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 ®
SAP BW
A Step-by-Step Guide

Biao Fu, Ph.D.

Henry Fu, P.E.

Boston • San Francisco • New York • Toronto • Montreal

London • Munich • Paris • Madrid
Capetown • Sydney • Tokyo • Singapore • Mexico City
Many of the designations used by manufacturers and sellers to distinguish their products are
claimed as trademarks. Where those designations appear in this book, and Addison-Wesley was
aware of a trademark claim, the designations have been printed with initial capital letters or
in all capitals.

The authors and publisher have taken care in the preparation of this book, but make no expressed
or implied warranty of any kind and assume no responsibility for errors or omissions. No liability
is assumed for incidental or consequential damages in connection with or arising out of the use
of the information or programs contained herein.

“SAP” and mySAP.com are trademarks of SAPAktiengesellschaft, Systems, Applications and

Products in Data Processing, Neurottstrasse 16, 69190 Walldorf, Germany. The publisher gratefully
acknowledges SAP’s kind permission to use its trademark in this publication. SAP AG is not the
publisher of this book and is not responsible for it under any aspect of press law.

The publisher offers discounts on this book when ordered in quantity for bulk purchases
and special sales. For more information, please contact:
U.S. Corporate and Government Sales
(800) 382-3419
[email protected]
For sales outside of the U.S., please contact:
International Sales
(317) 581-3793
[email protected]

Visit Addison-Wesley on the Web: www.awprofessional.com

Library of Congress Cataloging-in-Publication Data

Fu, Biao.
SAP BW : a step-by-step guide / Biao Fu, Henry Fu.
p. cm.
Includes bibliographical references and index.
ISBN 0-201-70366-1 (alk. paper)
1. SAP Business information warehouse. 2. Data warehousing. 3. Management information
systems. 4. Business—Computer programs. I. Fu, Biao. II. Title.

HF5548.4.B875 F8 2002
650'.0285'5785—dc21
2002066530

Copyright © 2003 by Biao Fu and Henry Fu

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted, in any form, or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior consent of the publisher. Printed in the United States of America.
Published simultaneously in Canada.

For information on obtaining permission for use of material from this work, please submit a
written request to:

Pearson Education, Inc.

Rights and Contracts Department
75 Arlington Street, Suite 300
Boston, MA 02116
Fax: (617) 848-7047

ISBN: 0-201-70366-1
Text printed on recycled paper
6 7 8 9 10—OPM—070605
Sixth printing, August 2005
 To
Xiqiang and Huizhong, our parents
Anna, Biao’s daughter
George, Henry’s son
This page intentionally left blank
 Contents

Preface xi
Acknowledgments xix

Part I Guided Tours 1

Chapter 1 Business Scenario and SAP BW 3

1.1 Sales Analysis—A Business Scenario 4
1.2 Basic Concept of Data Warehousing 7
1.2.1 Star Schema 7
1.2.2 ETTL—Extracting, Transferring, Transforming,
and Loading Data 8
1.3 BW—An SAP Data Warehousing Solution 9
1.3.1 BW Architecture 10
1.3.2 BW Business Content 13
1.3.3 BW in mySAP.com 14
1.4 Summary 16

Chapter 2 Creating an InfoCube 17

2.1 Creating an InfoArea 18
2.2 Creating InfoObject Catalogs 20
2.3 Creating InfoObjects—Characteristics 23
2.4 Creating InfoObjects—Key Figures 30
2.5 Creating an InfoCube 34
2.6 Summary 39

Chapter 3 Loading Data into the InfoCube 43

3.1 Creating a Source System 44
3.2 Creating an Application Component 46
3.3 Creating an InfoSource for Characteristic Data 47
3.4 Creating InfoPackages to Load Characteristic Data 52

v
vi • CONTENTS

3.5 Checking Loaded Characteristic Data 57

3.6 Entering the Master Data, Text, and Hierarchy Manually 61
3.6.1 Master Data and Text 61
3.6.2 Hierarchy 63
3.7 Creating an InfoSource for Transaction Data 73
3.8 Creating Update Rules for the InfoCube 82
3.9 Creating an InfoPackage to Load Transaction Data 84
3.10 Summary 89

Chapter 4 Checking Data Quality 93

4.1 Checking InfoCube Contents 94
4.2 Using BW Monitor 96
4.3 Using the Persistent Staging Area (PSA) 100
4.4 Summary 105

Chapter 5 Creating Queries and Workbooks 107

5.1 Creating a Query Using BEx Analyzer 107
5.2 Organizing Workbooks Using BEx Browser 119
5.3 Using a Variable to Access a Hierarchy Node Directly 120
5.4 Summary 128

Chapter 6 Managing User Authorization 131

6.1 Creating an Authorization Profile Using Profile Generator 132
6.2 Creating an Authorization Object to Control User Access
to the InfoCube Data 142
6.3 Integrating Profile Generator and BEx Browser 154
6.4 Summary 160

Part II Advanced Topics 163

Chapter 7 InfoCube Design 165

7.1 BW Star Schema 166
7.2 InfoCube Design Alternative I—
Time-Dependent Navigational Attributes 173
7.3 InfoCube Design Alternative II—
Dimension Characteristics 180
7.4 InfoCube Design Alternative III—Time-Dependent
Entire Hierarchies 187
 CONTENTS • vii

7.5 Other InfoCube Design Techniques 194

7.5.1 Compound Attributes 195
7.5.2 Line Item Dimensions 196
7.6 Summary 197

Chapter 8 Aggregates and Multi-Cubes 199

8.1 Aggregates 200
8.2 Multi-Cubes 215
8.3 Summary 224

Chapter 9 Operational Data Store (ODS) 227

9.1 Creating an ODS Object 229
9.2 Preparing to Load Data into the ODS Object,
Then into an InfoCube 234
9.3 Loading Data into the ODS Object 242
9.4 Loading Data into the InfoCube 255
9.5 Using 0RECORDMODE for Delta Load 258
9.6 Summary 264

Chapter 10 Business Content 267

10.1 Creating an R/3 Source System 268
10.1.1 Creating a Logical System for the R/3 Client 269
10.1.2 Creating a Logical System for the BW Client 272
10.1.3 Naming Background Users 274
10.1.4 Creating an R/3 Source System in BW 276
10.2 Transferring R/3 Global Settings 280
10.3 Replicating R/3 DataSources 283
10.4 Installing Business Content Objects and Loading R/3 Data 289
10.5 Summary 295

Chapter 11 Generic R/3 Data Extraction 297

11.1 Creating Views in R/3 300
11.2 Creating DataSources in R/3 and Replicating Them to BW 305
11.3 Creating a Characteristic in BW 308
11.4 Loading Data from R/3 into BW 313
11.5 Summary 319
viii • CONTENTS

Chapter 12 Data Maintenance 321

12.1 Maintaining Characteristic Data 322
12.2 Maintaining InfoCube Data 329
12.2.1 InfoCube Contents 330
12.2.2 Indices and Statistics 333
12.2.3 Data Load Requests 339
12.2.4 Aggregate Rollup 344
12.2.5 InfoCube Compression 345
12.2.6 InfoCube Reconstruction 349
12.3 Summary 350

Chapter 13 Performance Tuning 353

13.1 BW Statistics 354
13.2 System Administration Assistant 370
13.3 Tuning Query Performance 374
13.3.1 Query Read Mode 375
13.3.2 Bitmap Index 376
13.3.3 Statistics for the Cost-Based Optimizer 381
13.3.4 Partition 383
13.3.5 Parallel Query Option (PQO) 389
13.4 Tuning Load Performance 391
13.4.1 Number Range Buffering 392
13.4.2 Data Packet Sizing 397
13.5 Summary 401

Chapter 14 Object Transport 403

14.1 System Landscape 404
14.2 Development Class 406
14.3 Object Transport 408
14.4 Summary 416

Appendix A BW Implementation Methodology 417

A.1 ASAP for BW 417
A.2 A Simplified BW Project Plan 420
A.3 For Further Information 423
 CONTENTS • ix

Appendix B SAP Basis Overview 425

B.1 SAP Basis 3-Tier Architecture 425
B.1.1 Presentation Interface 425
B.1.2 Application Server 426
B.1.3 Database Interface 426
B.1.4 Open SQL 427
B.1.5 Native SQL 427
B.2 Dispatcher, Work Processes, and Services 427
B.2.1 Dialog Work Process 428
B.2.2 Update Work Process 428
B.2.3 Enqueue Work Process 428
B.2.4 Background Work Process 429
B.2.5 Spool Work Process 429
B.2.6 Message Service 429
B.2.7 Gateway Service 429
B.3 Memory Management 429
B.3.1 SAP Buffer 431

Appendix C Glossary 433

Appendix D Bibliography 443

Index 447
This page intentionally left blank
 Preface

Book Objective
This book is a how-to guide. It uses step-by-step procedures with captured
screen shots to illustrate SAP BW’s functionalities. Although the book focuses
on the core SAP BW technology, it also discusses other SAP technologies, such
as Basis, ABAP (Advanced Business Application Programming), and ALE (Appli-
cation Link Enabling) when necessary. It does not, however, discuss third-party
reporting tools and BAPI (Business Application Programming Interface).

Intended Audience
This book is written for BW implementation teams and other individuals who
need a product to understand the data warehousing concept.

Prerequisites
BW is built on the Basis 3-tier architecture and coded in the ABAP language.
ALE and BAPI are used to link BW with SAP systems (R/3 or BW) and non-
SAP systems.
This book, however, does not require readers have knowledge in these
areas. Instead, BW has made the development of a data warehouse so easy that
people with minimal experience in database design and computer program-
ming can use it.

Book Structure
This book is organized into two parts:

• Part I contains guided tours. We start from a simplified business scenario,

then illustrate how to create an InfoCube, load data into the InfoCube,
check the accuracy of the loaded data, create queries to generate reports,
and manage user authorization.

xi
xii • PREFACE

• Part II focuses on advanced topics, such as InfoCube design techniques,

aggregates, multi-cubes, operational data store (ODS), Business Content,
generic R/3 data extraction, data maintenance, performance tuning, and
object transport.

The appendices introduce ASAP (Accelerated SAP) for BW, one of the
derivatives of the ASAP implementation methodology developed by SAP, and
give an overview of the Basis 3-tier architecture.

Conventions Used in This Book

High-Level Procedures
Most chapters are organized so that they present a high-level procedure for
completing a particular task. For example, the contents of Chapter 2, Creating
an InfoCube, are as follows:
2.1 Creating an InfoArea
2.2 Creating InfoObject Catalogs
2.3 Creating InfoObjects—Characteristics
2.4 Creating InfoObjects—Key Figures
2.5 Creating an InfoCube
2.6 Summary

The corresponding high-level procedure for creating an InfoCube is as follows:

FIGURE 0.1
A HIGH-LEVEL Create an InfoArea
(if the one we need does not exist)
PROCEDURE

Create InfoObject Catalogs

(if the ones we need do not exist)

Create InfoObjects, Characteristics,

or Key Figures
(if the ones we need do not exist)

Create the InfoCube

 PREFACE • xiii

Almost always, you can complete a task in many ways. In such cases, we
will select a strategy that shows better logical dependency.

