1_BPIO_University_Business_Intelligence.pptx

BPIO University
Business Intelligence

INTRODUCTION TO BUSINESS INTELLIGENCE
5

Operations Manager Sales Director
Customer Support Rep
Sales Rep
CEO
Planning Analyst
Better Insight and Visibility
A need that exists throughout the organization
6

Scorecards
Slide decks
Meetings
Analytic
applications
Presentations
Financial reports
Dashboards
Webcasts
Charts and graphs
Internet
Project plans
Documents
Spreadsheets
Intranet
Blogs
Portals
RSS feeds
Business books
Television reports
Magazines
Newspapers
IM/chat
Email
Information Overload
7

The IT Dilemma With Business Intelligence Today
Deliver business needs while managing cost and complexity
8

9
Average BI budget will increase by 4.8%
InformationWeek article on BI Spending
77% of respondents
Less than a quarter of workers use BI software today
Only 8% report more than half of employees use BI software
But 38% say more than half of their employees will use
BI software in two years
Gartner CIO Study Results
1,400 surveyed in 30+ countries representing $90B+ in IT Spending
“Business Intelligence will surpass security as
their [CIOs] top technology priority this year.”
- Gartner

Today’s BI Reality for Most Organizations
10

The Microsoft BI Difference
+
11

Complete and integrated
BI and Performance
Management offering
Agile products that adapt to
how your need the information
Built on a trusted part
of your IT backbone
providing business insights to
all employees leading to better,
faster, more
Microsoft Business Intelligence
Vision and strategy
12

A Complete BI Offering
Delivering pervasive value across the enterprise
13

Delivering the Right BI Tool
Every role in the organization
14

Business Intelligence Sub-Capabilities
15
Data
Management
Information
Delivery
Performance
Management

Data Management Challenges
Organizations face a convergence of factors
IT Challenges
 Proliferation of new data types
which organizations must keep
track of
 SOX, BASEL II, HIPPA and others
require organizations to store
data more securely for longer
periods of time and higher levels
of privacy
 Users want to consume data no
matter their location and with a
variety of devices
End User Challenges
17

Build Faster
Connect to data
Cleanse data
Integrate data
Manage Efficiently
Efficient Data Storage
Manage mixed workloads
Streamline Aggregates
Scalable Performance
DW Query Optimizations
Enhanced Partitioning
Integrate and Manage Data
Next generation data warehousing
18

19
Information Delivery
Query, Reporting, & Analysis

IT Challenges
 Cost of training and low end user
adoption of new tools
 Data stored in multiple data
sources
 Need scalable and reliable report
processing
 Inefficient report development
process
 Enablement of end user data
access and analysis
 Difficult to find the right content,
data and people
 Disintegrated islands of
information and applications
 Steep learning curve for new
tools
 Diverse analytical needs
 Rapid, ad hoc decision support
End User Challenges
Information Delivery Challenges
20

SQL
Server
Oracle
DB2
Tera-
data
PerformancePoint
Server
Reporting
Services Microsoft
SharePoint
21
Excel
Ready Information for Self Serve Access
Build on an open analytic platform

The Value of Performance Management
Why performance management matters to customers
“Companies in the top quartile in terms of their BPM practices … generate 2.4 times the three-
year total shareholder return of the typical company in their industry”
Hackett Group, reported in Business Performance Management Magazine, February 2007
50% of large companies “believe that a gap exists between their company's ability to formulate
and communicate sound strategies and its success at implementing them.”
OnPoint Consulting, reported in Business Finance Magazine, November 2006
“Business Intelligence (BI) is the #1 priority for CIO’s to deliver on in 2008.”
Gartner, January, 2008
95% of a typical workforce does not understand how the organizational
goals and objectives relate to their jobs
Strategy and Execution in Performance Management, Palladium Group/BSCOL, 2007
23

IT Challenges
 Multiple users, multiple tools
 Decentralized business logic
 Disintegrated systems
 Flexible and scalable budgeting
and planning architecture
 Regulatory compliance
 Poor communication and
execution of corporate strategy
 Lack of accountability
 Inconsistent performance metrics
 Long budget cycles
 Lack of transparency in the data
 Manual consolidation
End User Challenges
Performance Management Challenges
24

Need for an Integrated Approach
Aligning past information, present conditions, and future outcomes
25
Forecasting
Whatwillhappen?
Scorecards and Dashboards
WhatisHappening?
Planning, Budgeting,
Consolidation
WhatdoIwanttohappen?
Analytics
Whydidithappen?
Reporting
Whathappened?

