionally, Forrester included thecost of training and ramp time for agents toreflect the time they spend bringing resources tooperate optimally.

The customer interviews and financial analysis foundthat a composite organization experiences benefits of€68.03 million over three years versus costs of€14.41 million, adding up to a net present value(NPV) of €53.62 million and an ROI of 372%.

SAP Service Cloud
combined with SAP
Sales Cloud delivers
additional uplift:+10%value-add activities instead of merely keeping
operations running.
Costs. Risk-adjusted PV costs include:•

License, support, and professional service
are €4,634,812 PV over three years. The cost of
licensing is scaled with the number of sales
agents and service agents. With both solutions inplace, the composite organization incurs a cost of€4,634,812 at list levels over three years. This
cost includes third-party professional services forplanning and implementation, but it excludes
internal labor.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

3

EXECUTIVE SUMMARYROI

BENEFITS PV

NPVPAYBACK

372%

€68M

€53.6M<6monthsBENEFITS (Three-year)€3,455,529

Infrastructure rationalization savings€6,473,577

Service agent efficiency€4,092,740

Revenue retention and loyalty€29,803,306

Service induced revenue post initial sale

€24,209,512

Sales force automation driven revenue uplift€0€10,000,000 €20,000,000 €30,000,000

SAP Sales Cloud amplifies the work done bysales teams, producing a 4.9% uplift inrevenues.
SAP Service Cloud improves loyalty andreturns by up to 12%, coupled with 50%
greater efficiency by customer service
agents.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUDSAP Service Cloud delivers sales force
automation and customer service
management quickly from the cloud to global
locations.

4EXECUTIVE SUMMARYTEI FRAMEWORK AND METHODOLOGY
From the information provided in the interviews,
Forrester constructed a Total Economic Impact™
framework for those organizations considering an
investment in the SAP Sales Cloud and SAP Service
Cloud solutions.

DUE DILIGENCE
Interviewed SAP stakeholders and Forrester
analysts to gather data relative to the SAP Sales
Cloud and SAP Service Cloud solutions.

CUSTOMER INTERVIEWS
The objective of the framework is to identify the cost,benefit, flexibility, and risk factors that affect theinvestment decision. Forrester took a multistep
approach to evaluate the impact that the SAP Sales
Cloud and SAP Service Cloud solutions can have onan organization.

Interviewed multiple decision-makers at fiveorganizations using the SAP Sales Cloud and
SAP Service Cloud solutions to obtain data withrespect to costs, benefits, and risks.

COMPOSITE ORGANIZATION
Designed a composite organization based on
characteristics of the interviewed organizations.

FINANCIAL MODEL FRAMEWORK
Constructed a financial model representative of
the interviews using the TEI methodology and
DISCLOSURES

risk-adjusted the financial model based on

Readers should be aware of the following:

issues and concerns of the interviewed

This study is commissioned by SAP and delivered byorganizations.

Forrester Consulting. It is not meant to be used as acompetitive analysis.
Forrester makes no assumptions as to the potential ROI

CASE STUDY
Employed four fundamental elements of TEI in

that other organizations will receive. Forrester strongly

modeling the investment impact: benefits, costs,

advises that readers use their own estimates within theflexibility, and risks. Given the increasing

framework provided in the study to determine theappropriateness of an investment in the SAP Sales Cloudsophistication of ROI analyses related to IT

and SAP Service Cloud solutions.

investments, Forrester’s TEI methodology

SAP reviewed and provided feedback to Forrester, but

provides a complete picture of the total

Forrester maintains editorial control over the study and its

economic impact of purchase decisions. Pleasefindings and does not accept changes to the study that
contradict Forrester’s findings or obscure the meaning of

see Appendix A for additional information on thethe study.

TEI methodology.

SAP provided the customer names for the interviews but
did not participate in the interviews.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

5

The SAP Sales Cloud And SAP Service Cloud Customer Journey
Drivers leading to the SAP Sales Cloud and SAP Service Cloud solutions investment

Interviewed Organizations
Industry

Region/Revenue

Interviewee

Use case

Manufacturing

Global/€100M+-

Internal consultant

SFA+CSM

Marketing

Europe/€100M+-

Head of technology services

SFA+CSM

Construction

Global/€1B+-

Senior director of IT
Senior director of sales operations
and effectiveness

SFA

ApparelGlobal/€1B+-

IT director
Director of customer systems

CSM

Healthcare

Americas/€1B+

Director of global platforms andcustomer care
IT manager

CSM-

KEY BUSINESS CHALLENGES
The interviewees told Forrester about their previous
solutions for sales force automation and customer
service management, and several common themes
emerged. Specifically, their organizations wereunable to easily manage sales pipelines andcorrelate specific information to customer profiles.
This led to missed opportunities and poor customer
service. These issues primarily stemmed from using
disparate systems of record and lacking a single
pane of glass to provide visibility. Additionally, theorganizations’ sales and service business units weresiloed, and there was not a clear and free transfer of“We had to be more efficient interms of the way we dealt withcustomers, and the very fact that
our salespeople and operational
staff will no longer go in blindmeans that there is now real valuethat we can offer the customer.”
Head of technology services, marketing

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD“[SAP Service Cloud] isimplemented in at least eightlanguages worldwide. We have[representatives] each operating intheir own home language, and they
still have that consistent visibilityof our data structures andfinancials for our agents.”
Director of global platforms and customer
care, healthcare

information between the two to make the most ofopportunities. Going more in depth, the organizations
faced these struggles:•

The inability to manage sales pipelines led toshortfalls at the end of the quarter or year. By
using legacy tools (e.g., the combination of
spreadsheets and databases or homegrownsolutions), the correlating information needed toplan and act on opportunities was difficult tostitch together. This caused missed insights.

