Answer:

A

Explanation:
The decision for the extension model in S/4HANA should be based on the nature of the extension
required. Developer Extensibility (in-app extensibility) is suitable for data-intensive extensions that
need to operate within the context of S/4HANA. This is because it allows for direct access to
S/4HANA's digital core and leverages the power of the HANA database. It is the recommended
approach when the extension requires tight integration with core data and processes, ensuring high
performance and data consistency.
On the other hand, Side-by-Side Extensibility on SAP BTP ABAP Environment is recommended when
the extensions need to utilize additional SAP BTP services such as advanced analytics, machine
learning, IoT services, or when creating new user experiences with SAPUI5. This decouples the
extensions from the S/4HANA core, which can be beneficial in terms of flexibility, agility, and
reducing the impact on the core system during upgrades.
Reference = These practices are supported by SAP's extensibility guide for S/4HANA, which explains
the two extensibility models and their appropriate use cases. SAP documentation on ABAP Platform
extensibility options provides further insights into when to choose each extensibility approach. SAP
Best Practices for Extensibility in SAP S/4HANA guide provides a comprehensive view on how to
extend the digital core effectively while maintaining system integrity and upgradeability.

Answer:

CD

Answer:

None

Explanation:
Given the context of the Wanderlust case study and the need to align business capabilities with the
strategic priorities of easing usage, maintenance, total cost of ownership optimization, and
accelerating time to value, the sequence of business capabilities should follow the logic of building
upon the foundational capabilities that can drive sales and customer engagement, followed by
enhancing customer loyalty and retention, and finally streamlining marketing efforts.
Here’s the most appropriate sequence:
Recommendation Management, Social Media Management (for recommendation) - This capability is
fundamental to driving immediate sales and improving cross-selling opportunities by leveraging data
for personalized recommendations and managing social media engagements.
Account Based Marketing, Lead Management, Interface Capability with SAP CRM - After establishing
a strong recommendation and social media presence, the next step is to utilize account-based
marketing and lead management to further personalize marketing efforts and align them with sales
strategies, facilitated by strong integration with SAP CRM for cohesive customer relationship
management.
Loyalty Management - With sales strategies in place and an effective CRM system, focusing on loyalty
management helps to retain customers by rewarding repeat business, which is essential for the long-
term success of Wanderlust’s electric vehicle offerings.
Marketing Campaign Management, Social Media Management - Once there is a strategy to manage
customer recommendations and loyalty, a broader focus on overall marketing campaign
management, which includes a comprehensive approach to all marketing channels, should be
implemented to solidify Wanderlust’s market position.

Answer:

D

Explanation:
SAP Emarsys Customer Engagement is a cloud-based solution that helps businesses to create,
manage, and deliver personalized marketing campaigns across multiple channels. It includes features
for lead management, marketing campaign management, and recommendation management.
The Lead Business Process Module of the Lead to Cash E2E Process is responsible for managing leads
and converting them into customers. SAP Emarsys Customer Engagement can be used to automate
the lead management process, track lead progress, and identify opportunities for cross selling and
upselling.
The other three options, SAP Sales Cloud version 2, SAP Omnichannel Promotion Pricing, and SAP
Customer Data Cloud, are not as well-suited for the Lead Business Process Module of the Lead to
Cash E2E Process.
SAP Sales Cloud version 2 is a cloud-based solution that helps businesses to manage sales
opportunities and close deals. It does not have the same features for lead management and
marketing campaign management as SAP Emarsys Customer Engagement.
SAP Omnichannel Promotion Pricing is a cloud-based solution that helps businesses to manage
pricing and promotions across multiple channels. It does not have the same features for lead
management and marketing campaign management as SAP Emarsys Customer Engagement.
SAP Customer Data Cloud is a cloud-based solution that helps businesses to collect, store, and
analyze customer data. It does not have the same features for lead management and marketing
campaign management as SAP Emarsys Customer Engagement.
Therefore, the best course of action is to use SAP Emarsys Customer Engagement to manage the
Lead Business Process Module of the Lead to Cash E2E Process.

Answer:

A C D

Explanation:
The business capabilities 'Marketing Analytics' and 'Recommendation Management' align with the
goal of enhancing the number of leads through targeted campaigns and cross-selling opportunities.
'Marketing Campaign Management' is central to designing and executing effective campaigns. 'Social
Media Management' is pivotal for achieving high visibility on platforms where potential customers
are most active.
Reference = These capabilities should be part of Wanderlust's business architecture to support the
CIO's objectives, and they are likely detailed in the SAP Reference Business Architecture content,
which includes capabilities needed to execute comprehensive marketing strategies.

Answer:

B C

Explanation:
The business activities 'Analyze and respond to customer insight' and 'Implement promotional
activities' directly relate to the CIO’s goals of increasing cross-selling opportunities through online
recommendations and running highly visible campaigns. Analyzing customer insights can provide
data that enhances recommendation engines, leading to effective cross-selling. Implementing
promotional activities, particularly in high-visibility platforms like social media, is key to driving
campaign effectiveness.
Reference = These relationships between business activities and goals would be informed by best
practices in online marketing strategies, as documented within the Lead to Cash - B2C Business
Process Variant.