Work Instructions and Screen Captures

Each step in the high-level procedure involves many substeps. Whenever pos-
sible, we will use captured screen shots to illustrate these substeps. Following
is an example of how to start BW Administrator Workbench:

Step 1 After logging on to the

BW system, run transac-
tion RSA1, or double-
click Administrator
Workbench.

Each screen is assigned a

unique number, which is then
used to reference the screen from
other locations in the book. In this
example, the screen number is 2.1,
where “2” is the chapter number
and “1” indicates that it is the first
screen in that chapter. Copyright by SAP AG
Key words, such as RSA1 SCREEN 2.1
and Administrator Workbench, are shown in italic for easy distinction.

Caution Due to the differences among BW releases and patches, the screens
in your system may appear somewhat different from the screens illustrated in
this book. BW is becoming more stable, so these differences should be small.

Transaction Codes
In SAP, transaction codes are the technical names of menu items or ABAP pro-
grams. Transactions can be used as shortcuts to screens we want to open. For
example, to start Administrator Workbench, we can either (1) double-click the
menu item Administrator Workbench or (2) type RSA1 in the transaction field
and then click . The transaction field appears in the
upper-left corner of a SAPGUI window.
To display transaction codes for all menu items, in Screen 2.1 select the
menu item Extras ➞ Setting, check the option Display technical names in the pop-
up window as shown in Screen 0.1, and then click to continue.
xiv • PREFACE

Copyright by SAP AG
SCREEN 0.1

Screen 0.2 shows the result. Here transaction codes are displayed at the leaf
level of the menu item tree structure. For example, the transaction codes RSA1,
RRC1, RRC2, RRC3, and RSKC correspond to the menu items Administrator
Workbench, Create, Change, Display, and Permitted Characters, respectively.

Copyright by SAP AG
SCREEN 0.2
To find the transaction code for a particular screen, select the menu item
System ➞ Status of the screen. The transaction code will be displayed in a field
called Transaction.
 PREFACE • xv

Legends
BW implements good visual aesthetics. That is, different icons and their colors
represent different objects and their status.
If the legend icon is visible in a screen, clicking it enables us to see the
meaning of each icon in that screen. Table 0.1 provides some examples.

TABLE 0.1 Icon BW Object

EXAMPLE OBJECT
ICONS InfoArea
InfoObject Catalog
Characteristic (green for active, gray for inactive)
Key Figure (green for active, gray for inactive)
InfoCube

Icons are also used to represent command buttons in BW. Table 0.2 offers
some examples.

TABLE 0.2
FREQUENTLY Icon Command
USED Create
COMMAND
ICONS Save
Delete
Change
Display
Display—change switch
Detail
Check
Activate
Generate
Continue
Cancel
Execute
Refresh
Display table contents
Look up
Enter
Back to the previous screen
xvi • PREFACE

Object Names and Descriptions

We can give any name to an object as long as the name does not exceed the
length limit set by BW. This name, which is often referred to as the technical
name, uniquely identifies an object.
BW prefixes the number 0 to the names of the objects delivered with Busi-
ness Content. For this reason, we will begin our object names with an alphabet-
ical letter.
The object description can be a free sentence.
Consider the following example. The characteristic is named IO_MAT and
its description is Material number.

Step 2 Enter a name and a

description, and then click
to continue.

Caution Name all BW objects con-

sistently. Very often,
renaming an object
means that you must Copyright by SAP AG
SCREEN 2.9
delete and recreate the
object. When other BW objects depend on that object, you may
have to delete and re-create the depending objects as well.

Field Descriptions and F1 Help

To keep the description of each step in a procedure short and clear, we do not
describe all fields or options in a screen. If needed, you can check the BW
online documentation for more information. Perhaps even more convenient,
you can select the field and then press the F1 function key to display an online
help file. The online help file for the field Reference char. of Screen 2.9 is shown
in Screen 0.3.

Terminology
BW objects and terms encountered in each chapter are summarized in the last
section of each chapter, not necessarily the first place we use these objects and
terms.
 PREFACE • xvii

Copyright by SAP AG
SCREEN 0.3

For Further Information

A list of materials for further reading appears at the end of each chapter. To
avoid duplication among chapters, here we give two very important resources
that apply to SAP BW in general:

• SAP Library: Business Information Warehouse: The online documentation is

delivered with the BW installation CDs.
• ASAP for BW Accelerators: Accelerators are documents, templates, tips,
and tricks on specific topics. Their titles are listed in Appendix A, and
the files can be downloaded from http://service.sap.com/bw/. An OSS
(Online Service System) ID from SAP is required to access this Web site.
This page intentionally left blank
 Acknowledgments

Many individuals made this book possible, directly and indirectly. In particu-
lar, we want to thank:

• Addison-Wesley executive editor Mary O’Brien; editors Alicia Carey,

Mariann Kourafas, and Stacie Parillo; production editor Melissa Panagos;
and copyeditor Jill Hobbs.

Our first complete draft was completed one year ago. Then, when we were
about to send it out for the final review, our laptop was stolen in a hotel break-
fast area, together with the backup CD. Without a hard copy of the draft, we
decided to start all over again. Stacie sent us the original draft of several chap-
ters that she had, and Mary gave us time to recover the loss. Together, they
encouraged us to finish the book.
We learned a hard lesson.

• Our reviewers:
- Capers Jones of Software Productivity Research, Inc.
- Claire Radice of Getronics
- Dr. Guido Schroeder of SAP America
- José A. Hernández of realTech Spain
- Prof. Dr. Peter Cunningham of University of Port Elizabeth, South
Africa
- Dr. Peter C. Patton of Lawson Software
- Todd Levine of Supply Access, Inc.
- Vladimir Berelson of Cap Gemini Ernst & Young
- William S. Girling of Institute for Data Research

They corrected our errors, gave us advice, and proofread the drafts word
by word.

xix
xx • ACKNOWLEDGMENTS

• Our friends, colleagues, and clients:

- Bill Clarke of Texaco
- Dan Spaulding of KPMG Consulting
- Ed Sawyer, Jennie Marquez, and Stewart Wiens of Motorola
- Kafeel Khan, Mike Eames, Monica Bittner, Philippe Tanguy, and Shel-
ley Rossell of PricewaterhouseCoopers
- Kristen Cheyney of Micron Technology
- Minako Ishii and Satoru Akahori of Sony
- Peer Gribbohm of Ernst & Young
- Robert Freeman of Fuguji LLC

Peer Gribbohm led me to the data warehousing and the SAP BW worlds.
Mike Eames and Shelley Rossell provided me with an SAP Basis and SAP BW
teaching position at PricewaterhouseCoopers (PwC) Global Training Center.
Robert Freeman spent several months with us proofreading and tuning the
book’s language.
Clients offered us project opportunities. Friends and colleagues made these
challenging opportunities a fun experience, and they were always there when
we needed help.

• Our college and graduate school professors:

- Prof. Gengdong Cheng of Dalian University of Technology, Dalian,
China
- Prof. Lingcheng Zhao of Northwestern Polytechnic University, Xi’an,
China
- Prof. Prabhat Hajela of Rensselaer Polytechnic Institute, Troy, New
York
- Prof. Zhongtuo Wang of Dalian University of Technology, Dalian,
China

Besides sharing their knowledge with us, they taught us how to tackle tech-
nical problems effectively. These skills helped us enormously, in both our aca-
demic and professional endeavors, after we developed interest in information
technology.
Of course, we are responsible for any errors and omissions. And we will
be glad to hear from any reader who wishes to make constructive comments.
We can be reached at [email protected]
 Part
Contents
I
CHAPTER 1 Business Scenario and SAP BW
CHAPTER 2 Creating an InfoCube
CHAPTER 3 Loading Data into the InfoCube
CHAPTER 4 Checking Data Quality
CHAPTER

CHAPTER
5
6
Creating Queries and Workbooks
Managing User Authorization
Guided Tours

I n Part I, we will tour basic SAP BW (Business

Information Warehouse) functionalities using a
simplified business scenario—sales analysis.
After introducing the basic concept of data warehousing and giving an
overview of BW, we create a data warehouse using BW and load data into it.
We then check data quality before creating queries and reports (or workbooks,
as they are called in BW). Next, we demonstrate how to use an SAP tool called
Profile Generator to manage user authorization.
After finishing the guided tours, we will appreciate BW’s ease of use and
get ready to explore other BW functionalities.

1
This page intentionally left blank
Chapter
1

Business Scenario
and SAP BW

T he objective of data warehousing is to analyze

data from diverse sources to support decision
making. To achieve this goal, we face two challenges:

• Poor system performance. A data warehouse usually contains a large vol-

ume of data. It is not an easy job to retrieve data quickly from the data
warehouse for analysis purposes. For this reason, the data warehouse
design uses a special technique called a star schema.
• Difficulties in extracting, transferring, transforming, and loading (ETTL)
data from diverse sources into a data warehouse. Data must be cleansed
before being used. ETTL has been frequently cited as being responsible for
the failures of many data warehousing projects. You would feel the pain if
you had ever tried to analyze SAP R/3 data without using SAP BW.

3
4 • PART I: GUIDED TOURS

SAP R/3 is an ERP (Enterprise Resources Planning) system that most large
companies in the world use to manage their business transactions. Before the
introduction of SAP BW in 1997, ETTL of SAP R/3 data into a data warehouse
seemed an unthinkable task. This macro-environment explained the urgency
with which SAP R/3 customers sought a data warehousing solution. The result
is SAP BW from SAP, the developer of SAP R/3.
In this chapter we will introduce the basic concept of data warehousing. We
will also discuss what SAP BW (Business Information Warehouse) is, explain
why we need it, examine its architecture, and define Business Content.
First, we use sales analysis as an example to introduce the basic concept of
data warehousing.

1.1 Sales Analysis—A Business Scenario

Suppose that you are a sales manager, who is responsible for planning and
implementing sales strategy. Your tasks include the following:

• Monitoring and forecasting sales demands and pricing trends

• Managing sales objectives and coordinating the sales force and distributors
• Reviewing the sales activities of each representative, office, and region

Suppose also that you have the data in Tables 1.1 through 1.3 available
about your firm’s materials, customers, and sales organization.