6

THE SAP SALES CLOUD AND SERVICE CLOUD CUSTOMER JOURNEY••

The lack of information flow between thesales and service departments createdcustomer churn and missed sales
opportunities, even when customer
perception was positive. When things wentright, the organizations couldn’t capitalize on
scenarios in which service delivery was excellent.
Similarly, one interviewee said that whensituations played out poorly due to service, sales
staff would walk into literal “landmines.” Decisionmakers deeply desired democratization of
information so that every opportunity could flip torevenue.

Manual processes to keep up to date withcustomer profiles were no longer sufficient.
Without automation, the organizations’employees would put in hours just to reconcile
and correlate information about customer
accounts, and they would often forget many
activities and touchpoints in the process. While
many of the organizations had well-defined sales
processes, they only provided limited coverage.

“Those who had joined thecompany in the prior six years
really hadn’t used much ofanything other than Excel andMicrosoft Suite stuff. And those
who would come from othercompanies that joined us said,‘Wow! How can you survive withouta CRM system?’”
Senior director of sales operations andeffectiveness, construction

Customer data was growing exponentially, but it
was seemingly worthless without a system toconnect the dots. One interviewee said, “Whatyou cannot see, you cannot manage.”

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD•

Customer service delivery lagged and caused
revenue leakage. While interviewees said they
don’t think of customer service centers as profit
centers, they do believe customer service is
crucial to being able to retain customers after the
initial sale. A lack of adequate service erodes
brand reputation and leads to decreased overallsales. Decision-makers also realized that the
opposite would have a reverse effect.

INVESTMENT OBJECTIVES
The interviewees’ organizations searched for asolution that could:•

Improve agility. Interviewees said being able toscale at will is crucial, especially when an
organization expands globally. A senior directorof IT stated:•“We’ve had to change some of our workflows
because of [SAP Sales Cloud and SAP Service
Cloud], but it does mean that we now haveconsistency, and we are able to scale theprocess around the world easily.”“In the service area, we have muchbetter retainment of customers. It’s
great, and I think it approaches 10% in
terms of improvement.”
Manager CX portfolio, manufacturing

The interviewees also emphasized theimportance of having cloud-based architecture asa foundational piece that can be stood up andallocated to sales agents and service agentsaround the world to provide localized
experiences. With the global customers attitudes
and markets changing rapidly, having the ability
to pivot and hone in on specific customer needs

7THE SAP SALES CLOUD AND SERVICE CLOUD CUSTOMER JOURNEY

became more important than ever to theorganizations.
••

Modernize feature sets and functionality on
sales processes and service delivery. Many of
the interviewees’ organizations used internallybuilt tools to manage their sales and service
workflows, but they provided few updates toincrease automation and productivity. In global
environments that required multiple instances,
this was even more difficult with varying
infrastructures in place. One senior director ofsales operations and effectiveness said:“Because our customers are global, it was
important for us to have something that was also
global and able to provide the data that our
representatives needed in all the regions… This
is not easily doable with cost in mind with onprem infrastructure.”
Without having a continually updated tool, theinterviewees’ organizations often lacked theautomation and insight creation that makeproductive sales conversions possible. This left
unturned opportunities on the table. It would havebeen extremely helpful to have features like
intelligent remediation or advanced routing, but itwould have been nearly impossible to build out
without making significant investments in toolsthat would be isolated from digital transformation
strategies.

•

Bring silos back together to paint a full 360degree view of the customer. Each of theinterviewees said it was crucial for theirorganization to understand the customer on a
deeper level. One interviewee characterized thisas having an end-to-end understanding of thecustomer lifecycle with their organization’s brand,
and they said bringing together service and sales
departments with related historical data was key
to understanding the entirety of the customer
journey.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD•

Invigorate sales with updates to bothprocesses and technologies. Sales growth had
stagnated for some of the interviewees’organizations, but mostly for those that required
manual input. Digital sales processes weregrowing, but manual sales processes didn’t get
the attention they deserved because certain
things simply were not conducive to online sales
motions.
The head of technology services at a marketingorganization stated: “We had to refine and shift
our operating model because the old one wasn’t
working in this new age. To do that, we needed asystem that would allow us to see all thecustomer touchpoints. With both SAP Service
Cloud and SAP Sales Cloud, we have a system“SAP Sales Cloud and SAP Service
Cloud are now mainstays of ourorganization. They very much allow
us to have a 360-degree view of thecustomer. And that was really oneof the main reasons we went with[the solutions]. They [gave] us theability to see the different
touchpoints that customers would
have with our organization.”
Head of technology services, marketingthat allows our teleservice people and oursalespeople to make multiple touchpoints tomake things truly meaningful.”

