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Senturus Business Intelligence Demystified Series




                      BUSINESS SOLUTIONS:


                      Profitability Analysis
                      20 – 40% of your products and customers are losing you money.
                      Do you know which ones?




Acorn Systems, Inc.
This slide deck is part of a recorded webinar.
                  To view the FREE recording of this entire
                presentation and download the slide deck, go to
                          www.senturus.com/recorded-webinars.php

      You will find this—and many other recorded webinars-- under the “IBM Cognos Office
                          of Finance Solutions: TM1, EP, Controller, FSR”




Acorn Systems, Inc.
Agenda


     Introductions and Senturus Overview
     Net Profitability -- Driven by Cost to Serve (CTS)
     Acorn’s Transactional CTS Analysis and Solution Functionality
     Converting CTS Insight into Value
     Delivering Insight to Users
     Modeling Performance
     Client Success
     Acorn Overview
     Q&A

Acorn Systems, Inc.                       3
Steven Rasch               Greg Herrera
                      VP PROFESSIONAL SERVICES   CHIEF EXECUTIVE OFFICER
                           ACORN SYSTEMS                SENTURUS



Acorn Systems, Inc.
Who is Senturus?

  Consulting firm specializing in Corporate Performance Management
          − Business Intelligence
          − Office of Finance
               • Enterprise planning & budgeting
               • Consolidate, close, report and file (CCRF)
          − San Francisco Business Times Hall of Fame -- Four consecutive years in
            Fast 100 list of fastest-growing private companies in the Bay Area

  Experience
          − 12-year focus on performance management
          − More than 1,200 projects for 500+ clients

  People
          − Business depth combined with technical expertise. Former CFOs, CIOs,
            Controllers, Directors...
          − DBAs with MBAs


Acorn Systems, Inc.                                      5
A few of Senturus’ 500+ Clients




Acorn Systems, Inc.
Net Profitability
                      Driven by Cost to Serve




Acorn Systems, Inc.
20-40% of your Customers or Products Lose you Money


                  20% of your business generates                                    20% of your business loses most
                       200% of your profits                                          of the extra 100% of potential
                                                                                                 profits


                                                        OPERATING PROFIT PROFILE




                                                      UNREALIZED PROFIT POTENTIAL




Source: “Time-Driven Activity-Based Costing:
A Simpler and More Powerful Path to Higher Profits”
Kaplan & Anderson and Acorn Systems clients




 Acorn Systems, Inc.                                            8
Actionable P&Ls ––Quick Analysis & Resolution
   Actionable P&Ls Quick Analysis & Resolution




Acorn Systems, Inc.           9
Category Profitability


       GROSS MARGIN VS. NET PROFIT BY MAJOR PRODUCT LINES




                   60%
                   50%
                   40%
        PERCENT




                   30%                                      Gross Margin
                   20%                                      Net Profit

                   10%
                    0%
                  -10%




Acorn Systems, Inc.                          10
Importance of Accurate Net Profitability Driven by Cost to Serve


  Net profit is the metric that defines success for an organization

  Provides support for business decisions in line with a company’s
   strategic initiatives

  Takes into account all services that companies are providing to
   customers or incurring because of relationships with customers,
   vendors and products

  Provides insight into services that different customers value and are
   willing to pay for

  Supports detailed analyses of decisions previously made and their
   impact on the business



Acorn Systems, Inc.                   11
This slide deck is part of a recorded webinar.
                   To view the FREE recording of this entire
                 presentation and download the slide deck, go to
                            www.senturus.com/recorded-webinars.php

        You will find this—and many other recorded webinars-- under the “IBM Cognos Office
                            of Finance Solutions: TM1, EP, Controller, FSR”




Acorn Systems, Inc.                             12
Objectives of Cost to Serve Engagements

       Provide visibility of profitability and cost to an organization’s approach with customers.
       Give more quantitative and robust support to negotiation, supply chain efficiencies, pricing, rebate
        bracket discussions and broader strategic and operational initiatives.


                                                               Selling                            ORGANIZATIONAL ALIGNMENT
                                                               Costs
                                                                                                  AND ACCOUNTABILITY
   ACCOUNT, CHANNEL,                      Understand
                                                                                  Discounts
   CONSUMER DIMENSION                       Profit




                                  Understand
                                                                                              COGS
                                  Sales Cost
                                                       COST TO SERVE



                                        C3-                                           Understanding
                                       Value
                                                                                          CTS
                                       Added



                                                     C2 -                 C1 –
                                                 Warehouse               Supply
                                                 & Transport             Chain


                           PRODUCT, BRAND, CATEGORY DIMENSION
                                                                                        GEOGRAPHIC DIMENSION

Acorn Systems, Inc.                                             13
Price Waterfall with Cost to Serve

                      A. SELLING COSTS AND DISCOUNTS

                         SELLING COSTS

                                                                                                               COST-TO-SERVE
                                    DISCOUNTS (REBATES)                                                          ELEMENTS
                                                              B. COST OF GOODS SOLD


                                                                   VARIABLE
                                                                    COSTS
                                                                                                      C. COST-TO-SERVE


                                                                              FIXED
                                                                              COSTS   COST-TO-SERVE
                                                                                          W&T
                                                                                                           COST-TO-SERVE
                                                                                                      ORDERS & CASH COLLECTION




                                                                                                                          ‘VALUE-ADDED’
                                                                                                                          COST-TO-SERVE




        BASE PRICE                                     NET SALES                            GROSS MARGIN                            OPERATING PROFIT

Acorn Systems, Inc.                                                           14
Acorn’s Transactional
                      Cost-to-Serve Analysis




Acorn Systems, Inc.
Transaction Level Cost Assignment

   Sales
    Warehouse Sales                      DIMENSIONAL HIERARCHY
    Customer Supply Fee
    Sales Reductions
   Total Sales

   COGS                                                                                          Marketing
    COGS                                                                                         Manager
    Market G/L – Other
    Market G/L – Slotting
    Market G/L – PA/FB
    Market G/L – Private Label
    Market G/L – Post Audit
    Market G/L – Volume Incentive           Customer
    LIFO Expense                                                                 Vendor         Product Line
   Total COGS                                Bill To
   Gross Profit

   Indirect Expense
     Account Managers
     Customer Service                       Customer
     Finance                                                               DC             SKU
                                             Ship To
     IT
     Marketing
     Merchandising – Expense
     Merchandising – Income
     Safety/Security
     Transportation – Expense
     Transportation – Income                 Invoice                            DC SKU
     WACC
     Warehouse – Inbound
     Warehouse – Other
     Warehouse – Outbound
     Warehouse – Storage
   Total Indirect Expense

   Net Profit                                                  Line Item
     Non-Transportation Services (net)
     Direct (Net)

   Total Net Profit

Acorn Systems, Inc.                                       16
Solution Functionality