TABLE 1.1 Material Number Material Name Material Description

MATERIALS MAT001 TEA Ice tea
MAT002 COFFEE Hot coffee
MAT003 COOKIE Fortune cookie
MAT004 DESK Computer desk
MAT005 TABLE Dining table
MAT006 CHAIR Leather chair
MAT007 BENCH Wood bench
MAT008 PEN Black pen
MAT009 PAPER White paper
MAT010 CORN America corn
MAT011 RICE Asia rice
MAT012 APPLE New York apple
MAT013 GRAPEFRUIT Florida grapefruit
MAT014 PEACH Washington peach
MAT015 ORANGE California orange
 CHAPTER 1: BUSINESS SCENARIO AND SAP BW • 5

TABLE 1.2 Customer ID Customer Name Customer Address

CUSTOMERS CUST001 Reliable Transportation Company 1 Transport Drive, Atlanta, GA
23002
CUST002 Finance One Corp 2 Finance Avenue, New York, NY,
10001
CUST003 Cool Book Publishers 3 Book Street, Boston, MA 02110
CUST004 However Forever Energy, Inc. 4 Energy Park, Houston, TX 35004
CUST005 Easy Computing Company 5 Computer Way, Dallas, TX 36543
CUST006 United Suppliers, Inc. 6 Suppliers Street, Chicago, IL
61114
CUST007 Mobile Communications, Inc. 7 Electronics District, Chicago, IL
62643
CUST008 Sports Motor Company 8 Motor Drive, Detroit, MI 55953
CUST009 Swan Stores 9 Riverside Road, Denver, CO
45692
CUST010 Hollywood Studio 10 Media Drive, Los Angeles, CA
78543
CUST011 One Source Technologies, Inc. 11 Technology Way, San Francisco,
CA 73285
CUST012 Airspace Industries, Inc. 12 Air Lane, Seattle, WA 83476

TABLE 1.3 Sales Region Sales Office Sales Sales

SALES Representative Representative ID
ORGANIZATION EAST ATLANTA John SREP01
NEW YORK Steve SREP02
Mary SREP03
MIDWEST DALLAS Michael SREP04
Lisa SREP05
CHICAGO Kevin SREP06
Chris SREP07
WEST DENVER* Sam SREP08
LOS ANGELES Eugene SREP09
SEATTLE Mark SREP10

*Prior to January 1, 2000, the Denver office was in the Midwest region.

You also have three years of sales data, as shown in Table 1.4.
6 • PART I: GUIDED TOURS

TABLE 1.4 SALES DATA

Customer Sales Material Per Unit Unit of Quantity Transaction

ID Representative ID Number Sales Price Measure Sold Date
CUST001 SREP01 MAT001 2 Case 1 19980304
CUST002 SREP02 MAT002 2 Case 2 19990526
CUST002 SREP02 MAT003 5 Case 3 19990730
CUST003 SREP03 MAT003 5 Case 4 20000101
CUST004 SREP04 MAT004 50 Each 5 19991023
CUST004 SREP04 MAT005 100 Each 6 19980904
CUST004 SREP04 MAT005 100 Each 7 19980529
CUST005 SREP05 MAT006 200 Each 8 19991108
CUST006 SREP06 MAT007 20 Each 9 20000408
CUST007 SREP07 MAT008 3 Dozen 10 20000901
CUST007 SREP07 MAT008 3 Dozen 1 19990424
CUST008 SREP08 MAT008 3 Dozen 2 19980328
CUST008 SREP08 MAT009 2 Case 3 19980203
CUST008 SREP08 MAT010 1 U.S. pound 4 19991104
CUST009 SREP09 MAT011 1.5 U.S. pound 5 20000407
CUST010 SREP10 MAT011 1.5 U.S. pound 6 20000701
CUST010 SREP10 MAT011 1.5 U.S. pound 7 19990924
CUST010 SREP10 MAT012 2 U.S. pound 8 19991224
CUST010 SREP10 MAT013 3 Case 9 20000308
CUST011 SREP10 MAT014 1 U.S. pound 10 19980627
CUST012 SREP11 MAT014 2 U.S. pound 1 19991209
CUST012 SREP11 MAT015 3 Case 2 19980221
CUST012 SREP11 MAT015 2 Case 3 20000705
CUST012 SREP11 MAT015 3.5 Case 4 20001225

The data in these tables represent a simplified business scenario. In the real
world, you might have years of data and millions of records.
To succeed in the face of fierce market competition, you need to have a
complete and up-to-date picture of your business and your business environ-
ment. The challenge lies in making the best use of data in decision support. In
decision support, you need to perform many kinds of analysis.
This type of online analytical processing (OLAP) consumes a lot of com-
puter resources because of the size of data. It cannot be carried out on an
online transaction processing (OLTP) system, such as a sales management
system. Instead, we need a dedicated system, which is the data warehouse.
 CHAPTER 1: BUSINESS SCENARIO AND SAP BW • 7

1.2 Basic Concept of Data Warehousing

A data warehouse is a system with its own database. It draws data from
diverse sources and is designed to support query and analysis. To facilitate
data retrieval for analytical processing, we use a special database design tech-
nique called a star schema.

1.2.1 Star Schema

The concept of a star schema is not new; indeed, it has been used in industry
for years. For the data in the previous section, we can create a star schema like
that shown in Figure 1.1.
The star schema derives its name from its graphical representation—that is,
it looks like a star. A fact table appears in the middle of the graphic, along with
several surrounding dimension tables. The central fact table is usually very
large, measured in gigabytes. It is the table from which we retrieve the interest-
ing data. The size of the dimension tables amounts to only 1 to 5 percent of the
size of the fact table. Common dimensions are unit and time, which are not
shown in Figure 1.1. Foreign keys tie the fact table to the dimension tables.
Keep in mind that dimension tables are not required to be normalized and that
they can contain redundant data.
As indicated in Table 1.3, the sales organization changes over time. The
dimension to which it belongs—sales rep dimension—is called the slowly
changing dimension.

FIGURE 1.1
STAR SCHEMA Customer ID
Customer Name Customer ID
Customer Address Sales Rep ID
Material Number
Sales Rep ID*
Per Unit Sales Price
Unit of Measure Sales Rep Name
Customer Dimension Sales Office*
Quantity Sold
Sales Revenue† Sales Region*
Transaction Date

Material Number Sales Rep Dimension

Fact Table
Material Name
Material Description

Material Dimension

*Sales Region, Sales Office, and Sales Rep ID are in a hierarchy as shown in Table 1.3.
†Sales Revenue = Per Unit Sales Price ⫻ Quantity Sold.
8 • PART I: GUIDED TOURS

The following steps explain how a star schema works to calculate the total
quantity sold in the Midwest region:

1. From the sales rep dimension, select all sales rep IDs in the Midwest
region.
2. From the fact table, select and summarize all quantity sold by the sales
rep IDs of Step 1.

1.2.2 ETTL—Extracting, Transferring, Transforming,

and Loading Data
Besides the difference in designing the database, building a data warehouse
involves a critical task that does not arise in building an OLTP system: to
extract, transfer, transform, and load (ETTL) data from diverse data sources
into the data warehouse (Figure 1.2).
In data extraction, we move data out of source systems, such as an SAP R/3
system. The challenge during this step is to identify the right data. A good
knowledge of the source systems is absolutely necessary to accomplish this
task.
In data transfer, we move a large amount of data regularly from different
source systems to the data warehouse. Here the challenges are to plan a realis-
tic schedule and to have reliable and fast networks.
In data transformation, we format data so that it can be represented consis-
tently in the data warehouse. For example, we might need to convert an entity
with multiple names (such as AT&T, ATT, or Bell) into an entity with a single

FIGURE 1.2
ETTL PROCESS Data Warehouse

Load

Transform

Transfer

Extract

Source System
 CHAPTER 1: BUSINESS SCENARIO AND SAP BW • 9

name (such as AT&T). The original data might reside in different databases
using different data types, or in different file formats in different file systems.
Some are case sensitive; others may be case insensitive.
In data loading, we load data into the fact tables correctly and quickly. The
challenge at this step is to develop a robust error-handling procedure.
ETTL is a complex and time-consuming task. Any error can jeopardize data
quality, which directly affects business decision making. Because of this fact
and for other reasons, most data warehousing projects experience difficulties
finishing on time or on budget.
To get a feeling for the challenges involved in ETTL, let’s study SAP R/3 as
an example. SAP R/3 is a leading ERP (Enterprise Resources Planning) system.
According to SAP, the SAP R/3 developer, as of October 2000, some 30,000 SAP
R/3 systems were installed worldwide that had 10 million users. SAP R/3
includes several modules, such as SD (sales and distribution), MM (materials
management), PP (production planning), FI (financial accounting), and HR
(human resources). Basically, you can use SAP R/3 to run your entire business.
SAP R/3’s rich business functionality leads to a complex database design.
In fact, this system has approximately 10,000 database tables. In addition to the
complexity of the relations among these tables, the tables and their columns
sometimes don’t even have explicit English descriptions. For many years,
using the SAP R/3 data for business decision support had been a constant
problem.
Recognizing this problem, SAP decided to develop a data warehousing
solution to help its customers. The result is SAP Business Information Ware-
house, or BW. Since the announcement of its launch in June 1997, BW has
drawn intense interest. According to SAP, as of October 2000, more than 1000
SAP BW systems were installed worldwide.
In this book, we will demonstrate how SAP BW implements the star
schema and tackles the ETTL challenges.

1.3 BW—An SAP Data Warehousing Solution

BW is an end-to-end data warehousing solution that uses preexisting SAP tech-
nologies. BW is built on the Basis 3-tier architecture and coded in the ABAP
(Advanced Business Application Programming) language. It uses ALE (Appli-
cation Link Enabling) and BAPI (Business Application Programming Interface)
to link BW with SAP systems and non-SAP systems.
10 • PART I: GUIDED TOURS

1.3.1 BW Architecture
Figure 1.3 shows the BW architecture at the highest level. This architecture has
three layers:

1. The top layer is the reporting environment. It can be BW Business

Explorer (BEx) or a third-party reporting tool. BEx consists of two com-
ponents:
• BEx Analyzer
• BEx Browser
BEx Analyzer is Microsoft Excel with a BW add-in. Thanks to its easy-to-
use graphical interface, it allows users to create queries without coding
SQL statements. BEx Browser works much like an information center,
allowing users to organize and access all kinds of information. Third-
party reporting tools connect with BW OLAP Processor through ODBO
(OLE DB for OLAP).

FIGURE 1.3
Non-SAP OLAP Clients
BW
ARCHITECTURE
Business Explorer ODBO

Browser Analyzer
OLE DB for OLAP Provider

BDS/ OLAP Processor Administrator

User Roles Workbench

Metadata Metadata Scheduler

Manager Repository
Monitor
InfoCubes/ Data BW Server
ODS Objects Manager

PSA Staging Engine

ALE/BAPI

Extractor Extractor

Non-SAP System SAP System

Source: Adapted from SAP BW online documentation.

 CHAPTER 1: BUSINESS SCENARIO AND SAP BW • 11

2. The middle layer, BW Server, carries out three tasks:

• Administering the BW system
• Storing data
• Retrieving data according to users’ requests
We will detail BW Server’s components next.
3. The bottom layer consists of source systems, which can be R/3 systems,
BW systems, flat files, and other systems. If the source systems are SAP
systems, an SAP component called Plug-In must be installed in the
source systems. The Plug-In contains extractors. An extractor is a set of
ABAP programs, database tables, and other objects that BW uses to
extract data from the SAP systems. BW connects with SAP systems (R/3
or BW) and flat files via ALE; it connects with non-SAP systems via BAPI.
The middle-layer BW Server consists of the following components:
• Administrator Workbench, including BW Scheduler and BW Monitor
• Metadata Repository and Metadata Manager
• Staging Engine
• PSA (Persistent Staging Area)
• ODS (Operational Data Store) Objects
• InfoCubes
• Data Manager
• OLAP Processor
• BDS (Business Document Services)
• User Roles

Administrator Workbench maintains meta-data and all BW objects. It has

two components:

• BW Scheduler for scheduling jobs to load data

• BW Monitor for monitoring the status of data loads

This book mainly focuses on Administrator Workbench.