COMPOSITE ORGANIZATION
Based on the interviews, Forrester constructed a TEI
framework, a composite company, and an ROI
analysis that illustrates the areas financially affected.
The composite organization is representative of the8THE SAP SALES CLOUD AND SERVICE CLOUD CUSTOMER JOURNEY

interviewees’ companies, and it is used to present theaggregate financial analysis in the next section. The
composite organization has the following
characteristics:
Description of composite. The composite
organization is a global B2B organization with over€800 million in annual revenues. Sales are conducted
via digital and direct sales channels. Because someproducts are too complex for easy digitaltransactions, the organization sells roughly 50% of its
products through its manual sales channels. Thisentails those that are of higher value or those thathave a high level of configurability. Digital commerceis expected to increase in the future, but there simply
is not a replacement for human-to-human sales
where relationships and service matter. Because
service is also revenue-generating for thisorganization, customer service delivery was up formodernization. Given this, it was important for
decision-makers to explore future opportunities with amodern SFA and CSM solution.

Key assumptions

•
•
•
•
•

B2B organization€800M annual revenue
5,000 FTE
500 sales FTE
300 customer service
FTE• Migrated from
homegrown CSM andbasic productivity tools

Deployment characteristics. The organization has
global operations with multiple contact centers and300 customer agents. Additionally, its sales force isalso distributed globally with a staff of 500 FTE. Dueto an existing base of SAP services, the composite
organization is able to easily integrate and deploy thefull gamut of functions in SAP Sales Cloud and SAPService Cloud within months. Similarly, newprocesses and workflows are introduced in the firstyear. Sites around the world are able to leverage thesame functions because it was seamless to activate
the SAP cloud delivery.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

9

Analysis Of Benefits
Quantified benefit data as applied to the composite

Total Benefits
Ref.

BenefitYear 1

Year 2

Year 3

Total

Present Value

Atr

Sales force automation-driven
revenue uplift€9,604,000€9,680,832€9,953,105€29,237,937€24,209,512

Btr

Service-induced revenue
post-initial sale

€11,440,000€12,012,000€12,612,600€36,064,600€29,803,306

Ctr

Revenue retention and loyalty€1,264,640€1,659,840€2,091,398€5,015,878€4,092,740

Dtr

Service agent efficiency€2,603,121€2,603,121€2,603,121€7,809,364€6,473,577

Etr

Infrastructure rationalization
savings€1,146,960€1,529,280€1,529,280€4,205,520€3,455,529

Total benefits (risk-adjusted)€26,058,721€27,485,073€28,789,505€82,333,300€68,034,664

SALES FORCE AUTOMATION-DRIVEN REVENUEUPLIFT

upon the existing state of tools provided to thesales group.

Evidence and data. Interviewees said that better
equipping sales associates with tools that provided
full 360-degree visibility was key for theirorganizations. Decision-makers saw the inefficienciesof aggregating data and manually managing
customer relationship information. The result, ofcourse, was a lack of ability to capitalize on sales
opportunities.

Modeling and assumptions. Based on information
provided by the interviewees, Forrester assumes thefollowing about the composite organization:•

Interviewees said disparate data led tounproductive customer engagements orinteractions that never utilized available insights.

•

Workflows were cumbersome, and sales
associates manually piecemealed informationfrom siloed data repositories.

••

The organizations did not automate mundane
tasks that could have been, and this led to
extraneous work and missed touchpoints to growcustomer relationships.
Interviewees said their organizations’ sales
improved between 3% to 10%, which hinged

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD•

Due to trends with automation and digitalization(both on the vendor and consumer fronts),
Forrester expects revenue channels to lean
toward digital and nontraditional sales channels.
If the composite organization starts at 50% ofrevenue derived from digital/self-service sales,
Forrester expects this figure to increase
incrementally each year. In Year 3, these accountfor 53% of all sales.

•

Human-dependent sales will continue to play alarge role. The SFA will assist, but it will slightly
decrease its involvement over time as bothconsumers and vendors shift to the digital age.

•

The increase in sales due to SFA is undeniable
and has been pegged at 4.9% from the tools andassociated effects of SAP Sales Cloud.

•The attribution to SAP Sales Cloud is higher than
the standard one-third split between people,

10

ANALYSIS OF BENEFITS

processes, and technology. Quite simply, thetechnology is the foundational bedrock thatenables new processes and allows people to do
more.

“The fact that [sales
representatives] control and havean understanding of what thecustomer does and what type of a
relationship we have or how the
relationship is progressing saves
us a ton of manpower, and it
increases customer satisfaction.”

Results. To account for these risks, Forrester
adjusted this benefit downward by 30%, yielding athree-year, risk-adjusted total PV (discounted at 10%)of €24,209,512.

Revenue uplift from SAP
Sales Cloud€24.2 million

36%

three-year
benefit PV

Head of technology services, marketing•

Revenue uplift from SAP Sales Cloud isrepeating in nature, and it will continue to deliver
across multiple years. Forrester expects thecapabilities to stay competitive as the platform
continues to be updated and pushed to thecomposite organization.