END USER TOOLS AND PERFORMANCE MANAGEMENT APPLICATIONS
BI PLATFORM (RDBMS, ETL, OLAP, Reporting)
DELIVERY
Mainframe/
Departmental
Systems
Integrated Business Intelligence Offering
Drives adoption throughout the enterprise
27

Easily access LOB data
Setup your most common data connections once with
the Data Connection Library
Enhanced support for SQL Server 2005 Analysis
Services Cubes
Analyze the data with powerful, easy to use tools
Identify trends with improved conditional formatting
Improved PivotTable views are approachable to all
Advanced filtering and sorting
Share your analysis with others safely
Be selective to publish entire spreadsheets or single
components to Excel Services on SharePoint Server
Manage permissions and protect data
Use Excel Web Parts to create meaningful dashboards
28
Give Business Intelligence to Everyone
Empower more users with powerful analysis capabilities in Excel

Excel
Great cross product investments optimizing
Excel as analytical client for Analysis
Services.
Agile and Familiar environment.
Rapid, ad-hoc decision support.
Enables advanced modeling and calculations
not yet formalized into a database-driven
system.
Rich Web Analysis
Great cross product investments optimizing
PerformancePoint as thin analytic client for
Analysis Services.
Rich web capabilities for data exploration.
Embedded into dashboards for guided and
contextual root cause analysis.
Provide End User Access
Through familiar Microsoft Office products
29

Enable easy to use predictive
analysis
At every desktop
For every information worker
Through three powerful add-ins
Predictive capabilities readily
available for business users in
Excel
Data mining client for building
data mining models in Excel
Data mining templates for
project visualization in Visio
Provide Powerful Predictive Analysis
Bring data mining to the masses
30

31
Demo
Capability Based Demo
Enterprise Performance Management

“SQL Server will enable us to understand our operational decisions
better, understand our customer decisions better, and translate that
understanding into an even better bottom line.”
David Farlin, Borgata VP of IT and Chief Information Officer
 One time savings of
U.S. $400,000
 Projected additional
savings of $153,000
over five years
 Lower staffing
requirements
 Business Intelligence
to boost customer
satisfaction
 Stored procedures
and triggers in
Microsoft SQL Server
enabled PeopleSoft
to pass custom
information to an
enterprise portal,
providing custom
views of the site
 Borgata needed
sophisticated
database software to
manage an online
recruiting site to
quickly hire 5,000
employees
Hotel / Casino Enhances Operational Efficiency
Business Intelligence saves U.S. $400,000
33

“We’re getting data we just couldn’t get otherwise. If the parameters
were large, our old system would time out before we could even get
data. Now we run reports right out of our Performance Management
solution; it’s easy.”
Paul Mullin, Culver’s business analyst
 CFSI now gets early
warning of
underperforming
stores.
 Franchise partners
no longer waste time
on reporting – many
reports are generated
by CFSI’s business
analyst in a matter of
minutes.
 The Microsoft BI
solution gives CFSI
easy access to the
data needed to make
better decisions and
improve store
operations, while
vastly reducing
reporting time.
 Though Culver’s Site
Operations system gathered
a lot of data, the company
lacked an efficient method
for analyzing it. Getting the
information needed to make
decisions involved highly
manual reporting processes
that bogged down
operational staff and
franchise business partners.
The difficulty of analysis
meant that many decisions
were based on intuition
rather than hard numbers .
Restaurant Franchise Unlocks Data
Access to create single service report saves U.S. $45,000 annually
34

Source: AMR Research:“The Business Intelligence and Performance Management Spending Report,
2008-2009: Inside the $57.1B Market,” (May 09, 2008)
AMR Research 2008 BI Market Projection
“Global BI/PM spending will top $57.1 Billion in 2008…”
“In the United States, BI and analytic infrastructure software
shows double-digit growth at the expense of other categories.”
“Global BI/PM services spending is back on track.”
“Companies are split on the market consolidation effect.”
“Broad BI/PM expansions are on tap for 2008.”
“Initial 2009 spending plans look solid.”
37

Sources: Magic Quadrant for Data Warehouse Database Management Systems, 2007 - 10 October 2007
Magic Quadrant for CPM Suites, 2007 - 19 December 2007
Magic Quadrant for Business Intelligence Platforms, 2008 - 1 February 2008
A space where Microsoft is growing
Microsoft is the Execution
Leader
Microsoft is growing 2X
the competition
Microsoft now has a
complete offering
PPS CAL growth of
+178.8% in RY08
38

Summary of Findings
39
Typical Deal Parameters
Early large BI full stack deal survey
Microsoft research: 25 large deals (>2K seats) studied in detail for
purchasing dynamics - combined nearly 100K CALs
IT led purchases on the majority of large deals
BDMs and TDMs sponsor deals 50/50
Typical motivations 1.Drive IW productivity and company
growth; 2.Rationalize their BI tools/applications
Oracle was the core DBMS in ~90% of deals
SAP was the core LOB application in ~60% of deals
SharePoint Server affinity is stronger than SQL Server
affinity
Partner Guidance
IT tending to push rationalization of BI tools and
applications for IWs
Selling to both BDM and TDM is critical to competing
Typically between a 1:5 and 1:7 ratio of software to
services. Opens up opportunities for the whole Microsoft
platform.
Given a high concentration of Oracle and SAP, IT is likely
to oppose Microsoft in the deal. People-Ready is key!
Rationalizing the desktop/interface of the decision makers
is the key position to winning in the enterprise.