                                                                                BUSINESS
                        RESOURCE POOLS               PROCESSES                 DIMENSIONS     OPERATIONAL P&LS


                      • Customer Services           • Picking                 • Customers
                                                                                                 • Customers
                      • Sales                       • Packaging               • Orders
                                                                                                 • Product
                      • Warehouse                   • Receiving               • Products
                                                                                                 • Vendors
                                                    • Stocking                • Vendors


GL Accounts




                                                                                                                   DECISION MAKERS

                                     TRANSACTIONS
                                                                                                                 • Customer Service
                                      OR PROCESS
                                        DRIVERS                                                                  • Finance
                                                                                                                 • Information Tech
                                                                                                                 • Sales & Marketing
                                                                                                                 • Transportation

                                                        Dynamic Assignment of Costs
                                            If((caseWgt < 35,.25* NumCases, 1 * NumCases) +
                                            (Location == ‘Lawn&Garden’, 5, 0))
                                                                                              EPS ENGINE


Acorn Systems, Inc.                                                   17
Assigning Cost Based on Utilization of Resources

  Business Process Name: Picking: West

   PROCESS MAP


      RESOURCE                      DEPARTMENT                       PROCESS                    COST                        BUSINESS
        POOLS                         DRIVERS                                                  DRIVERS                     DIMENSIONS


   Salaries, Bonuses,                  Headcount                   PICKING WEST           Drive based on Qty, Cube_             Line Item
   Benefits, Forklift &                                                                        Volume, Weight,
   Equipment, Utilities,                                                                    Storage_Location and
   Rent, Insurance,                                                                               Pick_Type
   Security, Storage



   ACTIVITY DETAIL:

   DESCRIPTION:        Each pallet on the order takes 5 minutes to pick, 5 minutes are added for “bulky” products (over 15 cube volume)
                       and for heavy products (over 60lbs). 10 minutes are added for products stored on the second tier of warehouse
                       storage. 10 minutes are added for orders which require individual case picks instead of full pallet picks.


      EQUATION:        5 * Qty/Pallet_Qty + if(Cube_Volumne > 15, 5, 0) + if(Weight > 60, 5, 0) + if(Right(Storage_Location,1) == “2”,10, 0)
                       + if(Pick_Type == “Case”, 10, 0)




   COST DRIVER
                       Qty, Pallet_Qty, Cube_Volume, Weight, Storage_Location, Pick_Type                      Picking: West

                                                                                                                   1                        2              3               4              5

                                                                                                                           NO                      NO              NO              NO            NO
                                                                                                                 Case                   Pallet           Heavy            Bulk           2nd          Stop
                                                                                                                 Pick?                  Pick?           Product?        Product?        Tier?



                                                                                                                 YES                    YES               YES             YES           YES


                                                                                                                 1 min                  5 min
                                                                                                                                      per pallet          5 min           5 min         10 min
                                                                                                                per case




Acorn Performance Group, Inc.
      Systems, Inc.                                                                                      18
Cost to Serve Analysis Across All Business Dimensions

 CORPORATE STATEMENT                    CUSTOMER CATEGORY

                 Scenario: January 03             CUSTOMER

                                                             CUSTOMER ORDER

                                                                        ORDER LINE ITEM


                                                                                     VENDOR


                                                                                              VENDOR PRODUCT




                                        PRODUCT CATEGORY

                                                   PRODUCT

                                                              SALES REPRESENTATIVE




Acorn Systems, Inc.                                   19
Converting CTS Insight into Value
                              for the Business




Acorn Systems, Inc.
20-40% of your Customers or Products Lose you Money


                  20% of your business generates                                    20% of your business loses most
                       200% of your profits                                          of the extra 100% of potential
                                                                                                 profits


                                                        OPERATING PROFIT PROFILE




                                                      UNREALIZED PROFIT POTENTIAL




Source: “Time-Driven Activity-Based Costing:
A Simpler and More Powerful Path to Higher Profits”
Kaplan & Anderson and Acorn Systems clients



 Acorn Systems, Inc.                                            21
This slide deck is part of a recorded webinar.
                  To view the FREE recording of this entire
                presentation and download the slide deck, go to
                          www.senturus.com/recorded-webinars.php

      You will find this—and many other recorded webinars-- under the “IBM Cognos Office
                          of Finance Solutions: TM1, EP, Controller, FSR”




Acorn Systems, Inc.                            22
Value Opportunities Informed by Cost to Serve


                               • Optimize Selling Prices
              PRICING &
                               • Rationalize Discounting
           DISCOUNTING
                               • Align Net Prices To Volume                                                    SAMPLE BUSINESS CASE


                                                                                                            COMMODITY PRODUCT
                               • Rationalize SKUs                                                             MANUFACTURER
               PRODUCT
                               • De-cost Low Margin Products
              PORTFOLIO
                               • Refocus Sales Force


                               • Optimize Distribution Points                               Sales                      1,000.0    1,030.0          3%
                 SUPPLY
                               • Increase Utilization Rates                                 Cost of Goods                900.0        880.0       (2%)
               NETWORK
                               • Outsource Non-Strategic Functions
                                                                                            Gross Margin                 100.0        150.0       50%
                                                                                            Operating Expense             80.0         60.0      (25%)
                               • Streamline Service
                 SERVICE                                                                    Operating Income              20.0         90.0      350%
                               • Simplify Organization Structure
                  MODEL
                               • Eliminate Low-value Activities


              CUSTOMER         • Reduce Complexity
              SEGMENTS         • Align Costs to Segment Value




            Net Price Optimization                  Complexity Reduction        Expense Rationalization                   Resource Utilization




Acorn Systems, Inc.                                                        23
Identifying Poor Performers
                                                                        5,000,000

                                               ACME PRODUCTS



                                                                        4,000,000




                                                                        3,000,000

                     645 Customers
                     $20M Revenue
   Revenue




                     $4.7M Operating
    REVENUE




                     Loss                                                                           FAVORITE BRANDS
                                                                        2,000,000




                                                                        1,000,000

                     LAGGARD INDUSTRIES



                                                                               -
              (700,000)            (500,000)        (300,000)      (100,000)          100,000   300,000               500,000




                                                                        (1,000,000)

                                                                NET PROFIT
                                                                 Net Profit
Acorn Systems, Inc.
Identifying Market Basket Opportunities



                                                 Product BZH




                Product AXY
    REVENUE




                                                               Product DEF




                              OPERATING INCOME


                                   25
Acorn Systems, Inc.
Identifying Pricing Opportunities



                                               Product XYZ
    REVENUE




              Product ABC




                            OPERATING INCOME


Acorn Systems, Inc.              26
Internal Process Benchmarking

 TOTAL COST PER UNIT BY DC   TOTAL COST PER UNIT BY DC




Acorn Systems, Inc.                27
Vendor Negotiations

     ITEM PROFITABILITY BY VENDOR - ITEMS WITH WAREHOUSE SALES > $3,000




                                                                                    VENDOR 1
           REVENUE




                                                                                    PRIVATE LABEL
                                                                                    VENDOR 2
                                                                                    VENDOR 3
                                                                                    VENDOR 4




