1. Strategy and Innovation
Business Transformation Through
Technology and Data
Mobile Data/Analytics
Concepts Presented to: TheWhereBusienss
San Jose, CA
22-23 September 2009
Stephen Ulanoski
+1.612.309.7514
Stephen.Ulanoski@gmail.com

2. Background:
• Not a Scientist, Mathematician or Actuary
• Business / Marketing “guy” who thinks, applies and
understands the future value of data….new models…
• Focus on the “business-side” of data, location and spatial
relationship – the value
• Strategy Development
• The business value of variety of heterogeneous data sources
 multiple databases, ERP’s, data marts, etc…
• Usefulness of data sources relevant in the success of future
business models and growth platforms
 CEO and CFO…revenue and net income
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3. Why we are here…
RFID Tags – 30 Billion – 2012
IBM
Machine-to-Machine – 50 billion machines - 2013
Future World Consultancy, RSA
Wireless In-HomeAssisted Living – 450% growth in next 6-10 years
GE Healthcare
Telematics and MRM will grow at a 26% CAGR in next 5 years
Aberdeen Group 2009, GE Commercial Finance
Managing Business Data – Top 5 Issues for IT Organzations in next 3 years
Sandhill.com
Mobile Handset and Smart Phones (GPS enabled) – 350 Million Globally 2010
CTIA
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4. Cultural Challenges
CIO or Analytics Driving Revenue Growth?
• Do your business partners see you as revenue or cost?
• Are you driving strategy, product management and
marketing...?
• Segmentation or management – is that it?
Increased need of differentiation...
• Cost effective approaches to growth.
• Create significant data value in 90-120 days?
• Using technology, data and analytics to drive revenue.
• Impact: Ops, Product Management, Marketing, Sales?
Increased need for upgrades...
• No “data as a business” domain knowledge
• Cloud computing, Relational Data (non), ERP, SAAS.
• Your own application software will need to be upgraded?
Competitive positioning -
New leaders post recession…?
4

5. “Tics” - Unaligned & Non-Strategic
Informatics - is the science of information, the practice of
information processing, and the engineering of information
systems.
Prognostics - is an engineering discipline focused on
predicting the future condition of a component and/or system
of components.
Analytics “simplest definition…the science of analysis,“
defined by mathematical modeling.
Repeatable ROI or Meet the Users Emotional Value Proposition
Or You Can “Delete The Data/Information to Save Space…”

6. Disparate Data Repositories
Demand Demand
Management
Planning
Management
Planning • Value Intersect?
Applications Applications
• Does your business
Legacy Legacy
Applications / Applications /
Data Sources Data Sources
understand?
Corporate Corporate
Databases Databases
• Do your clients get
Global Global
it?
Data Data
Warehouse Warehouse
• Can you articulate
Collaboration Collaboration the Value?
Customer
Order
Customer
Order
• So What…?
Fulfillment Fulfillment
Manufacturing Manufacturing
Execution Execution
Does the business
understand the gold
Procurement Procurement
mine?
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7. Telematics/MRM Evolution
What was before: What is now:
A hardware device A solution that turns
generating large data into business
volumes of data, intelligence to improve safety,
few stakeholders compliance
engaged, data use and operational
underutilized efficiencies
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8. New Stakeholders…
on
Stakeholders:
izati ion Commercial
iat
s tim t
es CMO
Competitive Advantage
Op en
ff er
e n Di COO
ti v CFO
p e ti Product Managers
m e
Co
Marketing
ht
nc
ige
In sig gy Sales
ate
ell
r Sourcing / Pricing
St
s Int Customers
s ar
ke
t
in es …engaging a broad
es
s-
M
s
Bu
en
ar i tie set of stakeholders
Aw b il
pa
Ca
Source: Competing on Analytics Harvard Business School Press
Degree of Intelligence
Awareness Insight Optimization
What is happening? What needs to change? ROI - Differentiation?
Why is it happening? Who needs to change? Revenue – New Markets?