SELLING BUSINESS INTELLIGENCE
40

Business
Executives
CFO, CEO,
COO
Controller
Finance
Executive
General
Manager
Line of Business
Manager (sales,
operations, hr)
Information
Workers
Power Users
Business
Analysts
Modelers
Contributors
IT
Managers
Business Unit
IT
Corporate IT
Director of BI
Business Decision Makers Technical Decision Makers
41
Key Audiences
Business Intelligence touches all users inside a corporation

Understand the Buyer / Influencer Interests
Orient the conversation toward platform strengths
BDM
TDM
Ease of Use,
Information
Access
Data/Application Silos,
Inconsistent Data
Definitions, High cost of
ad-hoc reporting
Security/Access
Business Insight,
Productivity
Loss,
Performance
Visibility
42

43
BDM or TDM
BDM
TDM
1. Discover
Account Manager Sales Rep
2. Qualify
SSP
3. Develop
Solution
Proof
Close
TDM Lead
1. Talk to the BDMs ASAP
2. Bring TDMs and BDMs together
3. Assess and address the business problems
4. Make the TDM the hero
Risk symptoms
•TDM does all the representing to the BDM
•You get stuck in price and/or feature discussions
instead of selling the solution value in the context of
the customer needs
BDM Lead
1. Qualify deal size and reach
2. Bring TDMs and BDMs together
3. Assess and address the business problems
4. Broaden the agenda where possible
5. Make the TDM the hero
Risk symptoms
•Your deal gets stuck inside one department
•You live on the fringe of another corporate
standard (SAP/IBM/Oracle)
Microsoft BI Sales Guidance
Selling to both the BDM and TDM

Ask… Listen for…
• How many places to you need to go
to, to get the answer?
• How often is data re-keyed?
• How much information do you need to
manually aggregate?
• How much data needs to be
manipulated to get to an answer?
• How hard is it to create an ad-hoc
report?
• What tools and information are
available to decision makers?
• How many end users can use your
reporting tools?
• How do your employees react to
learning new technology?
• The data I need is all over the place
• I am using too many manually created
spreadsheets.
• I can’t get my hands on real-time data
• Need for basic, intuitive functionality that is
easy to use
• It takes too long for IT to create my ad-hoc
reports
• Complaints about employees’
unwillingness to learn new technology
44
Uncovering Opportunity
Ask and listen for… personal productivity

• How does your company manage the
protection of confidential information?
• How do you know which version is the
right version?
• How long does it take to close the
books?
• Is your business heavily reliant on
consolidating spreadsheets?
• What are your performance metrics?
• Are you using any dashboard or
scorecards to monitor results? How
current are the results?
• Loss of productivity
• Information being recreated
• Multiple versions of the truth
• Lack of a structured process around
planning, budgeting and forecasting
• Budget and strategy are disconnected
• Lack of visibility into business
performance
• Performance “surprises”
• Lack of timely information
45
Ask and listen for… business productivity

• Does the organization have a
single/standard datawarehouse? How
is this working?
• Is your information contained in multiple
data and application stores?
• What challenges do you have with
integrating line-of-business (LOB)
information?
• How much time and resources are
consumed creating ad-hoc reports for
business users?
• Reporting complexities due to
inconsistent data definitions
• Too much time spend creating ad-hoc
reports and answering routine questions
• Systems and data complexity limit
adoption of self service reporting
46
Ask and listen for… infrastructure productivity