Risks. Forrester identified risks that could potentiallychange the benefit value calculated, including:•

Organizations have different levels of readinessamong the people and process segments. Thismeans that if these processes are built out
thoroughly, the resulting gains from SFA will belightened, including the attribution of the benefit
to the software solution.

•

B2B and B2C organizations have different sales
splits between those that require a sales
associate versus those that do not require an
associate. This can vary significantly, so readers
should keep in mind what is truly applicable withSAP Sales Cloud.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

11

ANALYSIS OF BENEFITS

Sales Force Automation-Driven Revenue Uplift
Ref.

MetricSourceYear 1

Year 2

Year 3

A1

Annual revenue

Composite€800,000,000€840,000,000€882,000,000

A2

Revenue channels using sales force
automation SFA

Interviews

50%

48%

47%

A3

Increase in closed sales rate due to SFAInterviews

4.9%

4.9%

4.9%

A4

Attribution to SAP Sales Cloud

Interviews

70%

70%

70%

At

Sales force automation-driven revenue
upliftA1*A2*A3*A4€13,720,000€13,829,760€14,218,722

Risk adjustment↓30%€9,604,000€9,680,832€9,953,105

Atr

Sales force automation-driven revenue
uplift (risk-adjusted)
Three-year total: €29,237,937

Three-year present value: €24,209,512“SAP has improved our sales andcustomer service efficiency andproductivity while also probably
making our customers happy thatthey are not being called by two
different people on the same day
either about the same thing or thefact that the left hand isn’t talking
to the right hand.”SERVICE-INDUCED REVENUE POST-INITIAL
SALE
Evidence and data. Service-level improvements
don’t just affect customer retention and loyalty, butmany interviewees said they also drove additive netnew sales. They noted two key components of upsell
opportunities created by improved levels of service
delivery: 1) net-new product sales (which aresometimes completely distanced from the originallypurchased items) and 2) increased service contracts
due to greater faith in the service delivery. Forrester
attributes the improvements to the following findings:••

Customers who made a prior purchase and noted
excellent service delivery (e.g., for a service visit
or overnight replacement) became more
confident to purchase other items from thatvendor. Regardless of the type of organization,
sales that originated from the customer service
branch grew by a median of 10%, and one
organization gained as much as 50%.

Head of technology, marketing

elated by the service, there was an increase of
5% in service-contract amounts purchased.
•

Interviewees made it clear that without having a
total 360-degree picture that included theinformation from SAP Sales Cloud, service
agents would not have been able to garner the
additive sales. In essence, this is a “better
together” story with the integration and visibility ofdata that allows agents — either on the sales orservice side — to complete the deal.

Customer service or warranty contracts also
increased with improved service delivery.
Interviewees reported that when customers were

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

12

ANALYSIS OF BENEFITS•“Often, you’ll find that our service
agents are really good at upsellingon the phone. They have the skills
to sell you something new when
you’ve already got many thingsfrom us. For instance, if you want
to repair your old jacket, we’ll beable to capture that and get three
more things in your basket. How
SAP draws information out to makethis happen is what’s important.”

Variances in the attach rate of service contracts
for B2C organizations, which may see asignificant delta.

Results. To account for these risks, Forrester
adjusted this benefit downward by 50%, yielding athree-year, risk-adjusted total PV of €29,803,306.

SAP Service Cloud and SAP Sales
Cloud together create newopportunities

Director of customer systems, apparel€29.8 million

Modeling and assumptions. Based on information
provided by the interviewees, Forrester assumes thefollowing about the composite organization:•

Service and support contracts are tied to initialsales in different ways between verticals – but asan average, Forrester based this on an attachrate of 38%, largely based on interview data.

•

Uplift percentages for both net-new products andadditive service contracts are based on interview
data.

•

Attribution of the effects of the uplift are allocatedlargely to the two SAP solutions because they
enabled the creation of new processes andpeople efficiencies.

•

All figures are based on the assumption of an€800-million organization with 12% of its revenue
based on service-related activities.

three-year
benefit PV

44%

Risks. Forrester identified risks that could potentiallychange the benefit value calculated, including:•

The breadth of products, which can affect the
net-new product sale uplift.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

13

ANALYSIS OF BENEFITS

Service-Induced Revenue Post-Initial Sale
Ref.

MetricSourceYear 1

Year 2

Year 3

B1

Service and support attach rate

Composite

38%

38%

38%

B2

Revenue uplift percentage

Interviews

10%

10%

10%

B3

Revenue uplift in net-new product sales
due to improved service levels and visibility

A1*B1*B2€30,400,000€31,920,000€33,516,000

B4Annual revenue under service and support
contract

Assumption: 12%
total revenues areservice-based€96,000,000€100,800,000€105,840,000

B5

Increase in service contract purchases

Interviews

5%

5%

5%

B6

Revenue uplift on additive service contracts

B4*B5€4,800,000€5,040,000€5,292,000

B7Attribution to SAP
Service Cloud

Assumption

65%

65%

65%

Bt

Service-induced revenue post-initial sale

(B3+B6)*B7€22,880,000€24,024,000€25,225,200

Risk adjustment↓50%€11,440,000€12,012,000€12,612,600

Btr

Service-induced revenue post-initial sale(risk-adjusted)
Three-year total: €36,064,600

