IBM Business Analytics Software_Keynote Jerome Lefebvre
 

IBM Business Analytics Software_Keynote Jerome Lefebvre

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IBM Business Analytics Software_Keynote Jerome Lefebvre IBM Business Analytics Software_Keynote Jerome Lefebvre Presentation Transcript

  • © 2013 IBM Corporation© 2013 IBM CorporationIBM Business Analytics softwarefor Performance ManagementJerome Lefebvre, Directeur commercial EuropePerformance Management, IBM Suisse11 juin 2013
  • © 2013 IBM CorporationAnalytics has evolved from business initiative tobusiness imperative63%58%37%201220112010 70%increaseSource: 1 2010 and 2011 datasets © Massachusetts Institute of Technology. 2 Analytics: The real-world use of big data. 2012Study conducted by IBM Institute for Business Value, in collaboration with Säid Business School at the University of Oxford.3.6xLikelihood of organizations competingon analytics to outperform their peers2Percentage of respondents who citeda competitive advantage from the useof information and analytics1,22012
  • © 2013 IBM CorporationANALYTIC-DRIVENORGANIZATIONS are distinguishedby their ability to leverage …All perspectivesPast (historical, aggregated)Present (real-time)Future (predictive)At the pointof impactAll decisionsMajor and minorStrategic and tacticalRoutine and exceptionsManual and automatedAll informationAll informationTransaction dataApplication dataMachine dataSocial dataEnterprise contentAll peopleAll departmentsExperts and non-expertsExecutives and employeesPartners and customers
  • © 2013 IBM CorporationHumanResourcesCustomerServiceSalesMarketingFinance &RiskSupplyChainTechnology &ProductDevelopmentIncreaseoperationalefficiency4Transformfinancialprocesses23Manage risk,regulation &complianceGrow, retainand satisfycustomers1Weaving analytics into the fabric of enterprise processes to helpbuild smarter businesses
  • © 2013 IBM Corporation• Advanced client segmentation• Leveraging customer sentiment analysis• Reducing customer churnCustomers• Optimizing the supply chain• Deploying predictive maintenance capabilities• Transform thread & fraud identification processesOperations• Enabling rolling plan, forecasting and budgeting• Automating the financial close process• Delivering real-time dashboardsFinance• Making risk-aware decisions• Managing financial and operational risks• Reducing the cost of complianceRisk1423Examples:Smarter Analytics addresses key functional and industry imperativesand drives accelerated outcomesGrow, retain andsatisfy customersTransform financialprocessesManage risk, fraud &regulatory complianceIncrease operationalefficiency
  • © 2013 IBM CorporationFinancial Sector Public Retail Industrial CommunicationsCustomerCreate aCustomer-centricEnterpriseImprove CitizenServicesOptimize theShoppingExperiencePlan & ForecastDemandReduceCustomer ChurnFinanceEnsure FinancialTransparencyManageResourcesEffectivelyDemandPlanningSales andOperationsPlanningOptimise Capexand OpexRiskOptimize Riskand ManageComplianceReduce Fraudand WasteManageOperational RiskManageOperational RiskManageOperational RiskOperationsStreamlineOperationsMeasureProgramPerformanceImprove StoreOperationsEnable PredictiveMaintenanceBuild SmarterNetworks1 2 3 4 5Smarter Analytics leverages IBM’s strong industryexperience to help clients address key imperatives
  • © 2013 IBM CorporationPerformance management promises big impactWho are our mostprofitable products,customers, marketsand channels?Do demand forecastsexceed capacity?Are we focused on theright metrics?How much of our profitand growth is at stake inhigh-risk geographies?Do current strategiesdeliver sufficient profitand growth?Where can we trim?Automate analytic processesDrive new insight and agilityAdvance analytic maturityAQAnalytics quotient30% of performance potential is lostdue to subpar performance management(1)(1)Source: CFO Executive Board 2011; IBM AnalysisAre we aligned andcoordinated acrosscustomer, operations,finance and risk?
  • © 2013 IBM CorporationWhat makes IBM different:•One, in-memory analytic and planning architecture to span performancemanagement processes•Scale to large user communities and data sets•Easily link operational and financial performance management•Support advanced analytic techniques(e.g., scenario and predictive)8Management &PerformanceReportingFinancial Performance ManagementAlign resources with opportunityScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &Forecasting
  • © 2013 IBM CorporationChallengeIdentify areas to boost financial performance as part of a best in class,corporate-wide productivity initiative.SolutionIntegrated planning cycle reduced data mining activities by up to 80%.Conducted sensitivity and scenario analyses enhancing visibility,generated insights and increased productivity savings.ResultsAccelerated productivity savings to 4% of cost of goods, approximately$100 million per year.Enhanced integrated planning cycle through better risk and sensitivityanalysis.Reduced transportation costs through optimization resulting in savings ofover 40 million milesDelivered 80% savings in supply planning efforts – moving from 5 days toone.Del Monte Foods is a well-known producer and distributorof premium quality, brandedfood and pet products for theU.S. retail market, generatingapproximately $3.7 billion in netsales in fiscal 2010. Thebusiness is split 50:50consumer packaged goods andpet products.Hear it first hand: http://www.youtube.com/watch?v=3rFtrCzfWVQFinancial Performance ManagementWhat if you could increase productivity and reduce costs?9Del Monte