Objection Response
We don’t believe that Microsoft is a leader in the
BI space. Microsoft is a low-end BI solutions
•According to the OLAP Report paper “Market Share Analysis,” Microsoft was
in the #1 market position in 2005 and had a 28% OLAP market share
The Microsoft RDBMS can’t scale and is not
ready for the enterprise
•SQL Server is enterprise ready. NASDAQ, Inc., Xerox Corporation and
Mediterranean Shipping Company have all experienced scalability benefits by
using SQL Server.
Microsoft is not speaking to my business
problem. I need a specific solution for my
vertical or horizontal BI solution.
•Microsoft understands your business and is your partner for solving complex
business problems. The Microsoft BI platform is designed to work with an
array of partner offerings to help you attain the fastest time-to-deployment (or
time-to-market).
Microsoft is not a one-stop-shop, but must
partner to deliver BI.
•Microsoft provides a complete BI product offering today. In addition, we
provide open standards so that through partnering, Microsoft is able to offer a
wider selection of premier solutions, thus making us a leader in the BI space.
Overall, Microsoft’s offering is designed to support a leading solution and
lower TCO.
I already have a BI Reporting solution. Why
should I switch?
•SQL Server Reporting Services offers a productive, dependable, cost-
effective and connected solution and may be more economical than Crystal
Report or Actuate solutions. It also benefits from a strong support ecosystem.
Because SQL Server is natively integrated with Web services through
Microsoft >NET technology and is part of a whole Microsoft solution, it also is
designed to provide one of the most comprehensive BI and reporting
solutions on the market today.
Reporting Services is a developer-only tool. •End users who have no knowledge of the source database or report design can
easily interact with the ad-hoc reporting tool in a variety of formats, change report
parameters, drill from one report to another, and subscribe to specific reports.
47
Handling Objections
What could make a win difficult or impossible

Infrastructure State
SAP ERP sitting on Oracle
SAS and SPSS are used for
statistical and financial analysis
and reporting.
Operational Data-stores on
SQL 2005 and IBM DB2 (used
in the HOGAN System)
Sales Dynamics
Incumbents:
 SAS
 SPSS
 Excel 2000
Business Objects is positioning
a Global Data Warehouse
based on SAP
Class exercise
48

Basic Standardized Dynamic
Rationalized
Data silos, custom and IT
dependent reporting,
Limited automation of data
management
Data Management
Data silos for analysis and
reporting, Hand-coding ETL
Static decentralized and highly
IT dependent reports (several
reporting tools)
Standalone spreadsheet
based analysis
Performance Management
Manually entered KPIs and
static documents to track
performance
Disconnected scorecards and
IT dependant reporting and
analysis on subject-oriented
data
Automation of data loading
Data Management
Basic ETL packages to load
subject/ functional datamart
IT driven Parameterized
reporting from defined
data sources
Analytical tool connecting to
subject-oriented data
Departmental scorecards
where KPI sourced from
database
Infrastructure for enterprise-
wide centralized scorecards
and self-service reporting
Centralized data management
Data Management
Centralized and managed data
warehouse
Automated ETL design,
implementation and
maintenance
User-driven report building,
definition, scheduling
and subscription
Wizard-based publishing of
data from front-end analytical
applications and Web-based
interactive analysis
Strategy driven enterprise wide
scorecards
Automated tools for budgeting,
planning, forecasting
Real time closed loop and
proactive analysis
Data Management
Business Intelligence or
Business Activity Monitoring
within business process
automation
Master data management
Predictive analytics
Data mining
Embedded reporting with
business process
Advanced visualization (KPIs
exposed in strategy maps and
custom visualizations)
49
Map Your Infrastructure Journey
In the context of the BPIO maturity model

Challenges
• Need centralized and efficient
scorecards
• No self-service reporting
• Lacking financial planning
automation
• Tools were specific to a certain
department, and the business
users or developers who selected
them rarely had an organization-
wide business intelligence
strategy in mind
• Business intelligence and Web
applications are not customized
• Data marts, designed for
functional/subject needs, cannot
be integrated or centralized
BUSINESS
IT
Projects
• Implement
departmental
scorecards
• Build analytical
solutions on subject
oriented LOB data
• Implement balanced
scorecard for
enterprise alignment
(i.e. sales
performance
management)
• Set up departmental
scorecards, KPIs are
automatically
populated from the
database
• Implement
departmental or
centrally-managed
data warehouse
Benefits
• Track and analyze performance
with strategy-driven scorecards
• Provide accurate reports and
analyses to others through Internet
sites
• Streamline the financial reporting
process with automated financial
tools
• Improve collaboration and quality
of decisions by making
information throughout the
organization available to people
at all levels
• Enable users to easily create and
distribute reports without loading
software on the desktop
• Enable users to access
information from a centralized
and managed data warehouse
BUSINESS
IT
50
Standardized to rationalized

51
• Take BPIO U Tech Track Training (PerformancePoint
Server)
• BI product info: http://partner.microsoft.com/bi
• Take training on SQL 2008
Get Ready
• Execute BI Partner Solutions Plan (PSP) with your Partner
Account Manager
• Develop a proactive BI Marketing Campaign with your PAM
• Feature your offering in Office Systems Solutions Directory
• Tell Microsoft about your wins!
Engage
• Achieve BI Competency, Performance Management
Specialization and BI Platform Specialization
• Develop distinctive industry solution offerings (get vertical!)
• Visit http://www.partner.microsoft.com/bi to get started
Specialize
Call to Action

© 2008 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market
conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.
MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
partner.microsoft.com/bi

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