    SAMPLE DATA




                     -20.0%   -15.0%   -10.0%   -5.0%      0.0%      5.0%   10.0%   15.0%     20.0%
                                                        Net Profit

Acorn Systems, Inc.                                          28
SKU Optimization

    CATEGORY 4


                                                ITEM B PREMDLX KIT
                                                 AG-10G                      $1,800,000

                                                                             $1,600,000

                                                                             $1,400,000
                ITEM A
                   A BOW   RO T I
                                                                             $1,200,000
    REVENUE




                                                                             $1,000,000

                                                                              $800,000
                                                                                              HGN-PURP BETTA PALS MARINA
                                                                                               ITEM D
                                                                              $600,000
                  ITEM C
                                                                              $400,000
         Item C
         AGA-48"x18"D OK CAB STND

                                                                              $200,000

                                                                                    $0
    (500,000)           (400,000)   (300,000)   (200,000)        (100,000)                0   100,000          200,000

                                                                                NET PROFIT



Acorn Systems, Inc.                                         29
Delivering Insight to Users




Acorn Systems, Inc.
Integration With Salesforce                                         ®




     “Salesforce has created democracy
          around the flow of information
            throughout the organization”
                                         Chief Information Officer




               Results from Acorn can be directly integrated
               with CRM tools to present Net Profit and Cost to
               Serve results to the sales team




        Real change happens at the operational level




Acorn Systems, Inc.                                                      31
Client Success Leveraging Salesforce                    ®




  Leveraging Salesforce to provide Acorn results to sales, operations,
   and management
          − Dynamically identifies customers and products for analysis and review
            each month
          − Benchmarking facilities against one another to identify differences in
            product handling using results of cost to serve model
          − Used to aid sales reps to identify areas to negotiate price, adjust market
            basket by client to provide more profitability, drive sales volume increases
          − Provides a resource to assign tasks to sales reps and tracking progress


  Migrating quoting process to Salesforce and aligning cost elements
   from cost to serve model to provide backbone to pricing and quoting



Acorn Systems, Inc.                           32
Modeling Performance




Acorn Systems, Inc.
This slide deck is part of a recorded webinar.
                  To view the FREE recording of this entire
                presentation and download the slide deck, go to
                          www.senturus.com/recorded-webinars.php

      You will find this—and many other recorded webinars-- under the “IBM Cognos Office
                          of Finance Solutions: TM1, EP, Controller, FSR”




Acorn Systems, Inc.                            34
Example Data for Cost-to-Serve Analysis

 SAMPLE DISTRIBUTOR                                                                        GENERAL LEDGER        PRODUCT MASTER

                                                                                           Account Number        Product ID
                                                                                           Account Description   Product Name
                                                                                           Amount                Product Category
                                                                                           Type                  Vendor ID
                                                                                           Category              Units Per Box
                                                                                                                 Boxes Per Case
                                                                                                                 Cases Per Pallet
                                                                                                                 Special Handling Codes
                                                                                                                 Stock Location
                       PURCHASE ORDER
   VENDOR MASTER                          DISTRIBUTION CENTER   ORDER HEADER       CUSTOMER MASTER               Inventory Turns
                       HEADER
                                                                                                                 Period Beginning
   Vendor ID           PO ID              DC ID                 Order ID           Customer ID                   Inventory
   Vendor Name         PO Name            DC Name               Order Name         Customer Name                 Period Ending Balance
   Payment Terms       PO Amount          DC Type               Order Amount       Customer Category             Length
   Vendor Type         PO Date                                  PO Date                                          Width
   Number EDI POs      Ship To                                  Ship To                                          Height
   Number Fax POs      Vendor ID                                Store ID                                         Weight
   PO Errors           Freight Charge                           DC ID
   Complexity Factor                                            Freight Charge
   EDI Capable                                                  Pick Zone


                       PURCHASE ORDER
                       DETAIL                                   ORDER DETAIL

                       Product ID                               Product ID
                       Product Name                             Product Name
                       Quantity Shipped                         Quantity Shipped
                       Cost                                     Cost
                       Unit of Measure                          Unit of Measure
                       PO ID                                    PO ID
                       Quantity Ordered                         Quantity Ordered




Acorn Systems, Inc.
Actual Client Performance Statistics
                        Business       GL                                        Process                                 Model Calc       Time
   Client Industry                           Resource Pools      Processes                         BD Instances                                    DB Size       Servers
                       Dimensions   Accounts                                     Drivers                                   Time          Periods
  Financial Services       6                                         100         250-500   8 M customer accounts           4 hours         36       6 TB
                                                                                           50 K Contracts, 10 K
  Utility                  8         4,620         225               235          140                                    10 minutes        95                2 servers
                                                                                           Customers
  Manufacturing            9         2458          259               218                                                  4.5 hours                          3 servers
                                                                                           160 M transactions, 80 M      1-3 hours for                       2 servers, 8
  Logistics               12        280,000       20,607            1208          600                                                      25      7.2 TB
                                                                                           packages                      all 5 models                        total cores
                                                                                           9 M transactions, 2 M                                             2 servers, 8
  Logistics               16         80,000       7,373              75           300                                      5 hours         25       2 TB
                                                                                           shipments                                                         total cores
                                                                                           3.5 M Line Items; 2.5 M
  Distribution            13                      1500+             200+                   Customer SKU; 150,000          < 12 hours       24
                                                                                           SKU's; 75,000 customers

                                              100 per store *   64 per store -             158 M 'aggregates' based on
                                                                                                                                                             16 servers, 64
  Retail                   8                  1,500 stores =    1,500 stores =    300      200+M transactions; 250,000    < 24 hours       24      65 TB
                                                                                                                                                             total cores
                                                 150,000           96,000                  SKU's; 1,500 stores


  Retail                  10          115           26               21            85      2.5 M DC Level Transactions    1.5 Hours        24                2 servers

                                                                                           1.5 M Store Level
  Retail                  14          405          138               47           105                                       1 Hour         24                2 servers
                                                                                           Transactions
                                                                                           1.4 M Customer Level
  Retail                   6        173,489       43,905            1386          619                                      2 hours         36                2 Servers
                                                                                           Transactions

                                                                                           6000 Suppliers, 600,000
  Distribution             7         9000          150              200+         200-300                                   2 hours         36       1 TB     2 Servers
                                                                                           Products, 350,000 Customers

                                                                                           7.0 M Line Items, 3.4 M
                                                                                                                                                             2 servers, 3
  Distribution            12         12,220       2,436              175          544      Orders, 90 K SKUs, 50K          4 hours         27
                                                                                                                                                             total cores
                                                                                           Customers Ship-To
                                                                                           1 m Line Items, 7 M work
  Manufacturing           13         2495          259               220          247                                      4 Hours         48                3 Servers
                                                                                           orders




Acorn Systems, Inc.                                                                36
Customer Success