  • © 2013 IBM Corporation10Operational Performance ManagementConnect and drive finance & operational coordinationProfitabilityModeling &OptimizationScorecarding& StrategyManagementPlanningAnalysis &ForecastingManagement &PerformanceReportingProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingManagement &PerformanceReportingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingManagement &PerformanceReportingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingOperational Performance ManagementConnect and drive finance & operational coordinationProfitabilityModeling &OptimizationScorecarding& StrategyManagementPlanningAnalysis &ForecastingManagement &PerformanceReportingProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingManagement &PerformanceReportingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingScorecarding& StrategyManagementProfitabilityModeling &OptimizationPlanningAnalysis &ForecastingManagement &PerformanceReportingScorecarding& StrategyManagementProfitabilityModeling &OptimizationProfitabilityModeling &OptimizationScorecarding& StrategyManagementProfitabilityModeling &OptimizationProfitabilityModeling &OptimizationProfitabilityModeling &OptimizationProfitabilityModeling &OptimizationProfitabilityModeling &OptimizationScorecarding& StrategyManagementProfitabilityModeling &OptimizationWhat makes IBM different:•One, in-memory analytic and planning architecture to span performancemanagement processes•Scale to large user communities and data sets•Easily link operational and financial performance management•Support advanced analytic techniques (e.g., scenario and predictive)PlanningAnalysis &ForecastingProfitabilityModeling &OptimizationScorecarding& StrategyManagementPlanningAnalysis &ForecastingProfitabilityModeling &OptimizationManagement &PerformanceReportingScorecarding& StrategyManagementPlanningAnalysis &ForecastingProfitabilityModeling &Optimization
  • © 2013 IBM CorporationChallengeSignificantly reduce the cycle time of their financial budgetingprocess.SolutionStreamlined budgets and planning processesCollect and analyze sales plan data by customer and acrossover 30,000 skus and evaluate the resulting profit contribution ofproduct input in the “bill of material”ResultsDiagnose profit improvement moves ahead of time; commodityprice increases can be passed on to consumers or renegotiatedwith industrial customers. Maybe even reformulate some of ourfavorite flavors using commodities from different regions andsuppliers.McCormick is a global leader in flavor.With more than $3.5 billion in annualsales, the Company manufactures,markets and distributes spices,seasoning mixes, condiments and otherflavorful products to the entire foodindustry—retail outlets, foodmanufactures and food servicebusinesses in more than 110 countries.Operational Performance ManagementCould you measure profit contributions ofeach ingredient?11McCormick
  • © 2013 IBM CorporationWhat makes IBM different:•Purpose-built to support range of compensation approaches and salesoperations processes across industries•Scalable to high volume data sets, complex hierarchies and enterprise-wide program requirements•Flexible data model for reduced data transformation•Visual flow approach for configuration by business users12Sales Performance ManagementAutomate the processes and functions for making salespeople moreefficient and effectiveTerritoryManagementQuotaPlanningIncentiveCompensationManagementChannelManagement$£€
  • © 2013 IBM CorporationSales Performance ManagementCould you make sure you are paying your commission properly?Elavon is a major processor ofcredit card transactions and asubsidiary of U.S. Bancorp.The company offers merchantprocessing in more than 30countries and was founded in1991 in Atlanta.ChallengeReduce the cycle time associated with incentive compensationprocessing and eliminate manual spreadsheetsSolutionAutomate payment calculations, including hundreds of millionsof transactionsProvide accurate and timely reports to plan participantsImprove management visibility and flexibilityResultsIncreased payment accuracy and reduce monthly processingfrom two weeks to two daysImproved transparency of employee performance across thecompany, along with the flexibility to adapt the solution to meetits unique and changing requirementsElavon
  • © 2013 IBM CorporationCarrefor
  • 15• Reallocation• Replenishment• MarkdownMerchandise Planning steps and toolsAt the country level, the role of Merchandise Planning is…• Before the year, seasonor collection have begun• During sales, orseason/collection• Around 7 steps (detailedfurther on)• With dedicated tools…to cover the full lifecycle of the product…to pull 3 main levers…to lead financial andproduct performance• Before the year, seasonor collection have begun• During sales, orseason/collection• Around 7 steps (detailedfurther on)• With dedicated tools• Before the year, seasonor collection have begun• During sales, orseason/collection• Around 7 steps (detailedfurther on)• With dedicated tools• Before the year, seasonor collection have begun• During sales, orseason/collection• Around 7 steps (detailedfurther on)• With dedicated tools• Reallocation• Replenishment• Markdown• Before the year, seasonor collection have begun• During sales, orseason/collection• Around 7 steps (detailedfurther on)• With dedicated tools• Reallocation• Replenishment• Markdown• Before the year, seasonor collection have begun• During sales, orseason/collection• Around 7 steps (detailedfurther on)• With dedicated tools• Reallocation• Replenishment• Markdown• Before the year, seasonor collection have begun• During sales, orseason/collection…to cover the full lifecycle of the product…to lead financial andproduct performance…to pull 3 main levers…to cover the full lifecycle of the product…to lead financial andproduct performance…to cover the full lifecycle of the product…to lead financial andproduct performance• Around 7 steps (detailedfurther on)• With dedicated tools• Before the year, seasonor collection have begun• During sales, orseason/collection• Reallocation• Replenishment• Markdown• Around 7 steps (detailedfurther on)• With dedicated tools• Before the year, seasonor collection have begun• During sales, orseason/collection…to pull 3 main levers…to cover the full lifecycle of the product…to pull 3 main levers…to lead financial andproduct performance…to cover the full lifecycle of the product…to pull 3 main levers
  • © 2013 IBM Corporation«Le réel nest jamais ce quon pourraitcroire, mais il est toujours ce quonaurait dû penser. »Gaston Bachelard
  • © 2013 IBM CorporationDisclaimer