Metadata Repository contains information about the data warehouse.
Meta-data comprise data about data. Metadata Repository contains two types
of meta-data: business-related (for example, definitions and descriptions used
for reporting) and technical (for example, structure and mapping rules used for
data extraction and transformation). We use Metadata Manager to maintain
Metadata Repository.
Staging Engine implements data mapping and transformation. Triggered
by BW Scheduler, it sends requests to a source system for data loading. The
source system then selects and transfers data into BW.
12 • PART I: GUIDED TOURS

PSA (Persistent Staging Area) stores data in the original format while
being imported from the source system. PSA allows for quality check before
the data are loaded into their destinations, such as ODS Objects or InfoCubes.
ODS (Operational Data Store) Objects allow us to build a multilayer struc-
ture for operational data reporting. They are not based on the star schema and
are used primarily for detail reporting, rather than for dimensional analysis.
InfoCubes are the fact tables and their associated dimension tables in a star
schema.
Data Manager maintains data in ODS Objects and InfoCubes and tells the
OLAP Processor what data are available for reporting.
OLAP Processor is the analytical processing engine. It retrieves data from the
database, and it analyzes and presents those data according to users’ requests.
BDS (Business Document Services) stores documents. The documents can
appear in various formats, such as Microsoft Word, Excel, PowerPoint, PDF,
and HTML. BEx Analyzer saves query results, or MS Excel files, as workbooks
in the BDS.
User Roles are a concept used in SAP authorization management. BW
organizes BDS documents according to User Roles. Only users assigned to a
particular User Role can access the documents associated with that User Role.
Table 1.5 indicates where each of these components is discussed in this
book. As noted in the Preface, this book does not discuss third-party reporting
tools and BAPI.

TABLE 1.5
Components Chapters
CHAPTERS
DETAILING BW Business Explorer: Chapter 5, Creating Queries and Workbooks
COMPONENTS • Analyzer and Browser
Non-SAP OLAP Clients Not covered
ODBO
OLE DB for OLAP Provider
Extractor: Chapter 3, Loading Data into the InfoCube, on how
• ALE to load data from flat files
Chapter 10, Business Content, on how to load data
from R/3 systems
Chapter 11, Generic R/3 Data Extraction
BAPI Not covered
Administrator Workbench The entire book, although not explicitly mentioned
BW Scheduler Chapter 3, Loading Data into the InfoCube, on BW
Scheduler
BW Monitor Chapter 4, Checking Data Quality, on BW Monitor
 CHAPTER 1: BUSINESS SCENARIO AND SAP BW • 13

Components Chapters
Metadata Repository The entire book, although not explicitly mentioned
Metadata Manager
Staging Engine Chapter 3, Loading Data into the InfoCube
PSA
Chapter 4, Checking Data Quality
ODS Objects Chapter 9, Operational Data Store (ODS)
InfoCubes Chapter 2, Creating an InfoCube
Chapter 7, InfoCube Design
Chapter 8, Aggregates and Multi-Cubes
Data Manager Chapter 12, Data Maintenance
OLAP Processor Chapter 13, Performance Tuning
BDS Chapter 5, Creating Queries and Workbooks
User Roles Chapter 6, Managing User Authorization

1.3.2 BW Business Content

One of the BW’s strongest selling points is its Business Content. Business Con-
tent contains standard reports and other associated objects. For example, BW
provides you, the sales manager, with the following standard reports:

Quotation Processing
• Quotation success rates per sales area
• Quotation tracking per sales area
• General quotation information per sales area

Order Processing
• Monthly incoming orders and revenue
• Sales values
• Billing documents
• Order, delivery, and sales quantities
• Fulfillment rates
• Credit memos
• Proportion of returns to incoming orders
• Returns per customer
• Quantity and values of returns
• Product analysis
• Product profitability analysis
14 • PART I: GUIDED TOURS

Delivery
• Delivery delays per sales area
• Average delivery processing times

Analyses and Comparisons

• Sales/cost analysis
• Top customers
• Distribution channel analysis
• Product profitability analysis
• Weekly deliveries
• Monthly deliveries
• Incoming orders analysis
• Sales figures comparison
• Returns per customer
• Product analysis
• Monthly incoming orders and revenue

Administrative and Management Functions

• Cost center: plan/actual/variance
• Cost center: responsible for orders, projects, and networks
• Order reports
• WBS Element: plan/actual/variance
• Cost center: plan/actual/variance
• Cost center: hit list of actual variances
• Cost center: actual costs per quarter
• Cost center: capacity-related headcount

Chapter 10 discusses Business Content in detail.

When necessary, we can also use a function, called Generic Data Extrac-
tion, to extract R/3 data that cannot be extracted with the standard Business
Content. Chapter 11 discusses this function in detail.

1.3.3 BW in mySAP.com
BW is evolving rapidly. Knowing its future helps us plan BW projects and their
scopes. Here, we give a brief overview of BW’s position in mySAP.com.
mySAP.com is SAP’s e-business platform that aims to achieve the collabo-
ration among businesses using the Internet technology. It consists of three com-
ponents:
 CHAPTER 1: BUSINESS SCENARIO AND SAP BW • 15

• mySAP Technology
• mySAP Services
• mySAP Hosted Solutions

As shown in Figure 1.4, mySAP Technology includes a portal infrastructure

for user-centric collaboration, a Web Application Server for providing Web
services, and an exchange infrastructure for process-centric collaboration. The
portal infrastructure has a component called mySAP Business Intelligence; it is
the same BW but is located in the mySAP.com platform. Using mySAP Tech-
nology, SAP develops e-business solutions, such as mySAP Supply Chain Man-
agement (mySAP SCM), mySAP Customer Relationship Management (mySAP
CRM), and mySAP Product Lifecycle Management (mySAP PLM).
mySAP Services are the services and support that SAP offers to its customers.
They range from business analysis, technology implementation, and training to
system support. The services and support available from http://service.sap.
com/bw/ are good examples of mySAP Services.
mySAP Hosted Solutions are the outsourcing services from SAP. With these
solutions, customers do not need to maintain physical machines and networks.

FIGURE 1.4
MYSAP mySAP Technology
TECHNOLOGY
AND MYSAP
Portal Legacy, third-party, or external system
SOLUTIONS
Infrastructure
mySAP E-Procurement

mySAP CRM
mySAP SCM

mySAP PLM

mySAP R/3

Web
Application
Server

Exchange
Infrastructure

Source: Adapted from SAP white paper, “mySAP Technology for Open E-Business Integration—
Overview.”
16 • PART I: GUIDED TOURS

1.4 Summary
This chapter introduced the basic concept of data warehousing and discussed
what SAP BW is, why we need it, its architecture, and what Business Content
is. Later chapters will discuss these subjects in more details.

Key Terms
Term Description
Data warehouse A data warehouse is a dedicated reporting and analysis
environment based on the star schema database design
technique that requires paying special attention to the data
ETTL process.
Star schema A star schema is a technique used in the data warehouse
database design that aims to help data retrieval for online
analytical processing.
ETTL ETTL represents one of the most challenging tasks in building
a data warehouse. It involves the process of extracting, trans-
forming, transferring, and loading data correctly and quickly.
BW BW is a data warehousing solution from SAP.

For Further Information

• Book: The Data Warehouse Lifecycle Toolkit: Expert Methods for Designing,
Developing, and Deploying Data Warehouses, by Ralph Kimball. John Wiley
& Sons, 1998. ISBN: 0471255475.
• Book: Business Information Warehouse for SAP, by Naeem Hashmi. Prima
Publishing, 2000. ISBN: 0761523359.
• Web site: http://service.sap.com/bw/ is the official BW Web site main-
tained by SAP. It contains the original BW materials.
• SAP white paper: “mySAP Technology for Open E-Business Integra-
tion—Overview.” Available at http://www.sap.com/.
• SAP white paper: “Portal Infrastructure: People-Centric Collaboration.”
Available at http://www.sap.com/.
• SAP white paper: “mySAP Business Intelligence.” Available at http://
www.sap.com/.

Next . . .
We will create an InfoCube that implements the Figure 1.1 star schema.
Chapter
2

Creating an
InfoCube

I n BW, Customer ID, Material Number, Sales Rep-

resentative ID, Unit of Measure, and Transaction
Date are called characteristics. Customer Name and Customer Address are
attributes of Customer ID, although they are characteristics as well. Per Unit
Sales Price, Quantity Sold, and Sales Revenue are referred to as key figures.
Characteristics and key figures are collectively termed InfoObjects.
A key figure can be an attribute of a characteristic. For instance, Per Unit
Sales Price can be an attribute of Material Number. In our examples, Per Unit
Sales Price is a fact table key figure. In the real world, such decisions are made
during the data warehouse design phase. Chapter 7 provides some guidelines
for making such decisions.
InfoObjects are analogous to bricks. We use these objects to build InfoCubes.
An InfoCube comprises the fact table and its associated dimension tables in a
star schema.
17
18 • PART I: GUIDED TOURS

In this chapter, we will demonstrate how to create an InfoCube that imple-

ments the star schema from Figure 1.1. We start from creating an InfoArea. An
InfoArea is analogous to a construction site, on which we build InfoCubes.

2.1 Creating an InfoArea

In BW, InfoAreas are the branches and nodes of a tree structure. InfoCubes
are listed under the branches and nodes. The relationship of InfoAreas to
InfoCubes in BW resembles the relationship of directories to files in an operat-
ing system. Let’s create an InfoArea first, before constructing the InfoCube.

Work Instructions
Step 1 After logging on to the BW system, run transaction RSA1, or double-
click Administrator Workbench.

Copyright by SAP AG
SCREEN 2.1
 CHAPTER 2: CREATING AN INFOCUBE • 19

Step 2 In the new window, click Data targets under Modelling in the left
panel. In the right panel, right-click InfoObjects and select Create
InfoArea. . . .

Copyright by SAP AG
SCREEN 2.2

Note: In BW, InfoCubes and ODS Objects are collectively called data targets.

Step 3 Enter a name and a description for the InfoArea, and then click to
continue.

Copyright by SAP AG
SCREEN 2.3
20 • PART I: GUIDED TOURS

Result
The InfoArea has been created as shown in Screen 2.4.

2.2 Creating InfoObject Catalogs

Before we can create an InfoCube, we must have InfoObjects. Before we can
create InfoObjects, however, we must have InfoObject Catalogs. Because char-
acteristics and key figures are different types of objects, we organize them
within their own separate folders, which are called InfoObject Catalogs. Like
InfoCubes, InfoObject Catalogs are listed under InfoAreas.
Having created an InfoArea in Section 2.1, let’s now create InfoObject Cata-
logs to hold characteristics and key figures.

Work Instructions
Step 1 Click InfoObjects under Modelling in the left panel. In the right panel,
right-click InfoArea – demo, and select Create InfoObject catalog. . . .