Acorn Systems, Inc.
Industry Success in Profit Improvement

                      Distribution                                                   Industry Solutions
                       Global 2000 Distributor                                      •   Activity-Based Costing
                       Product Profitability: Pinpoint Unprofitable SKUs            •   Branch or Organizational Profitability
                       Profit Improvement: $10M annually                            •   Channel Profitability
                                                                                     •   COGS Standard vs. Actual Product Cost

                      Manufacturing                                                  •   Cost-to-Serve Analysis
                                                                                     •   Customer Profitability
                       Chemical Manufacturer
                                                                                     •   Customer Segment Profitability
                       Operational Improvement: Optimize Logistics Process
                                                                                     •   Fact-based Contract Negotiations
                       Profit Improvement: $15M annually
                                                                                     •   IT/Shared Services Costing and Chargeback
                                                                                     •   Line of Business Profitability
                      Financial Services                                             •   Market Basket Analysis
                       Fortune 500 Financial Services Company                       •   Menu Based / Product and Service Pricing
                       Customer Profitability: Identify True Cost                   •   Operational Efficiency (process changes,
                       Profit Improvement: Over $600M annually                          benchmarking, and capacity utilization)
                                                                                     •   Pricing
                                                                                     •   Product/Service/Channel Operational Decisions
                      Retail                                                         •   Product Profitability
                       Major Retail Grocer                                          •   Product Unit Costing
                       Supply Chain Profitability: Simulate Operational Scenarios   •   SKU Rationalization
                       Profit Improvement: $10M annually                            •   Sourcing/ Merchandising Decisions (import/export,
                                                                                         category management)
                                                                                     •   Supplier Profitability
                      Consumer Products
                                                                                     •   Supply Chain Costing and Profitability
                       Multinational Consumer Products Company
                       Product Profitability: Analyze Net SKU Profitability
                       Profit Improvement: Over $1M annually


Acorn Systems, Inc.                                                     38
About Acorn




Acorn Systems, Inc.
Profitability. Cost Management. Optimization. It’s All We Do.


           Acorn provides the complete solution to maximize business profitability.




             Methodology                  Advanced                   Consulting               Targeted
                                         Technology                   Services                Solutions



           We develop pragmatic       We then instantiate        Acorn’s professional     Our targeted
           methodologies for          the theory and             services teams           applications focus
           dealing with very          methodologies into         ensure that your         on a specific industry
           complex, data intensity    advanced,                  implementation will be   and/or business
           issues, and bring          comprehensive              successful. Acorn        initiative, and include
           clarity and focus to the   technology.                provides services that   enhanced analytic,
           management decision-                                  fit your defined         simulation, and/or user
           making process.                                       requirements through-    interface capabilities.
                                                                 out the project
                                                                 lifecycle and beyond.




Acorn Systems, Inc.                                         40
Focus on Value

 We strive to deliver value to our clients through cost and
 profitability performance measurement and improvement.

                                                                                       Maximize       Increase       Decrease
                                                                                        Profit      Operational       Costs
 How We Accomplish Our Goals:                                                                        Efficiency



      Unique Approach                   Leverage a unique approach to cost and profitability performance
      measurement                        that combines a unique methodology with a packaged software solution

      Accurate Information       Provide our clients with accurate cost and profitability data that validates to
                                  their financial and business transaction systems at the lowest levels of detail

      Efficient Engagements      Save our clients time and money by delivering information faster and with
                         fewer resources than traditional approaches require

      Sustainable Solution       Establishing a solution that the client can leverage on an on-going basis to
                                  generate detailed cost and profitability information to measure success and
                                  drive continuous improvement efforts
      Value Identification       Work with our clients to analyze the information generated to identify the value
                                  and quantify the benefits that can be realized

      Value Capture              Work with our clients to devise the strategy and execution plan for capturing the
                                  value that has been identified



Acorn Systems, Inc.
Acorn Systems’ Clients


     FINANCIAL SERVICES




             RETAIL &
   CONSUMER PRODUCTS




            WHOLESALE,
DISTRIBUTION & LOGISTICS




     MANUFACTURING &
      OTHER INDUSTRIES




  Acorn Systems, Inc.
Key Takeaways


  Net profit provides more value and insight to business performance
   than gross profit

  Cost to Serve analysis delivers comprehensive, accurate, and
   actionable net profit details

  Acorn’s capabilities provide a flexible, scalable, and automated solution
   to generate granular cost to serve based net profit results across all
   relevant business dimensions

  Putting Acorn results in the hands of decision makers allows them to
   make decisions that can be transformative for a business and to
   measure success over time




Acorn Systems, Inc.                  43
This slide deck is part of a recorded webinar.
                  To view the FREE recording of this entire
                presentation and download the slide deck, go to
                          www.senturus.com/recorded-webinars.php

      You will find this—and many other recorded webinars-- under the “IBM Cognos Office
                          of Finance Solutions: TM1, EP, Controller, FSR”




Acorn Systems, Inc.                            44
Next Steps: Contact Us



                      STEVEN RASCH
                      VP PROFESSIONAL SERVICES
                      ACORN SYSTEMS
                      800.982.2676
                      srasch@acornsys.com


                                                 For more information: www.acornsys.com
                                                                      www.senturus.com

                      GREG HERRERA
                      CHIEF EXECUTIVE OFFICER
                      SENTURUS
                      888.601.6010
                      gherrera@senturus.com




Acorn Systems, Inc.
Contact Senturus




                          Senturus, Inc
                       www.senturus.com
                      sales@senturus.com
                          888-601-6010




Acorn Systems, Inc.
Acorn Systems, Inc.
47                         47

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Profitability Analysis & Acorn Software