REVENUE RETENTION AND LOYALTY
Evidence and data. Interviewees told Forrester thatloyalty was top of mind when tackling customer
service management and being able to provide toplevel service to prevent customer churn. Loyaltybased retention is significantly cheaper than theacquisition costs of new customers, not to mention
the trust and loyalty that needs to be built from theground up.
••

The interviewees’ organizations were losing
between 7% to 14% of their B2B customers
annually.
The full end-to-end visibility created by SAP
Service Cloud allowed agents to fix situations
more intelligently, especially as it pertained toclients who had historically had issues.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

Three-year present value: €29,803,306•

Proactive alerts allowed agents to take apreemptive approach to customer service
management and to actively approach situations
that might become problematic before theymaterialized.

•

The organizations’ successes with SAP Service
Cloud were based on a multipronged approach ofpeople, process, and technology. Technology
was the crucial part to bringing the people andprocesses together.

Modeling and assumptions. Based on information
provided by the interviewees, Forrester assumes thefollowing about the composite organization:•

Service and support has an attach rate of 38%
for total orders, so these are the only
customers/orders that can be affected by service
and support.

14

ANALYSIS OF BENEFITS•

Attribution to SAP Service Cloud for the gain incustomer retention is set at 65% because
process and people matter in the overall schema.

•

There is a noted increase in customer retention
due to better levels of service — partially fromincreasingly effective agents and partially from amore complete knowledge base for self-help.
Customer churn was reduced by 8% to 12% overthe course of a three-year span.

Customer retention is
improved with SAP
Service Cloud•

Customer churn is based on industry verticals
where alternate products/services are available.
For some industries, the churn rate could besignificantly lower due to a lack of replacementcompetitor.

Results. To account for these risks, Forrester
adjusted this benefit downward by 20%, yielding athree-year, risk-adjusted total PV of €4,092,740.

Increase loyalty retentionof customers

6%

Up to 12%€4.1 million
three-year
benefit PV“Customers always had a queue
when calling to speak to ourcustomer service, which wasn’t
ideal for us as a luxury company.
The more time we can efficiently
help and sell to customers without
detracting from that luxury
experience, the more time we havewith the customers to nurture thecustomer relationship and sell.”Director of customer systems, apparel

Risks. Forrester identified risks that could potentiallychange the benefit value calculated, including:•Some organizations are more prone to customer
churn than others, which is often tied to industry
vertical.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

15

ANALYSIS OF BENEFITS

Revenue Retention And Loyalty
Ref.

MetricSourceYear 1

Year 2

Year 3

C1

Service and support attach rate

B1

38%

38%

38%

C2

Effective retention bleed prior to SAP
Service Cloud

Interviews

10%

10%

10%

C3

Reduction in retention leakage

Interviews

8%

10%

12%

C4

Attribution to SAP
Service Cloud

Assumption

65%

65%

65%

Ct

Revenue retention and loyalty

A1*C1*C2*C3*C4€1,580,800€2,074,800€2,614,248

Risk adjustment↓20%€1,264,640€1,659,840€2,091,398

Ctr

Revenue retention and loyalty (riskadjusted)
Three-year total: €5,015,878

SERVICE AGENT EFFICIENCYEvidence and data. With improved routing,suggestions based on artificial intelligence (AI) andmachine learning (ML), and lifetime tracking ofaccounts, SAP Service Cloud delivered substantial
benefits to the interviewees’ organizations when they
moved from homegrown or rudimentary/legacy
systems. Some benefits included self-service
knowledge bases, intelligent routing to the proper
departments, and remediation assistance.
Interviewees also revealed the following:•

End-to-end remediation became more than 50%
faster, and it often required less hops to various
groups as full visibility was readily presented.

•

In general, contact volume shifted to be moreemail-based due in part to available help tracks
available online.

•

The empowerment of customer service agents
had a side benefit of increasing work satisfaction.
Interviewees could not calculate this, but it isimportant. Due to historically high rates of
employee churn in this the segment, this could
potentially lead to significant savings.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

Three-year present value: €4,092,740•

In general, service agents were able to improvetheir first call resolution (FCR) rates. This has
been integrated with the overall reduction in timeto-remediation, but it has not been split out by the
number of calls and groups due to insufficient
data.

Handle more calls byusing SAP Service Cloud

50%

16

ANALYSIS OF BENEFITS

Risks. Forrester identified risks that could potentiallychange the benefit value calculated, including:••Service agent efficiency

The use of self-service and the complexity of theservice provided can alter the relative benefit
gained in call efficiency. For example, the degree
to which email support rises to displace callsupport can change the indicated caseresolution.

9%€6.5 million
three-year
benefit PV

Forrester assumes that 60% of the time
recaptured from the efficiency savings can be putback to productive use, but this may vary fromfirm to firm.

Results. To account for these risks, Forrester
adjusted this benefit downward by 10%, yielding athree-year, risk-adjusted total PV of €6,473,577.

Service Agent Efficiency
Ref.