“Analytics” Continuum
Low High
(Data clean-up, report customization) (Business modeling, Predictive)
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9. Methodology - Example
Cultural evolution to create demand, differentiation and product performance…analytics
and data as a driver. Creating Organizational Understanding.
VOC Real Time VOC, agile messaging and positioning
Behavior Behaviors, interrelationships, selling channels, tools, at risk customers
Marketing
Filtered by SIC Code and Segment Coding - messaging
Segment
Market Actual Usage vs. market prediction
Product Performance Product performance and actual use – accountability
Management Integrated product teams, IT, Prod Mgt, MKT, Ops
Integrated
Information Ability to manage and combine real-time data, BI and meta-data
IT
Db DB, ERP, CRM, Performance, SOA – design and sizing…
ROI ROI – customer, business, creating new value and new revenue opptys
Analytics
Expand product offering, appeal, enable adjacencies
MGPP Annual Sales
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10. Challenges
Immediate Impacts – Groups
Marketing “Hard data” combined with “fluffy data”
Business Organizations
“Growth Oriented”
IT
Nimble and Agile
SOA, Cloud, Terabytes/Data…design/focus
Intellectual Property Create & Protect…social networking issue!
Predictive Modeling Integration into business processes
Product Management Rapid NPI, Multiple MGPPs, Analytics
Micro-blogging Protect your strategy and IP…
Strategy Create new/parallel strategies for growth
Cultural and Strategy Changes Lead by ? 10 /
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11. Conclusion:
• Cultural Change – understanding across the org (existing businesses)
• Not just product, a strategy – apps & processes meet customer
objectives and “ways of doing business…the way they live”
• Articulate Business Value – revenue , relationship (CRM)  &
commoditization 
• Demystify – translate value into “business speak”
• Not an NPI – has to be part of the “new” growth strategy…New Growth
Platform (NGP).
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12. New Businesses - New Business Models
Examples of Using Data and Analytics:
Strategy and Business Models
GEO Spatial Social Networking
EHR, MRM, Architecture as a Strategy
Wireless Home Assisted Living
Reference for Bridging the Communication Gap with your Business Teams:
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13. Case Studies
• Business Models – Different Way of Seeing
the Same Market
• Location, Spatial Relationship, Real-Time
Information – Changing Existing Businesses
• Creation of New Models…
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14. Dynamic Capacity Management
Concept Premise
Today: Future:
Using optimization
Fleets and Customers lease
technologies, same
Rem ove Pr To Pr
Customers need: ior esent ion
at
capacity is
capacity, not
vehicles
provisioned with
• Capacity to • Establish baseline
increase deliveries
fewer vehicles/labor
• Customer agrees
and fulfill orders
Resources aligned to operate using
• Freedom from to meet projected tools
managing the cost
demand • Lessor provisions
elements to create
to agreed capacity
capacity
levels
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15. Case Study 1 Seek beyond the obvious or initial
Delivery Fleet - 275 Units requirements – drive ROI impact and
Total Fleet 2200 differentiation…
Annual Savings Opportunity
(pilot fleet – 275)
Annual Fleet Spend (275 Vehicles) =$ 1,122,000
Annual Labor Spend (275 Technicians) = $ 12,100,000
Annual Savings Opportunity Entire Fleet = $ 4,275, 712 32%
Annual Telematics Cost Entire Fleet = $ 297,000
13.4 x Return on Investment = $ 3,978,172
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16. Wireless Assisted Living
72% product appeal for
Location: “Wellness monitoring and alert
• Assisted Living dispatch for caregivers”*
• Independent Living Alert
• Private Homes s
• Caregiver selects parameters for
alerts and thresholds for activity or,
in-activity (bedroom, kitchen,
bathroom, living room/or entrance)
Rem ove Pr To Pr sensors detect activity in the