  • 1. Senturus Business Intelligence Demystified Series BUSINESS SOLUTIONS: Profitability Analysis 20 – 40% of your products and customers are losing you money. Do you know which ones? Acorn Systems, Inc.
  • 2. This slide deck is part of a recorded webinar. To view the FREE recording of this entire presentation and download the slide deck, go to www.senturus.com/recorded-webinars.php You will find this—and many other recorded webinars-- under the “IBM Cognos Office of Finance Solutions: TM1, EP, Controller, FSR” Acorn Systems, Inc.
  • 3. Agenda  Introductions and Senturus Overview  Net Profitability -- Driven by Cost to Serve (CTS)  Acorn’s Transactional CTS Analysis and Solution Functionality  Converting CTS Insight into Value  Delivering Insight to Users  Modeling Performance  Client Success  Acorn Overview  Q&A Acorn Systems, Inc. 3
  • 4. Steven Rasch Greg Herrera VP PROFESSIONAL SERVICES CHIEF EXECUTIVE OFFICER ACORN SYSTEMS SENTURUS Acorn Systems, Inc.
  • 5. Who is Senturus?  Consulting firm specializing in Corporate Performance Management − Business Intelligence − Office of Finance • Enterprise planning & budgeting • Consolidate, close, report and file (CCRF) − San Francisco Business Times Hall of Fame -- Four consecutive years in Fast 100 list of fastest-growing private companies in the Bay Area  Experience − 12-year focus on performance management − More than 1,200 projects for 500+ clients  People − Business depth combined with technical expertise. Former CFOs, CIOs, Controllers, Directors... − DBAs with MBAs Acorn Systems, Inc. 5
  • 6. A few of Senturus’ 500+ Clients Acorn Systems, Inc.
  • 7. Net Profitability Driven by Cost to Serve Acorn Systems, Inc.
  • 8. 20-40% of your Customers or Products Lose you Money 20% of your business generates 20% of your business loses most 200% of your profits of the extra 100% of potential profits OPERATING PROFIT PROFILE UNREALIZED PROFIT POTENTIAL Source: “Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits” Kaplan & Anderson and Acorn Systems clients Acorn Systems, Inc. 8
  • 9. Actionable P&Ls ––Quick Analysis & Resolution Actionable P&Ls Quick Analysis & Resolution Acorn Systems, Inc. 9
  • 10. Category Profitability GROSS MARGIN VS. NET PROFIT BY MAJOR PRODUCT LINES 60% 50% 40% PERCENT 30% Gross Margin 20% Net Profit 10% 0% -10% Acorn Systems, Inc. 10
  • 11. Importance of Accurate Net Profitability Driven by Cost to Serve  Net profit is the metric that defines success for an organization  Provides support for business decisions in line with a company’s strategic initiatives  Takes into account all services that companies are providing to customers or incurring because of relationships with customers, vendors and products  Provides insight into services that different customers value and are willing to pay for  Supports detailed analyses of decisions previously made and their impact on the business Acorn Systems, Inc. 11
  • 12. This slide deck is part of a recorded webinar. To view the FREE recording of this entire presentation and download the slide deck, go to www.senturus.com/recorded-webinars.php You will find this—and many other recorded webinars-- under the “IBM Cognos Office of Finance Solutions: TM1, EP, Controller, FSR” Acorn Systems, Inc. 12
  • 13. Objectives of Cost to Serve Engagements  Provide visibility of profitability and cost to an organization’s approach with customers.  Give more quantitative and robust support to negotiation, supply chain efficiencies, pricing, rebate bracket discussions and broader strategic and operational initiatives. Selling ORGANIZATIONAL ALIGNMENT Costs AND ACCOUNTABILITY ACCOUNT, CHANNEL, Understand Discounts CONSUMER DIMENSION Profit Understand COGS Sales Cost COST TO SERVE C3- Understanding Value CTS Added C2 - C1 – Warehouse Supply & Transport Chain PRODUCT, BRAND, CATEGORY DIMENSION GEOGRAPHIC DIMENSION Acorn Systems, Inc. 13
  • 14. Price Waterfall with Cost to Serve A. SELLING COSTS AND DISCOUNTS SELLING COSTS COST-TO-SERVE DISCOUNTS (REBATES) ELEMENTS B. COST OF GOODS SOLD VARIABLE COSTS C. COST-TO-SERVE FIXED COSTS COST-TO-SERVE W&T COST-TO-SERVE ORDERS & CASH COLLECTION ‘VALUE-ADDED’ COST-TO-SERVE BASE PRICE NET SALES GROSS MARGIN OPERATING PROFIT Acorn Systems, Inc. 14
  • 15. Acorn’s Transactional Cost-to-Serve Analysis Acorn Systems, Inc.
  • 16. Transaction Level Cost Assignment Sales Warehouse Sales DIMENSIONAL HIERARCHY Customer Supply Fee Sales Reductions Total Sales COGS Marketing COGS Manager Market G/L – Other Market G/L – Slotting Market G/L – PA/FB Market G/L – Private Label Market G/L – Post Audit Market G/L – Volume Incentive Customer LIFO Expense Vendor Product Line Total COGS Bill To Gross Profit Indirect Expense Account Managers Customer Service Customer Finance DC SKU Ship To IT Marketing Merchandising – Expense Merchandising – Income Safety/Security Transportation – Expense Transportation – Income Invoice DC SKU WACC Warehouse – Inbound Warehouse – Other Warehouse – Outbound Warehouse – Storage Total Indirect Expense Net Profit Line Item Non-Transportation Services (net) Direct (Net) Total Net Profit Acorn Systems, Inc. 16
  • 17. Solution Functionality BUSINESS RESOURCE POOLS PROCESSES DIMENSIONS OPERATIONAL P&LS • Customer Services • Picking • Customers • Customers • Sales • Packaging • Orders • Product • Warehouse • Receiving • Products • Vendors • Stocking • Vendors GL Accounts DECISION MAKERS TRANSACTIONS • Customer Service OR PROCESS DRIVERS • Finance • Information Tech • Sales & Marketing • Transportation Dynamic Assignment of Costs If((caseWgt < 35,.25* NumCases, 1 * NumCases) + (Location == ‘Lawn&Garden’, 5, 0)) EPS ENGINE Acorn Systems, Inc. 17
  • 18. Assigning Cost Based on Utilization of Resources Business Process Name: Picking: West PROCESS MAP RESOURCE DEPARTMENT PROCESS COST BUSINESS POOLS DRIVERS DRIVERS DIMENSIONS Salaries, Bonuses, Headcount PICKING WEST Drive based on Qty, Cube_ Line Item Benefits, Forklift & Volume, Weight, Equipment, Utilities, Storage_Location and Rent, Insurance, Pick_Type Security, Storage ACTIVITY DETAIL: DESCRIPTION: Each pallet on the order takes 5 minutes to pick, 5 minutes are added for “bulky” products (over 15 cube volume) and for heavy products (over 60lbs). 10 minutes are added for products stored on the second tier of warehouse storage. 10 minutes are added for orders which require individual case picks instead of full pallet picks. EQUATION: 5 * Qty/Pallet_Qty + if(Cube_Volumne > 15, 5, 0) + if(Weight > 60, 5, 0) + if(Right(Storage_Location,1) == “2”,10, 0) + if(Pick_Type == “Case”, 10, 0) COST DRIVER Qty, Pallet_Qty, Cube_Volume, Weight, Storage_Location, Pick_Type Picking: West 1 2 3 4 5 NO NO NO NO NO Case Pallet Heavy Bulk 2nd Stop Pick? Pick? Product? Product? Tier? YES YES YES YES YES 1 min 5 min per pallet 5 min 5 min 10 min per case Acorn Performance Group, Inc. Systems, Inc. 18