MetricSourceYear 1

Year 2

Year 3

D1

Customer service agents

Composite

300

300

300

D2

Call-handling efficiency gain

Interviews

50%

50%

50%

D3

Customer service agent annual fully loaded
compensation

Assumption€49,442€49,442€49,442

D4

Productivity capture

Assumption

60%

60%

60%

D5

Attribution to SAP Service Cloud

Interviews

65%

65%

65%

Dt

Service agent efficiency

D1*D2*D3*D4*D5€2,892,357€2,892,357€2,892,357

Risk adjustment↓10%€2,603,121€2,603,121€2,603,121

Dtr

Service agent efficiency (risk-adjusted)
Three-year total: €7,809,364

INFRASTRUCTURE RATIONALIZATION SAVINGS
Evidence and data. As the interviewees’organizations shifted toward cloud-offerings fromtraditional on-premises solutions, it became clear
how the capex and opex equation was being
reduced. More specifically, interviewees noted that:

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

Three-year present value: €6,473,577•

On-premises servers hosting legacy database
repositories and homegrown systems could be
retired. While the servers had high initial capitalcosts, retiring them did not reflect as a potential
gain because the organizations paid for them inperpetuity.

17

ANALYSIS OF BENEFITS•

Support and maintenance costs for the legacy
stack stopped after switching to SAP Sales Cloudand SAP Service Cloud. This commonly included
support contracts for infrastructure/hardware andsoftware contracts (both external and/or internal
indirect costs).

•

The organizations rationalized software license
costs for multiple tools, so they no longer incur
annual costs.

•

Due the contracts deployed by an organizationon the legacy stack, this increases the variability
in not only the cost of the software, but theassociated support and management of which.

“Having one global service system
has definitely reduced our costfrom an infrastructure and IT
support resource perspective.
Having one consolidated system
was huge in reducing our IT costs.”

Eliminate and rationalize
existing support andservice plans with SAP

Director of global platforms and customer
care, healthcare

12% of total existing
capex spend

Results. To account for these risks, Forrester
adjusted this benefit downward by 10%, yielding athree-year, risk-adjusted total PV of €3,455,529

Modeling and assumptions. Based on information
provided by the interviewees, Forrester assumes thefollowing about the composite organization:••

External support plans range from 10% to 20% of
the cost of hardware and software. Forrester
used 12% because it most closely aligns withinterviewees said.
Internal service, support, and maintenance carrya cost of approximately 10% of the cost of thesoftware and hardware.

Infrastructure stackrationalization savings
5%€3.5 million
three-year
benefit PV

Risks. Forrester has factored a risk that could
potentially change the benefit value calculated.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

18

ANALYSIS OF BENEFITS

Infrastructure Rationalization Savings
Ref.

MetricSourceYear 1

Year 2

Year 3

E1

Infrastructure hardware in place (paid for inperpetuity)

Interviews€1,800,000€2,400,000€2,400,000

E2Software

Interviews€720,000€960,000€960,000

E3Internal service, support, and maintenance(E1+E2)*10%€252,000€336,000€336,000

E4External support plans(E1+E2)*12%€302,400€403,200€403,200

Et

Infrastructure rationalization savings

E2+E3+E4€1,274,400€1,699,200€1,699,200

Risk adjustment↓10%€1,146,960€1,529,280€1,529,280

Etr

Infrastructure rationalization savings (riskadjusted)
Three-year total: €4,205,520

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

Three-year present value: €3,455,529

19

ANALYSIS OF BENEFITSFLEXIBILITY
The value of flexibility is unique to each customer.
There are multiple scenarios in which a customer
might implement SAP Sales Cloud and SAP Service
Cloud and later realize additional uses and business
opportunities, including:•Integration with other SAP solutions for fastertime-to-value and greater automation. Whenpaired with other solutions such as SAP
Commerce Cloud and SAP S/4HANA, SAP Sales
Cloud and SAP Service Cloud can do even more
without tedious integration. Interviewees said
they are elated that everything is now brought
together to truly serve their customers without
extraneous back and forth work between tools.

•

Modernization without addition work. Because
SAP Sales Cloud and SAP Service Cloud aresoftware-as-a-service (SaaS)-delivered products,
new features and functionality are often pushed
to the customers multiple times per year,
eliminating the need for organizations to build out
advanced features.

Flexibility would also be quantified when evaluated aspart of a specific project (described in more detail in
Appendix A).

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

20

Analysis Of Costs
Quantified cost data as applied to the composite

Total Costs
Ref.

Cost

InitialYear 1

Year 2

Year 3

Total

Present Value

Ftr

License, support, andprofessional services€1,990,800€0€1,675,800€1,675,800€5,342,400€4,634,812

Gtr

Implementation,
integration, andmanagement costs€803,940€6,616,385€1,874,005€1,874,005€11,168,335€9,775,568

Total costs (riskadjusted)€2,794,740€6,616,385€3,549,805€3,549,805€16,510,735€14,410,380

the cost will change in a predictable fashion andonly require a shift in licenses.

LICENSE, SUPPORT, AND PROFESSIONALSERVICES
Evidence and data. The interviewees’ organizations
paid SAP or SAP partners for cloud subscription feesand professional services to assist in planning andimplementation. Support and service were alreadyincluded in the cost of licensing. Interviewees told
Forrester:•In general, the licenses were priced fairly andlower than alternate SFA and CSM solution
providers.