ior esent ion
• Motion at
home based on parameters
(predictive models)
• Prof. • Sensor data captured and transmitted
Caregiver wirelessly through panel
• Family
member • Caregiver, Family can be alerted via e-
• Friend mail, phone
• If emergency-related, then alert is
immediately passed through to 911
Live • Real Time “real use” drug testing and
Help monitoring. How the drugs are “really
Advisor used”
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17. Appendix
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18. Additional Background – Stephen N. Ulanoski
Web Profile Board Membership
• Linkedin – http://www.linkedin.com/in/stephenulanoski • Board Membership Minnesota High
Tech Association (MHTA) –
Business Awards – award 

http://www.mhta.org/board_staff.php
http://www.fleetfinancials.com/News/Story/2009/01/GE-Fleet-Serv
winning solutions Patents
• Technology as a Service Award (Tekne)
– • Patents (Mobile Service Delivery) –
http://www.faqs.org/patents/app/20090093236
http://www.telematics.info/news/1041/GE-Fleet-Services-Receives-2008-Tekne-Award.html
(USPTO # 20090093236)
Speeches/Industry
Representation Press Releases
• 2009 MetaPlaces/TheWhereBusiness – • Telematics/MRM Canada Launch –
http://www.thewherebusiness.com/metaplaces/agenda.shtml http://www.genewscenter.com/Content/Detail.asp?ReleaseID=5420&New
=
• Telematics Update 2009 –
http://www.telematicsupdate.com/detroit/conference_commercial.shtml • Logistics Presentations –
http://www.automotive-fleet.com/Channel/GPS-Telematics/News/Story/20
• Logistics & Fleet Management Systems
USA 2008 – • Telematics Awards –
http://www.fleetfinancials.com/News/Story/2008/09/GE-Fleet-Services-Te
http://www.telematicsupdate.com/lfms08usa/agenda.shtml
• NAFA 2008 –
http://www.nafa.org/Content/NavigationMenu/IandE/Welcome/Attendee_Information/Detailed_Program/2009AP_Monday.pdf
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19. Data – Analytics Solutions Drive ROI Value
Traditional Fleet Avg. Costs related to Mobile
Costs Resources for Commercial Customers
Sources: Automotive Fleet 2007, Aberdeen Group 2007,
Potential Savings Fleet Savings Labor Savings Total Savings
Without Telematics ~5-10% N/A 1-2%
With Telematics ~15-20% ~15-25% 10-17%
(Monitor/Optimize)
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20. Transformational Business Strategy
Evolving a Commercial Finance Business
Rem ove Pr To Pr
ior esent ion
at
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21. Business Intelligence is the strategy
Drive growth via real-time business intelligence/data management
Average Windshield Time by Customer - May 2008
40.00
Visibility 35.00
Customer Strategy 30.00
Avg. Windshield Time (Minutes)
• Asset/Resource use…? 25.00
Increasing • Productivity…? 20.00
Competitiveness • Non-Vehicle Asset 15.00
10.00
costs…? 5.00
How do I improve it? 0.00
502
Cust. 1 552
Cust.2 586
Cust 3 588
Cust. 4 589
Cust. 5 Cust.6 . … … … … … 502c … …552d… … 552e … … … … ..Cust. N
646 …502b … … … … … … … … … … … … 588B … 588C
…… …… …… …… ……
Rem ove Pr KnowledgePr
ior To esent ion
at
Why is it happening?
• Routing – non-linear
Source: Competing on Analytics Harvard Business School • Dispatch – real-time
Press
• Efficient “windshield time”
What is happening? Increasing Business Intelligence • Cost - per customer
Source: Competing on Analytics - Harvard Business School Press
• Capacity Planning - asset
• Software /Data as a Service (SAAS) – Telematics
• Business Intelligence – Competitive Intelligence
• Partnership – integrated into their operations
Competitive Advantage Baseline
(as run)
Re-sequence
existing routes
Re-sequence Routes
+Re assign deliveries
-
Re-sequence Routes
+ Re-assign deliveries
to different drivers + Reduce One truck
• Understanding – insight into actual cost drivers • Asset Allocation - people,
vehicles, stuff…
• Loyalty & Retention • Fuel, Time & Productivity
• Net Operating Costs  Jobs 124 124 124 124
Miles 1,300 990 750 740
Drive Time 36.5 27.0 21.9 21.5
Trucks 12 12 12 11
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