  • 19. Cost to Serve Analysis Across All Business Dimensions CORPORATE STATEMENT CUSTOMER CATEGORY Scenario: January 03 CUSTOMER CUSTOMER ORDER ORDER LINE ITEM VENDOR VENDOR PRODUCT PRODUCT CATEGORY PRODUCT SALES REPRESENTATIVE Acorn Systems, Inc. 19
  • 20. Converting CTS Insight into Value for the Business Acorn Systems, Inc.
  • 21. 20-40% of your Customers or Products Lose you Money 20% of your business generates 20% of your business loses most 200% of your profits of the extra 100% of potential profits OPERATING PROFIT PROFILE UNREALIZED PROFIT POTENTIAL Source: “Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits” Kaplan & Anderson and Acorn Systems clients Acorn Systems, Inc. 21
  • 22. This slide deck is part of a recorded webinar. To view the FREE recording of this entire presentation and download the slide deck, go to www.senturus.com/recorded-webinars.php You will find this—and many other recorded webinars-- under the “IBM Cognos Office of Finance Solutions: TM1, EP, Controller, FSR” Acorn Systems, Inc. 22
  • 23. Value Opportunities Informed by Cost to Serve • Optimize Selling Prices PRICING & • Rationalize Discounting DISCOUNTING • Align Net Prices To Volume SAMPLE BUSINESS CASE COMMODITY PRODUCT • Rationalize SKUs MANUFACTURER PRODUCT • De-cost Low Margin Products PORTFOLIO • Refocus Sales Force • Optimize Distribution Points Sales 1,000.0 1,030.0 3% SUPPLY • Increase Utilization Rates Cost of Goods 900.0 880.0 (2%) NETWORK • Outsource Non-Strategic Functions Gross Margin 100.0 150.0 50% Operating Expense 80.0 60.0 (25%) • Streamline Service SERVICE Operating Income 20.0 90.0 350% • Simplify Organization Structure MODEL • Eliminate Low-value Activities CUSTOMER • Reduce Complexity SEGMENTS • Align Costs to Segment Value Net Price Optimization Complexity Reduction Expense Rationalization Resource Utilization Acorn Systems, Inc. 23
  • 24. Identifying Poor Performers 5,000,000 ACME PRODUCTS 4,000,000 3,000,000 645 Customers $20M Revenue Revenue $4.7M Operating REVENUE Loss FAVORITE BRANDS 2,000,000 1,000,000 LAGGARD INDUSTRIES - (700,000) (500,000) (300,000) (100,000) 100,000 300,000 500,000 (1,000,000) NET PROFIT Net Profit Acorn Systems, Inc.
  • 25. Identifying Market Basket Opportunities Product BZH Product AXY REVENUE Product DEF OPERATING INCOME 25 Acorn Systems, Inc.
  • 26. Identifying Pricing Opportunities Product XYZ REVENUE Product ABC OPERATING INCOME Acorn Systems, Inc. 26
  • 27. Internal Process Benchmarking TOTAL COST PER UNIT BY DC TOTAL COST PER UNIT BY DC Acorn Systems, Inc. 27
  • 28. Vendor Negotiations ITEM PROFITABILITY BY VENDOR - ITEMS WITH WAREHOUSE SALES > $3,000 VENDOR 1 REVENUE PRIVATE LABEL VENDOR 2 VENDOR 3 VENDOR 4 SAMPLE DATA -20.0% -15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% Net Profit Acorn Systems, Inc. 28
  • 29. SKU Optimization CATEGORY 4 ITEM B PREMDLX KIT AG-10G $1,800,000 $1,600,000 $1,400,000 ITEM A A BOW RO T I $1,200,000 REVENUE $1,000,000 $800,000 HGN-PURP BETTA PALS MARINA ITEM D $600,000 ITEM C $400,000 Item C AGA-48"x18"D OK CAB STND $200,000 $0 (500,000) (400,000) (300,000) (200,000) (100,000) 0 100,000 200,000 NET PROFIT Acorn Systems, Inc. 29
  • 30. Delivering Insight to Users Acorn Systems, Inc.
  • 31. Integration With Salesforce ® “Salesforce has created democracy around the flow of information throughout the organization” Chief Information Officer Results from Acorn can be directly integrated with CRM tools to present Net Profit and Cost to Serve results to the sales team Real change happens at the operational level Acorn Systems, Inc. 31
  • 32. Client Success Leveraging Salesforce ®  Leveraging Salesforce to provide Acorn results to sales, operations, and management − Dynamically identifies customers and products for analysis and review each month − Benchmarking facilities against one another to identify differences in product handling using results of cost to serve model − Used to aid sales reps to identify areas to negotiate price, adjust market basket by client to provide more profitability, drive sales volume increases − Provides a resource to assign tasks to sales reps and tracking progress  Migrating quoting process to Salesforce and aligning cost elements from cost to serve model to provide backbone to pricing and quoting Acorn Systems, Inc. 32
  • 34. This slide deck is part of a recorded webinar. To view the FREE recording of this entire presentation and download the slide deck, go to www.senturus.com/recorded-webinars.php You will find this—and many other recorded webinars-- under the “IBM Cognos Office of Finance Solutions: TM1, EP, Controller, FSR” Acorn Systems, Inc. 34
  • 35. Example Data for Cost-to-Serve Analysis SAMPLE DISTRIBUTOR GENERAL LEDGER PRODUCT MASTER Account Number Product ID Account Description Product Name Amount Product Category Type Vendor ID Category Units Per Box Boxes Per Case Cases Per Pallet Special Handling Codes Stock Location PURCHASE ORDER VENDOR MASTER DISTRIBUTION CENTER ORDER HEADER CUSTOMER MASTER Inventory Turns HEADER Period Beginning Vendor ID PO ID DC ID Order ID Customer ID Inventory Vendor Name PO Name DC Name Order Name Customer Name Period Ending Balance Payment Terms PO Amount DC Type Order Amount Customer Category Length Vendor Type PO Date PO Date Width Number EDI POs Ship To Ship To Height Number Fax POs Vendor ID Store ID Weight PO Errors Freight Charge DC ID Complexity Factor Freight Charge EDI Capable Pick Zone PURCHASE ORDER DETAIL ORDER DETAIL Product ID Product ID Product Name Product Name Quantity Shipped Quantity Shipped Cost Cost Unit of Measure Unit of Measure PO ID PO ID Quantity Ordered Quantity Ordered Acorn Systems, Inc.