•

Professional services sometimes came fromthird-party systems or from SAP directly.

•

License pricing is based on the number of user
seats purchased, and it can be adjusted to fit thescaling of an organization’s needs.

•

Growth in user seats does not occur due to theimproved efficiency of sales and service agents.

•

SAP provides professional services andencapsulates assistance to integrate SAP Sales
Cloud and SAP Service Cloud into an existing,on-premises SAP environment.

•

All pricing is presented at list levels.

Risks. Professional services costs may varydepending on an organization’s vendor/partner if it is
not SAP. Additionally, existing infrastructures canpresent challenges depending on the complexity ofthe existing data repositories and technology
platforms that require more or less effort.

Modeling and assumptions. Based on information
provided by the interviewees, Forrester assumes thefollowing about the composite organization:•

The organization purchases licenses before thestart of usage. Hence, this cost is incurred during
the initial period rather than in Year 1.

•

The SAP pricing model is predictable, and unlike
traditional on-premises systems, it should beeasy for organizations to budget for it. If
exponential growth or drastic shrinkage occurs,

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

21

ANALYSIS OF COSTS

Results. To account for this risk, Forrester adjusted
this cost upward by 5%, yielding a three-year, riskadjusted total PV (discounted at 10%) of €4,634,812.

Licensing and professional
services costs

32%€4.6 million

three-year costPV

License, Support, And Professional Services
Ref.

MetricSourceInitialYear 1

Year 2

Year 3F1

SAP Sales Cloud license costs

Interviews€1,020,000€0€1,020,000€1,020,000

F2

SAP Service Cloud license costs

Interviews€576,000€0€576,000€576,000

F3

Professional services

Interviews€300,000

€0

€0

€0

Ft

License, support, and professional
services

F1+F2+F3€1,896,000€0€1,596,000€1,596,000

Risk adjustment↑5%€1,990,800€0€1,675,800€1,675,800

Ftr

License, support, and professional
services (risk-adjusted)
Three-year total: €5,342,400

IMPLEMENTATION, INTEGRATION, AND
MANAGEMENT COSTS
Evidence and data. The costs of implementation,
integration, and management are internally borne,
and they do not typically appear on income
statements. The activities include planning, testing,and implementation along with training and ramping
up employees. The interviewees said:

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

Three-year present value: €4,634,812•

This cost category involves a variety of personnel
including IT engineers, business-level leads,
sales associates, and customer service agents.

•

Implementation and training cost the least interms of time.

•

Ramp-up costs for employees to become truly
effective required the most time and effort.
Organizations sometimes needed up to a monthof time per agent or associate multiplied byhundreds of these employees.

22

ANALYSIS OF COSTS

Modeling and assumptions. Additive assumptions
and metrics were applied on the following cost factors
for the composite:•

The employee turnover rate for sales andcustomer service agents is 39.4%, according to
the US Bureau of Labor Statistics.1 In the EU,
where this labor sector is highly unionized, theturnover rates are 10.2%, according to Eurostat
data.2 Because the composite organization is
global, Forrester used both figures to calculate an
average turnover rate of 24.8%•

Employee turnover will lead to continued training
and ramp-up time.

•

The ramp-up time required in Year 2 and Year 3
is expected to be shorter because of better
documentation and because the majority ofworkers will already be acclimated with the SAP
products.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

Risks. Forrester identified risks that could potentiallychange the investment costs calculated, including:•

The complexity of workflows, which directly
impacts the amount of time for training and ramp.

•

The complexity of implementation and integration
due to existing infrastructures and data sources.

Results. To account for these risks, Forrester
adjusted this cost upward by 25%, yielding a threeyear, risk-adjusted total PV of €9,775,568.

Internal costs of implementation,
integration, and training€9.8 million
three-year cost
PV

68%

23

ANALYSIS OF COSTS

Implementation, Integration, And Management Costs
Ref.

MetricSourceInitialYear 1

Year 2

Year 3

G1

Planning, testing, andimplementation time per businesslead and IT engineer (hours)

Assumption: 9 months at
15% time dedicated

234

0

0

0

G2

Training time per agent/sales
associate (hours)

Interviews

16

0

6

6

G3

Ramp time per agent/sales
associate (hours)

Assumption: 1 monthramp in Year 1 and24.8% turnover in Years
2 and 3

0

173

69

69

G4

Ongoing management, support,
and customization of Sales Cloudand Service Cloud time per IT
FTE (hours)

Composite

0

2,080

2,080

2,080

G5

Hourly fully loaded compensationof IT engineer

Assumption€65.93€65.93€65.93€65.93

G6

Hourly fully loaded compensationof business-level lead

Assumption€65.46€65.46€65.46€65.46

G7

Hourly fully loaded compensationof sales associate

Assumption€46.93€46.93€46.93€46.93

G8

Hourly fully loaded compensationof customer service agent

Assumption€23.77€23.77€23.77€23.77G9

IT engineers

Interviews

4

3

3

3

G10

Business-level leads

Interviews

6

0

0

0

G11

Sales associates

Assumption

500

500

500

500

G12

Customer service agents

Assumption

300

300

300

300

G13

Planning, testing, andimplementation costs (showing
rounded value)G1*G5*G9+G1*G6*G10€153,616