Copyright by SAP AG
SCREEN 2.4
 CHAPTER 2: CREATING AN INFOCUBE • 21

Step 2 Enter a name and a

description for the
InfoObject Catalog,
select the option Char.,
and then click to
create the InfoObject
Catalog.

Copyright by SAP AG
SCREEN 2.5

Step 3 In the new win-

dow, click to
check the Info-
Object Catalog. If
it is valid, click
to activate the
InfoObject Cata-
log. Once the
activation process
is finished, the
status message
InfoObject catalog
IOC_DEMO_CH
activated appears
at the bottom of
the screen.

Copyright by SAP AG
SCREEN 2.6
22 • PART I: GUIDED TOURS

Result
Click to return to the previous screen. The newly created InfoObject Cata-
log will be displayed, as shown in Screen 2.8.

Following the same procedure, we create an InfoObject Catalog to hold key

figures. This time, make sure that the option Key figure is selected (Screen 2.7).

Copyright by SAP AG
SCREEN 2.7
 CHAPTER 2: CREATING AN INFOCUBE • 23

2.3 Creating InfoObjects—Characteristics

Now we are ready to create characteristics.

Work Instructions
Step 1 Right-click InfoObject Catalog – demo: characteristics, and then select
Create InfoObject. . . .

Copyright by SAP AG
SCREEN 2.8

Step 2 Enter a name and a descrip-

tion, and then click to
continue.

Copyright by SAP AG
SCREEN 2.9
24 • PART I: GUIDED TOURS

Step 3 Select CHAR as the

DataType, enter
15 for the field
Length, and then
click the tab
Attributes.

Copyright by SAP AG
SCREEN 2.10

Step 4 Enter an attribute

name IO_MATNM,
and then click to
create the attribute.

Note: Notice that

IO_MATNM is underlined.
In BW, the underline works
like a hyperlink. After
IO_MATNM is created, when
you click IO_MATNM, the
hyperlink will lead you to
IO_MATNM’s detail defini-
tion window.

Copyright by SAP AG
SCREEN 2.11
 CHAPTER 2: CREATING AN INFOCUBE • 25

Step 5 Select the option Create attribute as charac-

teristic, and then click to continue.

Note: Section 11.3, “Creating a Characteristic

in BW,” discusses an example of the key figure
attribute.

Copyright by SAP AG
SCREEN 2.12

Step 6 Select CHAR as the

DataType, and then
enter 30 for the field
Length. Notice that the
option Exclusively attrib-
ute is selected by
default. Click to
continue.

Note: If Exclusively attribute is

selected, the attribute
IO_MATNM can be used only as
a display attribute, not as a
navigational attribute. Section
7.2, “InfoCube Design Alterna-
tive I—Time-Dependent Naviga-
tional Attributes,” discusses an
example of the navigation
attributes.
Selecting Exclusively attribute
allows you to select Lowercase let-
ters. If the option Lowercase let-
ters is selected, the attribute can
accept lowercase letters in data
Copyright by SAP AG
SCREEN 2.13 to be loaded.
26 • PART I: GUIDED TOURS

If the option Lowercase letters is selected, no master data tables, text

tables, or another level of attributes underneath are allowed. Section 7.1, “BW
Star Schema,” describes master data tables and text tables, and explains how
they relate to a characteristic.

Step 7 Click to check the characteristic. If it is valid, click to activate

the characteristic.

Copyright by SAP AG
SCREEN 2.14
 CHAPTER 2: CREATING AN INFOCUBE • 27

Step 8 A window is displayed asking whether

you want to activate dependent
InfoObjects. In our example, the
dependent InfoObject is IO_MATNM.

Click to activate IO_MAT and

IO_MATNM.

Copyright by SAP AG
SCREEN 2.15

Result
You have now created the characteristic IO_MAT and its attribute IO_
MATNM. A status message All InfoObject(s) activated will appear at the bottom
of Screen 2.14.

Note: Saving an InfoObject means saving its properties, or meta-data. You

have not yet created its physical database objects, such as tables.
Activating an InfoObject will create the relevant database objects. After
activating IO_MAT, the names of the newly created master data table and text
table are displayed under the Master data/texts tab (Screen 2.16). The name
of the master data table is /BIC/PIO_MAT, and the name of the text table is
/BIC/TIO_MAT.
Notice the prefix /BIC/ in the database object names. BW prefixes /BI0/ to
the names of database objects of Business Content objects, and it prefixes
/BIC/ to the names of database objects of customer-created BW objects.
28 • PART I: GUIDED TOURS

Copyright by SAP AG
SCREEN 2.16

Repeat the preceding steps to create the other characteristics listed in

Table 2.1.
 CHAPTER 2: CREATING AN INFOCUBE • 29

TABLE 2.1 CHARACTERISTICS

Characteristics Name Exclusively Lowercase

and Description Assigned to DataType Length Attribute? Letters?
IO_MAT CHAR 15 No No
Material number
IO_MATNM IO_MAT CHAR 30 Yes No
Material name
IO_CUST CHAR 15 No No
Customer ID
IO_CUSTNM IO_CUST CHAR 40 Yes Yes
Customer name
IO_CUSTAD IO_CUST CHAR 60 Yes Yes
Customer addresss
IO_SREP CHAR 15 No No
Sales representative ID
IO_SREPNM IO_SREP CHAR 40 Yes Yes
Sales representative name
IO_SOFF CHAR 30 No No
Sales office
IO_SREG CHAR 30 No No
Sales region

The column “Assigned to” specifies the characteristic to which an attribute

is assigned. For example, IO_MATNM is an attribute of IO_MAT.
The Material Description in Table 1.1 will be treated as IO_MAT’s text, as
shown in Table 3.2 in Section 3.4, “Creating InfoPackages to Load Characteris-
tic Data.” We do not need to create a characteristic for it.
IO_SREG and IO_SOFF are created as independent characteristics, instead
of IO_SREP’s attributes. Section 3.6, “Entering the Master Data, Text, and Hier-
archy Manually,” explains how to link IO_SOFF and IO_SREG to IO_SREP via
a sales organization hierarchy. Section 7.2, “InfoCube Design Alternative I—
Time-Dependent Navigational Attributes,” discusses a new InfoCube design in
which IO_SOFF and IO_SREG are IO_SREP’s attributes.
BW provides characteristics for units of measure and time. We do not need
to create them.
From Administrator Workbench, we can verify that the characteristics in
Table 2.1 have been created (Screen 2.17) by clicking InfoArea – demo, and then
clicking InfoObject Catalog – demo: characteristics.
Exploring the Variety of Random
Documents with Different Content
family connections. But in vain. The actions of King Edward VII are
explained by the simple fact that he was an Englishman and was
trying to bring to realization the plans of his Government. Maybe the
political ambitions of the King, who did not begin to reign until well
along in years, contributed to this.
We certainly did all that was possible to meet England halfway, but it
was useless, because the German export figures showed an
increase; naturally we could not limit our world commerce in order
to satisfy England. That would have been asking too much.
As regards our policy toward England, we have been much blamed
for having refused the offer of an alliance made us by Chamberlain,
the English Colonial Minister, toward the close of the 'nineties. This
matter, however, was far different in character, on closer inspection,
from what it was represented as being.
First, Chamberlain brought a letter with him from the English
Premier, Salisbury, to Bülow, in which the English Prime Minister
declared that Chamberlain was dealing on his own account only, that
the English Cabinet was not behind him. This, to be sure, might
have meant the adoption of a course that was diplomatically
permissible, giving the English Cabinet, which was responsible to
Parliament, a free hand; but it turned out later, be it remarked, that
the Liberal group in England was at that time hostile to a German-
English alliance.
Nevertheless, in view of the fact that there was a possibility that the
course adopted was a mere diplomatic formality—that Chamberlain
might have been sent on ahead and complete freedom of action
retained for the English Cabinet, which is a favorite method in
London—Prince Bülow, with my consent, went thoroughly into the
matter with Chamberlain.
It transpired then that the English-German alliance was aimed
unquestionably against Russia. Chamberlain spoke directly about a
war to be waged later by England and Germany against Russia.
Prince Bülow, in full agreement with me, declined politely but
emphatically thus to disturb the peace of Europe. In so doing he was
but following the example of the great Chancellor, for Prince
Bismarck coined the phrase—I myself have heard it repeatedly in the
Bismarck family circle: "Germany must never become England's
dagger on the European continent."
So we did nothing further at that time than to go straight ahead with
our policy—viz., we refused all agreements which might lead to a
war which was not based directly on the defense of our native soil.
The refusal of the Chamberlain offer is a proof of the German love of
peace.
As to France, we sought to bring about an endurable state of affairs.
This was difficult, for, in French eyes, we were the archenemy and it
was impossible for us to acquiesce in the demands inspired by the
policy of revenge. We settled the Morocco quarrel peacefully; no
man of standing in Germany entertained the idea of war on account
of Morocco. For the sake of peace we allowed France at that time to
encroach upon the essentially legitimate interests of Germany in
Morocco, strengthened as the French were by the agreement
concluded secretly with England as to mutual compensation in Egypt
and Morocco.
In the Algeciras Conference the outline of the Great War was already
visible. It is assuredly not pleasant to be forced to retreat politically,
as we did in the Morocco matter, but Germany's policy subordinated
everything to the great cause of preserving the peace of the world.
We tried to attain this end by courtesy, which was partially resented.
I recall the journey of my mother, the Empress Frederick, to Paris.
We expected a tolerably good reception, since she was an English
Princess and went, as an artist, to be the guest of French art. Twice
I visited the Empress Eugénie—once from Aldershot at her castle of
Fernborough, the other time aboard her yacht, in Norwegian waters,
near Bergen. This was a piece of politeness that seemed to me
perfectly natural, seeing that I happened to be very near her. When
the French General Bonnal was in Berlin with several officers, these
gentlemen dined with the Second Infantry Regiment. I was present
and toasted the French army—something that was still out of the
ordinary, but was done with the best intentions. I brought French
female and male artists to Germany. All this sort of thing, of course,
was a trifle in the great game of politics, but it at least showed our
good will.
With regard to Russia, I went to the utmost trouble. My letters,
published in the meantime, were naturally never sent without the
knowledge of the Imperial Chancellors, but always in agreement
with them and largely at their desire. Russia would doubtless never
have got into a war with Germany under Alexander III, for he was
reliable. Tsar Nicholas was weak and vacillating; whoever had last
been with him was right; and, naturally, it was impossible for me
always to be that individual.
I made every effort with this Tsar, also, to restore the traditional
friendship between Germany and Russia. I was moved to do so not
only by political reasons, but by the promise which I had made to
my grandfather on his deathbed.
I most urgently advised Tsar Nicholas, repeatedly, to introduce
liberal reforms within his country, to summon the so-called Great
Duma, which existed and functioned even as far back as the reign of
Ivan the Terrible. In doing so it was not my intention to interfere in
Russian internal affairs; what I wanted was to eliminate, in the
interests of Germany, the ferment going on in Russia, which had
often enough been deflected before to foreign conflicts, as I have
already described. I wished to help toward eliminating at least this
one phase of the internal situation in Russia, which threatened to
cause war, and I was all the more willing to make the effort since I
might thereby serve both the Tsar and Russia.
The Tsar paid no heed to my advice, but created a new Duma
instead, which was quite inadequate for coping with the situation.
Had he summoned the old Duma he might have dealt and talked
personally with all the representatives of his huge realm and won
their confidence.
When the Tsar resolved upon war against Japan, I told him that I
would assure him security in the rear and cause him no annoyances.
Germany kept this promise.