  • 36. Actual Client Performance Statistics Business GL Process Model Calc Time Client Industry Resource Pools Processes BD Instances DB Size Servers Dimensions Accounts Drivers Time Periods Financial Services 6 100 250-500 8 M customer accounts 4 hours 36 6 TB 50 K Contracts, 10 K Utility 8 4,620 225 235 140 10 minutes 95 2 servers Customers Manufacturing 9 2458 259 218 4.5 hours 3 servers 160 M transactions, 80 M 1-3 hours for 2 servers, 8 Logistics 12 280,000 20,607 1208 600 25 7.2 TB packages all 5 models total cores 9 M transactions, 2 M 2 servers, 8 Logistics 16 80,000 7,373 75 300 5 hours 25 2 TB shipments total cores 3.5 M Line Items; 2.5 M Distribution 13 1500+ 200+ Customer SKU; 150,000 < 12 hours 24 SKU's; 75,000 customers 100 per store * 64 per store - 158 M 'aggregates' based on 16 servers, 64 Retail 8 1,500 stores = 1,500 stores = 300 200+M transactions; 250,000 < 24 hours 24 65 TB total cores 150,000 96,000 SKU's; 1,500 stores Retail 10 115 26 21 85 2.5 M DC Level Transactions 1.5 Hours 24 2 servers 1.5 M Store Level Retail 14 405 138 47 105 1 Hour 24 2 servers Transactions 1.4 M Customer Level Retail 6 173,489 43,905 1386 619 2 hours 36 2 Servers Transactions 6000 Suppliers, 600,000 Distribution 7 9000 150 200+ 200-300 2 hours 36 1 TB 2 Servers Products, 350,000 Customers 7.0 M Line Items, 3.4 M 2 servers, 3 Distribution 12 12,220 2,436 175 544 Orders, 90 K SKUs, 50K 4 hours 27 total cores Customers Ship-To 1 m Line Items, 7 M work Manufacturing 13 2495 259 220 247 4 Hours 48 3 Servers orders Acorn Systems, Inc. 36
  • 38. Industry Success in Profit Improvement Distribution Industry Solutions  Global 2000 Distributor • Activity-Based Costing  Product Profitability: Pinpoint Unprofitable SKUs • Branch or Organizational Profitability  Profit Improvement: $10M annually • Channel Profitability • COGS Standard vs. Actual Product Cost Manufacturing • Cost-to-Serve Analysis • Customer Profitability  Chemical Manufacturer • Customer Segment Profitability  Operational Improvement: Optimize Logistics Process • Fact-based Contract Negotiations  Profit Improvement: $15M annually • IT/Shared Services Costing and Chargeback • Line of Business Profitability Financial Services • Market Basket Analysis  Fortune 500 Financial Services Company • Menu Based / Product and Service Pricing  Customer Profitability: Identify True Cost • Operational Efficiency (process changes,  Profit Improvement: Over $600M annually benchmarking, and capacity utilization) • Pricing • Product/Service/Channel Operational Decisions Retail • Product Profitability  Major Retail Grocer • Product Unit Costing  Supply Chain Profitability: Simulate Operational Scenarios • SKU Rationalization  Profit Improvement: $10M annually • Sourcing/ Merchandising Decisions (import/export, category management) • Supplier Profitability Consumer Products • Supply Chain Costing and Profitability  Multinational Consumer Products Company  Product Profitability: Analyze Net SKU Profitability  Profit Improvement: Over $1M annually Acorn Systems, Inc. 38
  • 40. Profitability. Cost Management. Optimization. It’s All We Do. Acorn provides the complete solution to maximize business profitability. Methodology Advanced Consulting Targeted Technology Services Solutions We develop pragmatic We then instantiate Acorn’s professional Our targeted methodologies for the theory and services teams applications focus dealing with very methodologies into ensure that your on a specific industry complex, data intensity advanced, implementation will be and/or business issues, and bring comprehensive successful. Acorn initiative, and include clarity and focus to the technology. provides services that enhanced analytic, management decision- fit your defined simulation, and/or user making process. requirements through- interface capabilities. out the project lifecycle and beyond. Acorn Systems, Inc. 40
  • 41. Focus on Value We strive to deliver value to our clients through cost and profitability performance measurement and improvement. Maximize Increase Decrease Profit Operational Costs How We Accomplish Our Goals: Efficiency  Unique Approach Leverage a unique approach to cost and profitability performance measurement that combines a unique methodology with a packaged software solution  Accurate Information Provide our clients with accurate cost and profitability data that validates to their financial and business transaction systems at the lowest levels of detail  Efficient Engagements Save our clients time and money by delivering information faster and with fewer resources than traditional approaches require  Sustainable Solution Establishing a solution that the client can leverage on an on-going basis to generate detailed cost and profitability information to measure success and drive continuous improvement efforts  Value Identification Work with our clients to analyze the information generated to identify the value and quantify the benefits that can be realized  Value Capture Work with our clients to devise the strategy and execution plan for capturing the value that has been identified Acorn Systems, Inc.
  • 42. Acorn Systems’ Clients FINANCIAL SERVICES RETAIL & CONSUMER PRODUCTS WHOLESALE, DISTRIBUTION & LOGISTICS MANUFACTURING & OTHER INDUSTRIES Acorn Systems, Inc.
  • 43. Key Takeaways  Net profit provides more value and insight to business performance than gross profit  Cost to Serve analysis delivers comprehensive, accurate, and actionable net profit details  Acorn’s capabilities provide a flexible, scalable, and automated solution to generate granular cost to serve based net profit results across all relevant business dimensions  Putting Acorn results in the hands of decision makers allows them to make decisions that can be transformative for a business and to measure success over time Acorn Systems, Inc. 43
  • 44. This slide deck is part of a recorded webinar. To view the FREE recording of this entire presentation and download the slide deck, go to www.senturus.com/recorded-webinars.php You will find this—and many other recorded webinars-- under the “IBM Cognos Office of Finance Solutions: TM1, EP, Controller, FSR” Acorn Systems, Inc. 44
  • 45. Next Steps: Contact Us STEVEN RASCH VP PROFESSIONAL SERVICES ACORN SYSTEMS 800.982.2676 srasch@acornsys.com For more information: www.acornsys.com www.senturus.com GREG HERRERA CHIEF EXECUTIVE OFFICER SENTURUS 888.601.6010 gherrera@senturus.com Acorn Systems, Inc.
  • 46. Contact Senturus Senturus, Inc www.senturus.com sales@senturus.com 888-601-6010 Acorn Systems, Inc.