€0

€0

€0

G14

Training costs

G2*G7*G11+G2*G8*G1
2€489,536€0€183,576€183,576

G15

Ramp costs

G3*G7*G11+G3*G8*G12€0€5,293,108€1,315,628€1,315,628

G16

Ongoing management costs

4 hours per week per
solution€13,713€13,713€13,713€13,713

Gt

Implementation, integration, andmanagement costs

G13+G14+G15€643,152€5,293,108€1,499,204€1,499,204

Risk adjustment↑25%€803,940€6,616,385€1,874,005€1,874,005

Gtr

Implementation, integration, andmanagement costs (risk-adjusted)
Three-year total: €11,168,335

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

Three-year present value: €9,775,568

24

Financial Summary
CONSOLIDATED THREE-YEAR RISK-ADJUSTED METRICS

Cash Flow Chart (Risk-Adjusted)

Cash
flows

Total costs

Total benefits

Cumulative net benefits€70.0 M
€60.0 M

The financial results calculated in the
Benefits and Costs sections can beused to determine the ROI, NPV, andpayback period for the composite
organization’s investment. Forrester
assumes a yearly discount rate of 10%
for this analysis.

€50.0 M
€40.0 M
€30.0 M

These risk-adjusted ROI,
NPV, and payback period
values are determined byapplying risk-adjustment
factors to the unadjusted
results in each Benefit andCost section.

€20.0 M
€10.0 M-€10.0 M-€20.0 M

InitialYear 1

Year 2

Year 3

Cash Flow Analysis (Risk-Adjusted Estimates)
InitialYear 1

Year 2

Year 3

Total

Present
Value(€2,794,740)(€6,616,385)(€3,549,805)(€3,549,805)(€16,510,735)(€14,410,380)

Total benefits€0€26,058,721€27,485,073€28,789,505€82,333,300€68,034,664

Net benefits(€2,794,740)€19,442,336€23,935,268€25,239,700€65,822,565€53,624,284

Total costs

ROI
Payback period(months)

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

372%<6 months

25Appendix A: Total Economic
ImpactTotal Economic Impact is a methodology developed
by Forrester Research that enhances a company’s
technology decision-making processes and assists
vendors in communicating the value proposition of
their products and services to clients. The TEI
methodology helps companies demonstrate, justify,
and realize the tangible value of IT initiatives to bothsenior management and other key businessstakeholders.
TOTAL ECONOMIC IMPACT APPROACH
Benefits represent the value delivered to thebusiness by the product. The TEI methodology
places equal weight on the measure of benefits andthe measure of costs, allowing for a full examinationof the effect of the technology on the entire
organization.
Costs consider all expenses necessary to deliver the
proposed value, or benefits, of the product. The cost
category within TEI captures incremental costs overthe existing environment for ongoing costs
associated with the solution.
Flexibility represents the strategic value that can beobtained for some future additional investmentbuilding on top of the initial investment already made.
Having the ability to capture that benefit has a PV
that can be estimated.
Risks measure the uncertainty of benefit and costestimates given: 1) the likelihood that estimates willmeet original projections and 2) the likelihood that
estimates will be tracked over time. TEI risk factors
are based on “triangular distribution.”

PRESENT VALUE (PV)The present or current value of(discounted) cost and benefit estimates
given at an interest rate (the discountrate). The PV of costs and benefits feed
into the total NPV of cash flows.

NET PRESENT VALUE (NPV)The present or current value of(discounted) future net cash flows given
an interest rate (the discount rate). A
positive project NPV normally indicatesthat the investment should be made,unless other projects have higher NPVs.

RETURN ON INVESTMENT (ROI)

A project’s expected return inpercentage terms. ROI is calculated by
dividing net benefits (benefits less costs)
by costs.

DISCOUNT RATE
The interest rate used in cash flow
analysis to take into account thetime value of money. Organizations
typically use discount rates between
8% and 16%.

PAYBACK PERIOD
The initial investment column contains costs incurred at “time0” or at the beginning of Year 1 that are not discounted. Allother cash flows are discounted using the discount rate at theend of the year. PV calculations are calculated for each total
cost and benefit estimate. NPV calculations in the summary

The breakeven point for an investment.
This is the point in time at which net
benefits (benefits minus costs) equal
initial investment or cost.

tables are the sum of the initial investment and thediscounted cash flows in each year. Sums and present value
calculations of the Total Benefits, Total Costs, and Cash Flowtables may not exactly add up, as some rounding may occur.

THE TOTAL ECONOMIC IMPACT™ OF SAP SALES CLOUD AND SAP SERVICE CLOUD

26

Appendix B: Endnotes
Source: “Job Openings and Labor Turnover Survey,” U.S. Bureau of Labor Statistics(https://data.bls.gov/PDQWeb/jt).
2
Source: “Industrial turnover index overview,” Eurostat, October 2020 (https://ec.europa.eu/eurostat/statisticsexplained/index.php?title=Industrial_turnover_index_overview#Overview).
1

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27

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28