GRAND DUKE'S VISIT

When the course taken by the war did not fulfill the Tsar's
expectations, and the Russian and Japanese armies finally lay before
each other for weeks without serious fighting, the young brother of
the Tsar, Grand Duke Michael, arrived at Berlin for a visit. We could
not quite make out what he wanted. Prince Bülow, who was then
Chancellor, requested me to ask the Grand Duke sometime how
matters really stood with Russia; he said that he, the Prince, had
received bad news and thought it was high time for Russia to bring
the war to an end.
I undertook this mission. The Grand Duke was visibly relieved when
I spoke to him frankly; he declared that things looked bad for
Russia. I told him that it seemed to me that the Tsar ought to make
peace soon, since what the Grand Duke had told me about the
unreliability of troops and officers appeared to me quite as serious
as the renewed internal agitation.
Grand Duke Michael was grateful for my having given him an
opportunity to talk. He said that the Tsar was vacillating, as always,
but he must make peace and would make it if I advised him to do
so. He asked me to write a few lines to the Tsar to that effect, for
him to deliver.
I drafted a letter in English to Tsar Nicholas, went to Bülow, told him
what the Grand Duke had told me, and showed him the draft of my
letter. The Prince thanked me and found the letter suitable. The
Grand Duke informed the Russian ambassador in Berlin, Count
Osten-Sacken, and, after he had repeatedly expressed his thanks,
went direct to the Tsar, who then had peace negotiations begun.
Count Osten-Sacken told me, when next we met, that I had done
Russia a great service. I was glad this was recognized, and felt
justified in hoping, on account of this, that my conduct would
contribute toward bringing about friendly relations with Russia. In
acting as I did I also worked toward preventing the possible spread
of a Russian revolution, during the Russo-Japanese War, across the
frontiers of Germany. Germany earned no thanks thereby; however,
our conduct during the Russo-Japanese War is another proof of our
love of peace.
The same purpose underlay my suggestion which led to the Björkö
agreement (July, 1905). It contemplated an alliance between
Germany and Russia, which both the Allies as well as other nations
should be at liberty to join. Ratification of this agreement failed
through the opposition of the Russian Government (Isvolsky).
It remains to say a few words about America. Aside from the
Gentlemen's Agreement already mentioned, which assured America's
standing beside England and France in a World War, America did not
belong to the Entente Cordiale created by King Edward VII at the
behest of his Government, and, most important of all, America, in so
far as it is possible at present to judge events, did not contribute
toward bringing on the World War. Perhaps the unfriendly answer
given by President Wilson to the German Government at the
beginning of the war may have had some connection with the
Gentlemen's Agreement.

AMERICAN FACTORS IN DEFEAT

But there can be no doubt that America's entry into the war, and the
enormous supplies of ammunition, and especially of war materials,
which preceded her entry, seriously hurt the chance of the Central
Powers to bring the war to a successful termination by force of arms.
It is necessary, however, to avoid all emotional criticism of America
also, since, in the great game of politics, real factors only can be
considered. America was at liberty (despite the Gentlemen's
Agreement) to remain neutral or to enter the war on the other side.
One cannot reproach a nation for a decision as to war or peace
made in accordance with its sovereign rights so long as the decision
is not in violation of definite agreements. Such is not the case here.
Nevertheless, it must be noted that John Kenneth Turner, in his
already mentioned book, Shall It Be Again? shows, on the basis of
extensive proofs, that all Wilson's reasons for America's entry into
the war were fictitious, that it was far more a case of acting solely in
the interest of Wall Street high finance.
The great profit derived by America from the World War consists in
the fact that the United States was able to attract to itself nearly fifty
per cent of all the gold in the world, so that now the dollar, instead
of the English pound, determines the world's exchange rate. But
here also no reproach is at all justified, since any other nation in a
position to do so would have rejoiced in attracting to itself this
increase of gold and of prestige in the world's money market. It was
certainly regrettable for us that America did not do this stroke of
business on the side of the Central Powers.
But just as Germany objects with perfect justification to having had
her peaceful labors combated by the Entente, not with peaceful, but
with warlike means, so also she can and must enter constant protest
—as she is already trying to do by means of published material—
against America's violation of the right at the close of the World War.
Personally I do not believe that the American people would have
consented to this; American women particularly would not have
participated in the denial of President Wilson's Fourteen Points, if
they could have been enlightened at that time as to the facts.
America, more than other countries, had been misled by English
propaganda, and therefore allowed President Wilson, who had been
provided with unprecedented powers, to act on his own initiative at
Paris—in other words, to be beaten down on his Fourteen Points.
Just as Mr. Wilson omitted mention, later on, of the English
blockade, against which he had protested previously, so also he
acted with regard to his Fourteen Points.
The German Government had accepted Wilson's Fourteen Points,
although they were severe enough. The Allies likewise had accepted
the Fourteen Points, with the exception of those on reparations and
the freedom of the seas. Wilson had guaranteed the Fourteen Points.

FOURTEEN POINTS ABANDONED

I fail to find the most important of them in the Versailles instrument,
but only those expressing the Entente's policy of violence, and even
part of these in a greatly falsified form. Relying on Wilson's guaranty,
Germany evacuated the enemy territory occupied by her and
surrendered her weapons—in other words, made herself
defenseless. In this blind confidence and the abandonment of the
Fourteen Points on the one side, and in the outbreak of the German
revolution on the other, lies the key to our present condition.
According to Turner, the Fourteen Points, as far back as the drawing
up of the armistice terms, were, to Wilson, no more than a means of
making Germany lay down her arms; as soon as this end was
achieved he dropped them.
Already a very large part of the American people has arrayed itself
against Mr. Wilson and is unwilling to be discredited along with him.
I am not dreaming of spontaneous American help for Germany; all I
count upon is the sober acknowledgment by the American people
that it has to make good the gigantic wrong done Germany by its
former President. For the atmosphere of a victory does not last
forever, and later on, not only in Germany, but elsewhere, people will
remember the unreliability of the American President and look upon
it as American unreliability.
That is not a good thing, however, for the American people. To have
the policy of a nation branded with the stigma of unreliability is not
advantageous. When judgment is passed hereafter on American
policy, people will forget that Mr. Wilson, unversed in the ways of the
world, was trapped by Lloyd George and Clemenceau.
I have met—particularly at the Kiel regattas—many American men
and women whose political judgment and caution would make it
impossible for them to approve such a flagrant breach of faith as
was committed by Mr. Wilson, because of its effect on America's
political prestige. It is upon such considerations of national egotism,
not upon any sort of sentimental considerations, that I base my
hope that Germany's burden will be lightened from across the ocean.
Besides the injustice in the abandonment of the Fourteen Points, it
must also be remembered that Mr. Wilson was the first to demand of
the German reigning dynasty that it withdraw, in doing which he
hinted that, were such action taken, the German people would be
granted a better peace. Before the Government of Prince Max joined
in the demand for my abdication of the throne, which it based on
the same grounds as Mr. Wilson—that Germany would thereby get
better terms—(prevention of civil war was used as a second means
of bringing pressure on me)—it was in duty bound to get some sort
of a binding guaranty from Mr. Wilson. In any event, the statements
made, which became continually more urgent and pressing,
contributed toward making me resolve to quit the country, since I
was constrained to believe that I could render my country a great
service by so doing.

ACCEPTED "SIGHT UNSEEN"

I subordinated my own interests and those of my dynasty, which
certainly were not unimportant, and forced myself, after the severest
inward struggles, to acquiesce in the wish of the German authorities.
Later it transpired that the German Government had obtained no
real guaranties. But, in the tumultuous sequence of events during
those days, it was necessary for me to consider the unequivocal and
definite announcement of the Imperial Chancellor as authoritative.
For this reason I did not investigate it.
Why the Entente demanded, through Mr. Wilson, that I should
abdicate is now obvious. It felt perfectly sure that, following my
being dispossessed of the throne, military and political instability
would necessarily ensue in Germany and enable it to force upon
Germany not easier but harder terms. At that time the revolution
had not yet appeared as an aid to the Entente.
For me to have remained on the throne would have seemed to the
Entente more advantageous to Germany than my abdication. I
myself agree with this view of the Entente, now that it has turned
out that the Max of Baden Government had no substantial
foundation for its declaration that my abdication would bring better
terms to my fatherland.
I go even further and declare that the Entente would never have
dared to offer such terms to an intact German Empire. It would not
have dared to offer them to an imperial realm upon which the
parliamentary system had not yet been forced, with the help of
German Utopians, at the very moment of its final fight for existence;
to a realm whose monarchical Government had not been deprived of
the power to command its army and navy.
In view of all this, heavy guilt also lies on the shoulders of the
American ex-President as a result of his having demanded my
abdication under the pretense that it would bring Germany better
terms. Here also we certainly have a point of support for the
powerful lever which is destined to drag the Treaty of Versailles from
where it lies behind lock and key. In Germany, however, Mr. Wilson
should never be confused with the American people.
In setting forth my political principles in what follows I am actuated
solely by a desire to contribute toward proving Germany's innocence
of having brought on the World War.
From the outset of my reign German policy was based upon
compromise of the differences which it found existing between
nations. In its entirety, therefore, my policy was eminently peaceful.
This policy of peaceful compromise became apparent in internal
politics, at the very beginning of my reign, in the legislation desired
by me for the protection of the workers. The development of social
legislation, which placed Germany at the head of civilized nations in
the domain of governmental protection, was based on a like
foundation.
The fundamental idea of a policy of compromise went so far within
Germany that the strength of the army would have remained far less
than universal compulsory military service and the size of the
population made possible. Here, as well as in the matter of naval
construction, the curtailments demanded by the Reichstag were put
up with by the Crown and the Government. Already at that time the
question of Germany's capabilities of defense was left to the decision
of the people's representatives. A nation that wished and prepared
war would have adopted quite different tactics.