Answer:

A D

Explanation:
Considering Wanderlust's product range and business model, which targets individual customers and
offers a wide range of electric car combinations, the Lead to Cash-B2C with Make to Stock variant
would be suitable for orders that can be met from existing stock. Similarly, the Lead to Cash-B2C with
Make to Order variant would fit the business model when an individual customer orders a
combination not available in stock, necessitating production scheduling. Both variants cater to the
business-to-consumer (B2C) model and account for the direct sales approach to individual
customers.
Reference = These variants would be documented in SAP's Business Process Architecture content,
which includes various Lead to Cash process scenarios, adjusted for different business contexts.

Answer:

A D

Explanation:
The connection between SAP's Business Process Model (BPM) and the Business Capability Model
(BCM) lies in how the end-to-end business processes are enabled by the business domains and
capabilities outlined in the BCM. Each business activity in the BPM is supported by one or more
business capabilities from the BCM. This linkage ensures that the company’s capabilities are directly
tied to the business activities and processes, providing a clear line of sight from high-level business
strategy down to operational execution.
Reference = This connection is standard in enterprise architecture where processes are designed to
be supported by capabilities, ensuring that capabilities provide the necessary functions to execute
the processes effectively.

Answer:

A C

Explanation:
Starting with the current processes will help to understand the capabilities that are needed in a new
application. This will help to narrow down the field of potential applications and identify those that
are most likely to meet the needs of Wanderlust.
Mapping business capabilities to these processes will help to identify the gaps in the current
capabilities and the areas where improvement is needed. This will help to ensure that the new
application meets the needs of Wanderlust and addresses the issues plaguing the existing
application.
Relating Wanderlust processes to industry standard processes will help to identify applications that
are already being used by other organizations. This can be a good way to ensure that the new
application is compatible with other systems and that it can be easily integrated with existing
systems.
The other two options, Comparing the costs of those market leading online marketing applications
and Understanding the features of leading online marketing applications available in the market
through product demonstrations and ranking the applications in terms of features, are not as critical
at this stage. The costs of the applications can be compared once the shortlist of applications has
been finalized. The features of the applications can be understood through product demonstrations
once the shortlist has been finalized.
Therefore, the best course of action is to start with the current processes, map business capabilities
to these processes, and identify which application(s) in the market can deliver such capabilities. This
will help to narrow down the field of potential applications and identify those that are most likely to
meet the needs of Wanderlust.
Here are some of the benefits of taking a process-centric approach to selecting a new marketing
application:
It can help to ensure that the new application meets the needs of the business.
It can help to identify applications that are already being used by other organizations.
It can help to ensure that the new application is compatible with other systems and that it can be
easily integrated with existing systems.

Answer:

B

Explanation:
In order to rejuvenate the online marketing efforts with a set of employees and partners, creating a
stakeholder map is the appropriate next step. A stakeholder map will help to identify and categorize
all the relevant parties involved in the online marketing ecosystem, including internal and external
stakeholders, their interests, influence, and the relationships between them. This artifact provides a
visual representation of all stakeholders, their expectations, and requirements, which is critical for
developing a targeted strategy for rejuvenation.
Reference = Stakeholder mapping is a common practice in enterprise architecture to ensure that all
parties affected by a project are identified and their needs are considered in the decision-making
process.

Answer:

B C

Explanation:
Identifying the online marketing business capabilities and processes will help to understand the
current state of the ecosystem and identify the areas where improvement is needed. For example, if
the ecosystem does not have the ability to track leads or manage customer relationships, then these
will be areas that need to be addressed.
Identifying the key organizational units, partners, and stakeholder groups that make up the online
marketing ecosystem will help to understand the relationships between the different entities in the
ecosystem and identify the dependencies between them. For example, if the marketing team relies
on the sales team to provide leads, then this dependency will need to be considered when designing
the new ecosystem.
The other two options, Identifying a suitable online marketing application that is better integrated
with SAP CRM and ECC and can replace the existing one and Drawing an organization map
highlighting the inter relationships and hierarchies amongst the above organizational units, partners,
and stakeholder groups, are not as critical at this stage. The application can be identified and the
organization map can be drawn once the business capabilities and processes have been identified
and the key organizational units, partners, and stakeholder groups have been identified.
Therefore, the best course of action is to identify the online marketing business capabilities and
processes and identify the key organizational units, partners, and stakeholder groups that make up
the online marketing ecosystem. This will help to understand the current state of the ecosystem and
identify the areas where improvement is needed.

