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Software AG GB 2012, englisch

06 HIGHLIGHTS 08 LETTER FROM THE MANAGEMENT BOARD 12 THE COMPANY 38 SOFTWARE AG SHARE 46 CORPORATE GOVERNANCE 58 REPORT OF THE SUPERVISORY BOARD 68 GROUP MANAGEMENT REPORT 155 CONSOLIDATED FINANCIAL STATEMENTS 245 FURTHER INFORMATION 145 Post-acquisition phase: We identify potential problem areas as quickly as possible using established control mechanisms with central respon- sibility for integration. We look at all key areas of the acquired company, including finance, legal affairs, human resources, research and development, sales, marketing and internal communication. Operating risks Sales risks The complexity of our products requires a high level of expe- rience and expertise on the part of our sales force. In addi- tion, the advanced technology of our products necessitates the provision of a considerable amount of information when selling them. The development and implementation of a platform strategy in 2011 serves to improve understanding of our products, both for sales and customers. The platforms provide the appropriate solutions at various communication levels. Individual products are also summarized by technol- ogy platforms that address specific subject areas. The estab- lishment of user groups in connection with intensive training of our sales employees and of our customers significantly facilitates the sale of these products. Successfully selling the services offered also depends on the professionalism, good reputation and skills of the respective consultants. Partnership risks Due to the complexity of our products, undertaking sales via partnerships is a challenge. To ensure indirect sales success, we continued existing measures and took the following new ones in fiscal year 2012. • Development of standardized partner programs and uniform contracts • Investments in the establishment of a global and local partner sales organization • Global rollout of the partner code of conduct In addition, investments were initiated in partner ecosys- tems, technology training for partner organizations, partner- relations management systems, OEM and reseller partner- ships, in particular for the ARIS product range. Service risks Price is often a key factor in winning projects in the area of project services. This results in the risk of accepting orders at prices below cost. Furthermore the actual costs can exceed budgeted costs. The Group-wide standardized and automated approval pro- cess (Global Deal Desk) and Software AG’s project controlling guarantee that adequate risk-adjusted profit margins are taken into account and continuously monitored. Too few specialists are available in specific submarkets for our multitude of complex products. To reduce this risk, spe- cialist teams are being established for entire regions. Smaller country subsidiaries are focusing on specific sections of our THE SOFTWARE AG GROUP 69 ECONOMIC CONDITIONS 78 BUSINESS TREND AND ECONOMIC SITUATION 80 FINANCIAL PERFORMANCE 82 FINANCIAL POSITION 89 FINANCIAL STATEMENTS OF SOFTWARE AG 92 (PARENT COMPANY) ADDITIONAL EARNINGS-RELATED FACTORS 95 TAKEOVER-RELATED DISCLOSURES 125 REMUNERATION REPORT 127 RISK REPORT 139 EVENTS AFTER THE BALANCE SHEET DATE 149 FORECAST 151