INADEQUATE PREPAREDNESS
The more apparent the Entente's "policy of encirclement" and attack
became, the more the means of protecting our welfare should have
been strengthened for defensive reasons. This idea of natural and
justified self-protection, by means of defensive measures against a
possible hostile attack was carried out in a wretchedly inadequate
manner.
Germany's desire for peace, in fact, was unable to develop this
protection by land and sea in a manner compatible with her financial
and national strength and with the risk which our welfare was bound
to run in case of a war. Therefore, we are now suffering not from the
consequences of the tendency toward aggression falsely imputed to
us, but actually from the consequences of a well-nigh incredible love
of peace and of blind confidence.
The entirely different political principles of the Entente have already
been described by me, also our continuous efforts to get upon
friendly terms with the individual Entente nations.
I do not wish to ignore completely the less important work done by
Germany, also included within the framework of politics on a large
scale, which was always inspired by the same purpose: to effect
compromise of existing points of conflict. The Kiel regatta brought us
guests from all the leading nations. We sought compromise with the
same zeal on the neutral territory of sport as in the domain of
science by means of exchange professors, and foreign officers were
most willingly allowed to inspect our army system. This latter might
be adjudged a mistake, now that we can look back, but, in any
event, all these points are certain proofs of our honest desire to live
at peace with all.
Moreover, Germany did not take advantage of a single one of the
opportunities that arose for waging war with a sure prospect of
success.
I have already pointed out the benevolent neutrality of Germany
toward Russia at the time of the Russo-Japanese War.
At the time when England was deeply involved in the Boer War we
might have fought against England or against France, which, at that
time, would have been obliged to forego help from England. But we
did not do so. Also, while the Russo-Japanese War was in progress,
we might have fought not only against Russia, but also against
France. But we did not do so.
In addition to the Morocco crisis already touched upon, in connection
with which we set aside the idea of going to war, we also gave
evidence of our desire for peace by overcoming the Bosnian crisis by
diplomatic means.
When one considers these plainly visible political events as a whole
and adduces the declarations of Entente statesmen such as
Poincaré, Clemenceau, Isvolsky, Tardieu, and others, one is bound to
ask one's self, in amazement, how a peace treaty, founded upon
Germany's guilt in having brought on the World War, could have
been drafted and put through. This miscarriage of justice will not
stand before the bar of world history.

BLAMES FRANCE FOR 1870

A Frenchman, Louis Guetant, delegate from Lyon to the Society for
the Rights of Man, recently made this statement:
"If we once look upon events without prejudice, with complete
independence and frankness, without bothering about which camp
chance placed us in at birth, the following is forced upon our
attention first of all: The War of 1914 is a consequence of the War of
1870. For, ever since that earlier date, the idea of revenge, more or
less veiled, has never left us.
"The War of 1870, however, was prepared and declared by the
French Government. The French Empire, indeed, needed it very
badly in order to contend against interior troubles and its steadily
growing unpopularity with the public. Even Gambetta, the wild
tribune of the opposition, exclaimed: 'If the Empire brings us the left
bank of the Rhine, I shall become reconciled with it!' Thus, it was a
war of conquest; nobody bothered about what the conquered
populations might have to say about it. 'We shall bend their will to
ours!' Thus it is written in the law of the victor!
"And now, suddenly, the opportunity for doing this was to escape
France. In view of the political difficulties and dangers of war caused
by his candidacy, Prince Leopold declared himself ready to withdraw.
That is bad! Without a pretext there can be no war!
"It was the same with France as with the milkmaid and the broken
pitcher in the fable, only instead of, 'Farewell, calf, cow, pig, hens,' it
was, 'Farewell, bloody profits, glory, victory, left bank of the Rhine,
even Belgium!'—for the latter, too, lay on that left bank of the Rhine
which France coveted. No, that would have been too hard, the
disillusionment would have been too great, the opportunity must be
created anew. The entire chauvinistic press, the entire clan of
boasters, set to work and soon found a way. Gramont, Minister of
Foreign Affairs, sent Ambassador Benedetti to visit Emperor William,
who was taking the cure at Ems, and demand from him a written
promise that, in case Prince Leopold should change his mind about
his withdrawal, he, William, as head of the family, would take issue
against this.
"The withdrawal of Prince Leopold was announced to France in a
valid manner and officially accepted by the Spanish Government.
There could be no doubt as to its genuineness. Nevertheless the
Paris newspapers, almost without exception, clamored for war.
Whoever, like Robert Michell in the Constitutionel, expressed his
pleasure at the prospects for peace and declared himself satisfied,
was insulted on the street. Gambetta shouted at him: 'You are
satisfied! What a base expression!' Copies of his newspapers were
stolen from the news stands, thrown into the river, hurled in his
face! Emilie de Girandin wrote to him: 'The opportunity is unique,
unhoped-for; if the Empire misses it the Empire is lost!' Then it was
that preparation for the War of 1914 was begun."
Voices like this also, which are not unique either in France or
England, must always be adduced as proof that the guilt is not ours.

"MISTAKEN, BUT NOT GUILTY"

Our political and diplomatic operations in the course of decades were
not, it must be admitted, faultlessly conceived or executed. But
where we made mistakes they were caused invariably by the too
great desire to maintain world peace. Such mistakes do not
constitute guilt.
As I mentioned elsewhere, I even consider the Congress of Berlin a
mistake, for it made our relations with Russia worse. The congress
was a victory for Disraeli, an Anglo-Austrian victory over Russia,
which turned Russian anger upon Germany. Yet—think of all that has
been done since then to make up with Russia! I have partly
enumerated these acts. And Bismarck's sole intention in bringing
about the Congress of Berlin was, as I have pointed out, the
prevention of a great general war.
Chancellor von Bethmann Hollweg also, who had strict orders from
me to maintain peace if it was at all possible, made mistakes in
1914; as a statesman he was not at all adequate to the world crisis.
But the blame for the war cannot be put upon us simply because our
opponents profited by our mistakes. Bethmann Hollweg wished to
avoid the war, like all of us—sufficient proof of this is to be found in
the one fact alone that he persisted, until the 4th of August, in his
political inertia, negotiating with England in the erroneous belief that
he could keep England out of the Entente.
While on this subject I wish also to call attention to the delusion
under which Prince Lichnowsky, the German ambassador in London,
was laboring. Soon after he had become ambassador, King George
came to the Embassy to dinner. The King's example was followed
automatically by the best society people in London.
The Prince and Princess were singled out for marked attentions and
exceedingly well treated socially. From this the German ambassador
drew the conclusion that our relations with England had improved,
until, shortly before the war, Sir Edward Grey coolly informed him
that he must draw no political conclusions from social favors and
good treatment accorded to him personally.
Nothing could give a better insight into the difference between the
English and German mentality than this. The German assumed social
friendliness to be the expression of political friendliness, since the
German is accustomed to express aversion and approval by means
of social forms as well as otherwise. He is very outspoken about
what he has on his mind.

CHARGES ENGLISH INSINCERITY

The Englishman, however, makes a distinction; in fact, he is rather
pleased if the man to whom he is speaking confuses form with
substance, or, in other words, if he takes the form to be the
expression of actual sentiments and political views. Judged from the
English standpoint, the above-mentioned words of Sir Edward Grey
were a perfectly frank statement.
The much-discussed nonrenewal of the reinsurance treaty with
Russia, already touched upon by me, is not to be considered so
decisive as to have influenced the question of whether there was to
be war or peace. The reinsurance treaty, in my opinion, would not
have prevented the Russia of Nicholas II from taking the road to the
Entente; under Alexander III it would have been superfluous.
Prince Bismarck's view that the Russian ambassador, Prince
Shuvaloff, would have renewed the reinsurance treaty with him but
not with his successor, is naturally the honest, subjective way of
looking at the matter—judged in the light of fact, however, it does
not hold water, in view of what the two parties concerned had to
consider at that time. For instance, the Under Secretary of State of
the Prince, Count Berchem, stated officially in a report to the Prince
that the treaty could not be renewed, which meant that it could not
be renewed through Shuvaloff, either.
I thought that not the old treaty, but only a new and different kind
of treaty, was possible, in the drawing up of which Austria must
participate, as in the old Three-Emperor-Relationship.
But, as I said, treaties with Nicholas II would not have seemed
absolutely durable to me, particularly after the sentiment of the very
influential Russian general public had also turned against Germany.
Our acts were founded upon the clear perception that Germany
could reach the important position in the world and obtain the
influence in world affairs necessary to her solely by maintaining
world peace. This attitude was strengthened, moreover, by personal
considerations.
Never have I had warlike ambitions. In my youth my father had
given me terrible descriptions of the battlefields of 1870 and 1871,
and I felt no inclination to bring such misery, on a colossally larger
scale, upon the German people and the whole of civilized mankind.
Old Field Marshal Moltke, whom I respected greatly, had left behind
him the prophetic warning: Woe to him who hurls the firebrand of
war upon Europe! And I considered as a political legacy from the
great Chancellor the fact that Prince Bismarck had said that
Germany must never wage a preventive war; that German resistance
would be neutralized if she did.
Thus the trend of the German policy of maintaining the peace was
determined by political insight, personal inclination, the legacies of
two great men, Bismarck and Moltke, and the desire of the German
people to devote itself to peaceful labors and not to plunge into
adventures.
Whatever has been said in malevolent circles about the existence of
a German party favoring war is a conscious or unconscious untruth.
In every land there are elements which, in serious situations, either
from honest conviction or less lofty motives, favor the appeal to the
sword, but never have such elements influenced the course of
German policy.
The accusations, especially those which have been made against the
General Staff to the effect that it worked for war, are pretty
untenable. The Prussian General Staff served its King and fatherland
by hard, faithful work, and maintained Germany's ability to defend
herself by labors extending over many years of peace, as was its
duty, but it exerted absolutely no political influence whatsoever.
Interest in politics, as is well known, was never particularly strong in
the Prussian-German army. Looking backward, one might almost say,
in fact, that it would have been better for us if those in leading
military circles had concerned themselves a bit more with foreign
policy.
Therefore, how the Peace of Versailles, in view of this perfectly clear
state of affairs, could have been founded upon Germany's guilt in
having caused the World War, would seem an insoluble riddle if it
were not possible to trace the tremendous effect of a new war
weapon—viz., the political propaganda of England against Germany
—planned on a large scale and applied with audacity and
unscrupulousness. I cannot bring myself to dismiss this propaganda
by branding it with catchwords such as "a piece of rascality," etc.,
since it constitutes an achievement which, in spite of its repugnant
nature, cannot be ignored; it did us more harm than the arms in the
hands of our opponents.
To us Germans, such an instrument of insincerity, distortion, and
hypocrisy is not pleasing; it is something that is incompatible with
the German character; we try to convince our opponents with the
weapon of truth as well as with other weapons. But war is a cruel
thing and what matters in it is to win; after all, to fire heavy guns at
civilized beings is not a pleasant matter, nor to bombard beautiful old
towns, yet this had to be done by both sides in the war.
Moreover, we could not have developed a propaganda on a large
scale like that of our enemies during the war for the very reason that
they had no foes in their rear, whereas we were surrounded. In
addition, most Germans have not the gift to fit a scheme of
propaganda to the different nationalities of the nations upon which it
is supposed to work. But, just as the English were more than our
match with that terrible weapon of theirs, the tank, against which
we could bring nothing of equal efficiency, so also were they
superior to us with their very effective weapon of propaganda.
And this weapon still continues its work and we are compelled still to
defend ourselves against it over and over again. For there can be no
doubt that the unjust Peace of Versailles could not have been
founded upon Germany's war guilt unless propaganda had previously
accomplished its task and, partly with the support of German
pacifists, instilled into the brains of 100,000,000 human beings the
belief in Germany's guilt, so that the unjust Peace of Versailles
seemed to many justified.