Answer:

A B E

Explanation:
The Statement of Architecture Work should encompass a Fit Gap Assessment to understand what
requirements are currently not met by existing capabilities, the definition of the Solution Context to
set the boundaries and scope of the architecture project, and the outline of the aspirational Solution
Concept that encapsulates the stakeholders' needs and business requirements. These steps are vital
in the preparatory phase to ensure that the architecture work is well-defined and targeted to deliver
the anticipated outcomes.
Reference = These activities are part of standard enterprise architecture practices and are necessary
to develop a comprehensive and actionable Statement of Architecture Work that guides the SAP IBP
implementation initiative.

Answer:

D

Explanation:
A Business Model Canvas is a strategic management and entrepreneurial tool that allows you to
describe, design, challenge, invent, and pivot your business model1
.
A Business Model Canvas
consists of nine building blocks that cover the four main areas of a business: customers, offer,
infrastructure, and financial viability2
. These building blocks are:
Value Proposition: The value that you deliver to your customers and the problem that you solve for
them.
Customer Segments: The different groups of people or organizations that you aim to reach and serve.
Channels: The ways that you communicate with and deliver value to your customers.
Customer Relationships: The types of relationships that you establish and maintain with your
customers.
Revenue Streams: The sources of income that you generate from your value proposition.
Key Resources: The most important assets that you need to create and deliver your value
proposition.
Key Activities: The most important things that you do to create and deliver your value proposition.
Key Partnerships: The network of suppliers and partners that help you create and deliver your value
proposition.
Cost Structure: The most significant costs that you incur to create and deliver your value proposition.
A Business Model Canvas is a useful artifact to bring all the key dimensions of the Smart Battery
initiative together in a single window, to have a unified, consistent, holistic view of the initiative. By
using a Business Model Canvas, you can:
Visualize the entire business model of the Smart Battery initiative on one page.
Identify the gaps, inconsistencies, or conflicts among the different elements of the business model.
Align the value proposition, cost structure, revenue streams, partners, and channels with the
customer segments and their needs.
Test and validate your assumptions and hypotheses about the business model.
Iterate and improve your business model based on feedback and data.
Verified Reference:
1: https://www.strategyzer.com/canvas/business-model-canvas | 2
:
https://www.investopedia.com/terms/b/business-model-canvas.asp

Answer:

None

Explanation:
Goal - Increase supply reliability of Lithium batteries
Value Driver - Halve dependence on external battery suppliers from 50% to 25%
Business Capability – Plan Battery plant supply based on demand from car plants
Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants
Verified Reference: 1: https://www.indeed.com/career-advice/career-development/how-to-create-
strategy-map | 2: https://creately.com/guides/what-is-a-strategy-map/ | 3
:
https://www.lucidchart.com/blog/strategy-mapping-example
For creating a Business Strategy Map, especially in the context of increasing the supply reliability of
lithium batteries, you need to establish a logical flow from overarching goals to specific initiatives.
Here’s the correct sequence, beginning with the broad goal and narrowing down to the specific
actions:
Goal - Streamline internal supplies of batteries: This is the broad outcome that Wanderlust GmbH
aims to achieve. It sets the direction for the subsequent elements.
Value Driver - Halve dependence on external battery suppliers from 50% to 25%: This is the
measurable target that will drive value for the company by reducing reliance on external sources.
Business Capability - Plan Battery plant supply based on demand from car plants: To achieve the
value driver, the company must develop the capability to plan and adjust the battery supply in
alignment with the demand from its car manufacturing plants.
Initiative - Demand and Supply Planning (SAP IBP) implementation for both battery and car plants:
This is the specific action or project that will build the required business capability. Implementing
SAP Integrated Business Planning (IBP) will help in better demand forecasting and supply planning to
support the goal.
This sequence shows how each element supports the achievement of the strategic objective,
ensuring that initiatives are directly contributing to the company's goals and value drivers.

Answer:

None

Explanation:

For the Chief Enterprise Architect at Wanderlust, it is crucial to map stakeholders according to their
stance on the transformation project, which will inform the approach for engagement and
communication. The categorization into proponents, opponents, enthusiasts, and resistors is based
on the stakeholder's level of support and their readiness for change.
Here's the categorization based on the provided stakeholder feedback:
SCM SPP Application Owner in IT - Enthusiasts: This stakeholder has begun upskilling in S/4 HANA
eSPP, indicating a positive attitude towards the transformation and readiness to embrace new
systems.
Wanderlust Greenbush, Australia Plant Head - Opponents: The plant head discourages consolidation
of instances due to the need for flexibility and frequent regulatory changes, showing resistance to
the transformation project.
Wanderlust Europe Business Head - Promoters: The business head favors consolidation to improve
end-to-end visibility of the battery supply chain, which indicates support for the transformation
initiative.
Dealer Management Application Owner in IT - Resistors: Preferring continuity due to heavy
customization and niche business requirements suggests resistance to change, likely driven by fear of
losing position or control over the existing system.
For successful transformation, the Chief Enterprise Architect should actively engage with each type
of stakeholder differently, working to mitigate concerns, leveraging enthusiasm, and turning
opposition into support wherever possible.