Editor's Notes

  1. Hello. Welcome to this month’s installment of the Senturus education series in which we demystify business intelligence. In today’s session we are joined by one of our most important solutions partners, Acorn Systems. Together we’ll be discussing proven, practical methods for providing decision-makers with insight into true profitability. Our experience across the business intelligence spectrum over the 12 years we’ve been in business has us extremely excited about this session! In our experience, the techniques you’ll learn today consistently provide the highest measurable returns on investment – returns of 10 times your investment in 12-18 months are not only quite typical, but they are documented as well. We are really glad you are able to join us today.
  2. Senturus is a consulting company. We specialize in Corporate Performance Management.We have been in business for 12 years and have worked on over 1,200 projects across 500+ clients.We organize our consulting practices around three keys to outstanding corporate performance:The first key is teamwork and execution. A company that executes as a team on a decent, but unspectacular strategy will outperform a company with a brilliant strategy but poor execution. Our enterprise planning and budget practice helps companies get everyone on the same page and execute well.The second key to outstanding corporate performance is decisions by fact, and not by gut feel. In a 2010 poll of 2,000 companies around the globe, it was established that companies with integrated information across the enterprise dramatically outperform their peers – to the tune of TWENTY TIMES more profit growth in the previous 5 years. Our business intelligence practice is directed at helping companies outperform through informed decisions.The third key to corporate performance is in maximizing efficiency, especially of knowledge workers. Successful companies utilize technology to automate tasks and free their people from unnecessary manual efforts. People in the most successful companies are spending more time doing valuable analysis and less time doing manual data integration and reporting tasks. Our Consolidate, close, report and file practice brings technology automation to manual, error-prone tasks within the office of finance.Our clients prefer us for our experience and because of the unique combination of business and technical depth that we bring to the table. We have received market validation as well. For the last four years in a row we have made the “Fast 100” list of the fastest growing private companies in the Bay Area.
  3. In the invite, it says 20-40% of customers, products, or other business dimension lose money for the average business. This graphic (cumulative profitability graph) highlights this. This represents net profit and each point on this continuum represents an individual customer/product/order/etc…We’ll talk about this a bit more in a bitTakeaways:Factoring in cost to serve allows for better insight and visibility into performanceBeing able to understand where each customer/product/order/etc… falls on this graph helps inform better decision making on how the company wants/needs to change behavior either internally or externally
  4. Cost to serve analysis at the detailed level allows for a high degree of accuracy in visibility around net profit.Previous slide showed the difference in view at a high level. When adding in Cost to serve at the detailed cost level where services/activities are costed at the discrete transaction, it addes a layer of visibility to customer or product performance. In this case, customer.Packaging and Staging – 3x higher for BPicking – almost 2x higher for BReturns – 5x higher for BShipping – 3x higher for BBegs the question…what is going on with B?To take effective action to improve profitability, businesses need a clear picture of exactly where they are making and losing money. Acorn produces actionable P&amp;Ls that enable you to determine the root cause of profits and losses. Acorn reports allow you the level of detail you need to take action. With Acorn analytics you can:1) Benchmark customers by segment and evaluate the profitability of similar customer sales2) Review and compare cost-to-serve dollars (activities) for similar customers and to company averages3) Drill to the detail needed to identify operational drivers causing swings or increases in cost-to-serve expenses, such as special instructions or number of returnsFor example: Both Customer A and Customer B are practically identical based on total revenue, and they are both profitable based on gross profit. However, once cost-to-serve is factored into the comparison, it becomes apparent that Customer B is very unprofitable. Drill down to actual indirect costs reveals that Customer B has a high number of returns and orders with special instructions.
  5. Businesses are complexWhy model at Line item and why is it so important?
  6. The Acorn team pulls data from your existing systems to create the model. We involve a cross functional team to ensure accuracy and “believability” of the numbers.TDABC differs from other costing methodologies by using actual transactions where appropriate as the foundation of the &quot;bottoms up“ model, instead of assigned rates, thus preserving the link between your operations and financials. For transaction oriented, process based, high-scale, and complex business, TDABC results in the following business benefits over Traditional ABC, Allocation, and Standard Costing Methodologies:  Incorporates cost, revenue, profitability and resource capacity/utilization in one unified modelPreserves the link between your financials and operations via transaction level &quot;bottoms-up&quot; modeling Is easier to sustain and maintain, providing a lower TCO and enabling more frequent creation of the insight; Provides a deep level of accuracy by modeling your complexity and operational variances, resulting in both operational and financial validity  Is implemented in month/quarters vs. years Departmentalize GL (Easy because most GL’s are already departmentalized)Shared expenses (e.g. rent, supplies) are departmentalized based on known data (e.g. square footage, # employees, # terminals)Drive fully loaded department expense to the department process (Easy because usually a department only has one process)Conduct interview on how to model the process and build the time-based algorithmDrive fully loaded process expense to the appropriate cost objects (Easy because time-driven model pulls directly from transaction files to populate its algorithms)Revenue and cost data is pulled in transaction by transaction
  7. Acorn models your business starting with data at the transaction level. This allows us to capture complexity, variability and operational processes that are unique to your company.We start at the transaction level because the order is the only true relationship between the customer and product. The order is the trigger that initiates action, and 70% of indirect costs exist at the order level.We create a single Enterprise Model that includes profitability information at different levels. We capture all necessary operational cost objects: Customer, SKU, Vendor, Channel, Division, etc.Benefits of this approach include:Automatic reconciliation of revenue and cost at all levelsAn accurate model of your business from an operational viewA single source of the truthCost flows along the cost object hierarchy, allowing transaction cost to roll up naturally to customers, vendors, SKUs, etc.From this data, we produce Net Profit P&amp;Ls that enable you to answer specific questions such as:Will a high margin product be profitable when purchased only by customers who don’t pay?Will a low cost to server customer be profitable if he only purchases low margin products?Will a high revenue customer be profitable if he requires daily deliveries, special labeling and separate pallets?Will a vendor be profitable if much of his product is continually damaged in handling?Acorn’s unique approach provides actionable insight into where you are making and losing money and why, so that you know what action to take.
  8. In the invite, it says 20-40% of customers, products, or other business dimension lose money for the average business. This graphic (cumulative profitability graph) highlights this. This represents net profit and each point on this continuum represents an individual customer/product/order/etc…We’ll talk about this a bit more in a bitTakeaways:Factoring in cost to serve allows for better insight and visibility into performanceBeing able to understand where each customer/product/order/etc… falls on this graph helps inform better decision making on how the company wants/needs to change behavior either internally or externally
  9. Acorn’s focus is on our customers’ success. Here are a few examples of how Acorn has provided the insights our customers needed to make impactful decisions. (These stories are also available in A Focus on Customer Success; http://ask.acornsys.com/Docs/Documents%202/A%20Focus%20on%20Customer%20Success.7.22.09.pdf )
  10. In a time when ‘profitable growth’ has become a catchphrase, Acorn Systems has never lost sight of our primary objective: maximizing profitability for businesses like yours. We provide a complete solution – a proven methodology, best in breed software and consulting services. We assist companies, like yours to institute a profit culture and improve performance – it’s all we do. Acorn delivers improved profitability for many of the world’s market leaders. Using our unique blend of packaged software and flexible methodology, enterprises analyze data and deliver critical insights into the true profitability of their business. Acorn enables enterprise-wide measurement of every aspect of revenues, costs, net profit, resource capacity and utilization across an unlimited number of business dimensions.
  11. For those of you not familiar with Acorn, we are the leading provider of profit improvement solutions w/ over 250 clients from Financial Services as well as other industries. Scott will reinforce these in his talk, yet Acorn has learned that a few key elements distinguish successful engagements from those that fail.&lt;Review list, own commentary&gt;Each of these is critical to success and as you will see in the Charles Schwab story, validated by their experience… &lt;CLICK&gt;For Reference: Old Slide ContentThe Profit Improvement CompanyAcorn delivers profit improvement solutions that help clients maximize revenue, minimize cost, and improve operating efficiencies.Acorn is a profit improvement company with a highly flexible modeling application, an industrial strength calculation engine and consulting services.Acorn generatesnew content that does not exist today.Client Success250+ global clients ($10M - $40B) &gt; $ 1 Billion in Profit Improvements resulting in &gt; $ 9 Billion in new Shareholder ValueGlobal OperationsHeadquartered in Houston, TX with offices in Radnor, PA, Austin, TX and Amsterdam, The Netherlands. Founded in 1996 and initially focused on LBO turnarounds, Acorn is part of the Business Intelligence and Corporate Performance Management sectors. Acorn has partnerships with premier technology companies, consulting companies and associations.