HOPES FOR VERSAILLES REACTION

Meanwhile, things have changed, the barriers between nations have
fallen, and gradually they are awakening to the realization of how
their confidence was imposed upon. The reaction will be crushing to
the makers of the Versailles Peace, but helpful to Germany. It goes
without saying that, among the statesmen, politicians, and publicists
of the Entente who really know, not a single one is really convinced
of Germany's guilt in having caused the World War. Every one of
them knows the real interrelation of events, and assuredly there
never was a case where so many augurs smiled at each other over a
secret held in common as the case of the responsibility for the World
War. In fact, one may even speak of a chorus of such individuals,
since twenty-eight nations took part in the war against Germany.
But, in the long run, not even the shrewdest augurs will suffice to
make world history. Truth will make its way forward and thus
Germany will come into her rights.
The various stipulations of the Versailles Treaty are in themselves
null and void, since they can be observed neither by the Entente nor
by Germany. It has been possible for months to note what difficulties
are arising in the path not only of Germany, but of the victors, as a
result of such an extravagant instrument.
In many ways the treaty has been punctured by the Entente itself,
and for this the reason is easily found. In the present highly
developed state of the world, which rests upon free, systematic
exchange of material and intellectual property, regulated solely by
production itself, it is quite out of the question for three men—no
matter how eminent they may be—to sit themselves down anywhere
and dictate paragraphed laws to the world. Yet that is what the
Versailles Treaty does, not only for Germany, but also, indirectly, for
the Entente and America, since all economic questions can be solved
by mutual, not one-sided, action.
The life of nations is regulated always—and most particularly in our
day—not by paragraphs, but simply and solely by the needs of
nations. It is possible, to be sure, to do violence to those national
needs temporarily by the imposition of arbitrary decisions, but, in
such cases, both parties concerned must suffer.
The world is in such a stage just now. Conditions like those at
present cannot last; not guns, nor tanks, nor squadrons of airplanes,
can perpetuate them. Therefore, their removal has already begun;
for, if the peace of Versailles were really such a judicious,
unimpeachable instrument, bringing blessings upon the world, there
would not be constant need of new conferences, discussions, and
meetings having to do with this "marvelous" document. The
constant necessity for new interpretations is due, indeed, to the fact
that the needs of highly cultivated and civilized nations were not
taken into account when the peace was concluded.
One must not be pharisaical, however; up to a certain point the
extravagance of the terms imposed by the victor after a life-and-
death struggle is a natural consequence of the relief felt at having
escaped alive from deadly danger.
Nevertheless, I know that Germany, if we had emerged victorious
from the war, would have imposed quite different terms—i. e., terms
that would have been just and endurable. The peace treaties of
Brest-Litovsk and Bucharest—which indeed are not at all comparable
with the Treaty of Versailles—cannot be adduced against us. They
were concluded in the very midst of the war and had to include
conditions which would guarantee our safety until the end of the
war. Had it come to a general peace, the treaty made by us in the
East would have had a far different aspect; had we won the war, it
would have been revised by ourselves. At the time it was made it
was necessary to give preference to military requirements.
But enlightenment regarding the unjust Treaty of Versailles is on the
way and the necessities of life among present-day nations will speak
in imperious tones to victors and vanquished.
After years of the heaviest trial will come the liberation from a yoke
imposed unjustly upon a great, strong, honest nation. Then every
one of us will be glad and proud again that he is a German.
 CHAPTER XV

The Revolution and Germany's

Future
I do not care what my foes say about me. I do not recognize them
as my judges. When I see how the same people who exaggeratedly
spread incense before me in other days are now vilifying me, the
most that I can feel is pity. The bitter things that I hear about myself
from home disappoint me. God is my witness that I have always
wished what was best for my country and my people, and I believed
that every German had recognized and appreciated this. I have
always tried to keep my political acts, everything that I did as a ruler
and a man, in harmony with God's commandments. Much turned out
differently from what I desired, but my conscience is clean. The
welfare of my people and my Empire was the goal of my actions.
I bear my personal fate with resignation, for the Lord knows what
He does and what He wishes. He knows why He subjects me to this
test. I shall bear everything with patience and await whatsoever God
still holds in store for me.
The only thing that grieves me is the fate of my country and my
people. I am pained at the hard period of trial which my children of
the German land are undergoing, which I—obliged to live in foreign
parts—cannot suffer with them. That is the sword thrust which
pierces through my soul; that is what is bitter to me. Here in solitude
I still feel and think solely for the German people, still wonder how I
can better matters and help with enlightenment and counsel.
Nor can bitter criticism ever lessen my love for my land and people. I
remain faithful to the Germans, no matter how each individual
German may now stand with regard to me. To those who stand by
me in misfortune as they stood in prosperity, I am grateful—they
comfort me and relieve my gnawing homesickness for my beloved
German home. And I can respect those who, impelled by honest
convictions, array themselves against me; as for the rest, let them
look to justifying themselves to God, their consciences, and history.
They will not succeed in separating me from the Germans. Always I
can look upon country and people solely as one whole. They remain
to me what they were when I said on the occasion of the opening of
the Reichstag on the 1st of August, 1914, in the Imperial Palace: "I
know no more of parties; I know only Germans."
The revolution broke the Empress's heart. She aged visibly from
November, 1918, onward, and could not resist her bodily ills with the
strength of before. Thus her decline soon began. The hardest of all
for her to bear was her homesickness for the soil of Germany, for
the German people. Notwithstanding this, she still tried to bring me
consolation.
The revolution destroyed things of enormous value. It was brought
about at the very moment when the German nation's fight for
existence was to have been ended, and every effort should have
been concentrated upon reconstruction. It was a crime against the
nation.

WIND AND WHIRLWIND

I am well aware that many who rally around the Social Democratic
banner did not wish revolution; some of the individual Social
Democratic leaders likewise did not wish it at that time, and more
than one among them was ready to co-operate with me. Yet these
Social Democrats were incapable of preventing the revolution, and
therein lies their share of guilt for what is now going on, all the more
so since the Socialist leaders stood closer to the revolutionary
masses than the representatives of the monarchical Government
and, therefore, could exert more influence upon them.
But the leaders, even in the days before the war, had brought the
idea of revolution to the masses and fostered it, and the Social
Democracy had been, from time immemorial, openly hostile to the
earlier, monarchical form of government, and had worked
systematically toward eliminating it. It sowed the wind and reaped
the whirlwind.
The time and nature of the revolution were not to the liking of a
number of the leaders, but it was exactly these men who, at the
decisive moment, abandoned leadership to the most unbridled
elements and failed to bring their influence to bear toward
maintaining the Government.
It was the duty of the Government of Prince Max to protect the old
form of government. It failed to fulfill its holy duty because it had
become dependent on the Socialist leaders, the very men who had
lost their influence on the masses to the radical elements.
Therefore, the greatest share of the guilt falls upon the leaders, and
for that reason history will not brand the German working classes,
but their leaders, with the curse of the revolution, in so far as these
leaders participated in making the revolution or failed to prevent it
and it will also brand the Government of Prince Max of Baden with
that curse.
The German workers fought brilliantly in battle under my leadership,
and at home, as well, labored ceaselessly to provide munitions and
war material. That is something which must not be forgotten. It was
only later that some of them began to break away, but the
responsibility for this lies at the door of the agitators and
revolutionists, not at that of the decent, patriotic section of the
working classes.
The conscienceless agitators are the men really responsible for
Germany's total collapse. That will be recognized some day by the
working classes themselves.
The present is a hard time for Germany. Of the future of this healthy,
strong nation I do not despair. A nation which can achieve such an
unprecedented rise as that of Germany between 1871 and 1914, a
nation which can maintain itself successfully for over four years in a
defensive war against twenty-eight nations, cannot be driven from
the earth. Economically, the world cannot do without us.
But in order that we may regain the position in the world which is
Germany's due, we must not await or count upon help from outside.
Such help will not come, in any event; were it to come, it would but
mean at best our being mere Helots. Also, the help which the
German Social Democratic party hoped for from abroad has not
materialized, after all. The international part of the socialistic
program has proved itself a frightful mistake.
The workers of the Entente lands took the field against the German
people in order to destroy it; nowhere was there a trace of
international solidarity among the masses.

ANOTHER GERMAN MISTAKE

This mistake, too, is one of the reasons why the war turned out so
badly for Germany. The English and French working classes were
rightly directed—i. e., nationalistically—by their leaders; the German
working classes were wrongly directed—i. e., internationally.
The German people must rely upon no other people, but solely upon
themselves. When self-conscious, national sentiment returns to all
the Strata of our people our upward march will begin. All classes of
the population must be united in national sentiment, no matter if
their ways lie apart in other departments of the nation's life. Therein
lies the strength of England, of France—even of the Poles.
If this comes to pass, the feeling of solidarity with all fellow
members of the nation, the consciousness of the dignity of our noble
land, the pride in being German, and the genuinely German
conception of ethics, which was one of the secret sources of
strength that have made Germany so great, will come back to us.
In the community of cultured nations Germany will again play, as
she did before the war, the rôle of the nation with the greatest
capacity for labor, and will once more march victoriously in the van
in peaceful competition, offering not only to herself, but to all the
nations of the earth, whatever is best in the domain of technical
achievement, of science, of art.
I believe in the revocation of the unjust Peace of Versailles by the
judgment of the sensible elements of foreign lands and by Germany
herself. I believe in the German people and in the continuation of its
peaceful mission in the world, which has been interrupted by a
terrible war, for which Germany, since she did not will it, does not
bear the guilt.
 FOOTNOTES
[1] "It is that confounded Congress of Berlin. A serious mistake
on the part of the Chancellor. He has destroyed the old friendship
between us, sown distrust in the hearts of the Court and the
Government, and engendered the idea of a great injustice done
the Russian army after its bloody 1877 campaign, for which it
wishes revenge. And here we are by the side of that damned
French Republic, full of hate for you and of subversive ideas,
which, in case of a war against you, will cost us our dynasty."
[2] "I understand perfectly your line of action; the Prince, with all
his greatness, was, after all, merely your employee or official. As
soon as he refused to follow your orders, it was necessary to
dismiss him. As for me, I always distrusted him, and I never
believed a word of what he had told me or said to me himself, for
I was sure and knew that he was hoaxing me all the time. As to
the relations between us two, my dear William, the downfall of
the Prince will have the best of results; distrust will disappear. I
have confidence in you. You can trust me."
[3] "Once the magnitude of Pan-Germanism dawned on the
English and French diplomats, once they became aware of the
lengths to which Germany was willing to go, they realized the
necessity of strengthening their position, and therefore made
overtures to the United States, which resulted, probably before
the summer of the year 1897, in an understanding between the
three countries. There seems to be no doubt whatever that no
papers of any sort were signed, that no pledges were given which
circumstances would not justify any one of the contracting parties
in denying or possibly repudiating. Nevertheless, an
understanding was reached that in case of a war begun by
Germany or Austria for the purpose of executing Pan-Germanism,
the United States would promptly declare in favor of England and
France and would do her utmost to assist them."—Roland G.
Usher, Pan-Germanism, chap. x, p. 139.
[4] The Problem of Japan, by an Ex-Counselor of Legation in the
Far East, chap. viii, p. 136, note. Published by C. L.
Langenhuysen, Amsterdam and Rotterdam. 1918.
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