This document discusses IBM's business analytics software for performance management. It provides an overview of how analytics has become essential for businesses to gain competitive advantages. It then discusses how analytic-driven organizations are able to leverage all types of data and perspectives to make informed decisions. The rest of the document discusses IBM's software solutions for key areas like customers, operations, finance, and risk management. It also includes case studies showing how companies have benefited from IBM's performance management solutions.

1. © 2013 IBM Corporation
© 2013 IBM Corporation
IBM Business Analytics software
for Performance Management
Jerome Lefebvre, Directeur commercial Europe
Performance Management, IBM Suisse
11 juin 2013

2. © 2013 IBM Corporation
Analytics has evolved from business initiative to
business imperative
63%
58%
37%
2012
2011
2010 70%
increase
Source: 1 2010 and 2011 datasets © Massachusetts Institute of Technology. 2 Analytics: The real-world use of big data. 2012
Study conducted by IBM Institute for Business Value, in collaboration with Säid Business School at the University of Oxford.
3.6x
Likelihood of organizations competing
on analytics to outperform their peers2
Percentage of respondents who cited
a competitive advantage from the use
of information and analytics1,2
2012

3. © 2013 IBM Corporation
ANALYTIC-DRIVEN
ORGANIZATIONS are distinguished
by their ability to leverage …
All perspectives
Past (historical, aggregated)
Present (real-time)
Future (predictive)
At the point
of impact
All decisions
Major and minor
Strategic and tactical
Routine and exceptions
Manual and automated
All information
All information
Transaction data
Application data
Machine data
Social data
Enterprise content
All people
All departments
Experts and non-experts
Executives and employees
Partners and customers

4. © 2013 IBM Corporation
Human
Resources
Customer
Service
Sales
Marketing
Finance &
Risk
Supply
Chain
Technology &
Product
Development
Increase
operational
efficiency
4
Transform
financial
processes
2
3
Manage risk,
regulation &
compliance
Grow, retain
and satisfy
customers
1
Weaving analytics into the fabric of enterprise processes to help
build smarter businesses

5. © 2013 IBM Corporation
• Advanced client segmentation
• Leveraging customer sentiment analysis
• Reducing customer churn
Customers
• Optimizing the supply chain
• Deploying predictive maintenance capabilities
• Transform thread & fraud identification processes
Operations
• Enabling rolling plan, forecasting and budgeting
• Automating the financial close process
• Delivering real-time dashboards
Finance
• Making risk-aware decisions
• Managing financial and operational risks
• Reducing the cost of compliance
Risk
1
4
2
3
Examples:
Smarter Analytics addresses key functional and industry imperatives
and drives accelerated outcomes
Grow, retain and
satisfy customers
Transform financial
processes
Manage risk, fraud &
regulatory compliance
Increase operational
efficiency

6. © 2013 IBM Corporation
Financial Sector Public Retail Industrial Communications
Customer
Create a
Customer-centric
Enterprise
Improve Citizen
Services
Optimize the
Shopping
Experience
Plan & Forecast
Demand
Reduce
Customer Churn
Finance
Ensure Financial
Transparency
Manage
Resources
Effectively
Demand
Planning
Sales and
Operations
Planning
Optimise Capex
and Opex
Risk
Optimize Risk
and Manage
Compliance
Reduce Fraud
and Waste
Manage
Operational Risk
Manage
Operational Risk
Manage
Operational Risk
Operations
Streamline
Operations
Measure
Program
Performance
Improve Store
Operations
Enable Predictive
Maintenance
Build Smarter
Networks
1 2 3 4 5
Smarter Analytics leverages IBM’s strong industry
experience to help clients address key imperatives

7. © 2013 IBM Corporation
Performance management promises big impact
Who are our most
profitable products,
customers, markets
and channels?
Do demand forecasts
exceed capacity?
Are we focused on the
right metrics?
How much of our profit
and growth is at stake in
high-risk geographies?
Do current strategies
deliver sufficient profit
and growth?
Where can we trim?
Automate analytic processes
Drive new insight and agility
Advance analytic maturityAQAnalytics quotient
30% of performance potential is lost
due to subpar performance management
(1)
(1)
Source: CFO Executive Board 2011; IBM Analysis
Are we aligned and
coordinated across
customer, operations,
finance and risk?

8. © 2013 IBM Corporation
What makes IBM different:
•One, in-memory analytic and planning architecture to span performance
management processes
•Scale to large user communities and data sets
•Easily link operational and financial performance management
•Support advanced analytic techniques
(e.g., scenario and predictive)
8
Management &
Performance
Reporting
Financial Performance Management
Align resources with opportunity
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting

9. © 2013 IBM Corporation
Challenge
Identify areas to boost financial performance as part of a best in class,
corporate-wide productivity initiative.
Solution
Integrated planning cycle reduced data mining activities by up to 80%.
Conducted sensitivity and scenario analyses enhancing visibility,
generated insights and increased productivity savings.
Results
Accelerated productivity savings to 4% of cost of goods, approximately
$100 million per year.
Enhanced integrated planning cycle through better risk and sensitivity
analysis.
Reduced transportation costs through optimization resulting in savings of
over 40 million miles
Delivered 80% savings in supply planning efforts – moving from 5 days to
one.
Del Monte Foods is a well-
known producer and distributor
of premium quality, branded
food and pet products for the
U.S. retail market, generating
approximately $3.7 billion in net
sales in fiscal 2010. The
business is split 50:50
consumer packaged goods and
pet products.
Hear it first hand: http://www.youtube.com/watch?v=3rFtrCzfWVQ
Financial Performance Management
What if you could increase productivity and reduce costs?
9
Del Monte

10. © 2013 IBM Corporation10
Operational Performance Management
Connect and drive finance & operational coordination
Profitability
Modeling &
Optimization
Scorecarding
& Strategy
Management
Planning
Analysis &
Forecasting
Management &
Performance
Reporting
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Management &
Performance
Reporting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Management &
Performance
Reporting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Operational Performance Management
Connect and drive finance & operational coordination
Profitability
Modeling &
Optimization
Scorecarding
& Strategy
Management
Planning
Analysis &
Forecasting
Management &
Performance
Reporting
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Management &
Performance
Reporting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Planning
Analysis &
Forecasting
Management &
Performance
Reporting
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Profitability
Modeling &
Optimization
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
Profitability
Modeling &
Optimization
Profitability
Modeling &
Optimization
Profitability
Modeling &
Optimization
Profitability
Modeling &
Optimization
Scorecarding
& Strategy
Management
Profitability
Modeling &
Optimization
What makes IBM different:
•One, in-memory analytic and planning architecture to span performance
management processes
•Scale to large user communities and data sets
•Easily link operational and financial performance management
•Support advanced analytic techniques (e.g., scenario and predictive)
Planning
Analysis &
Forecasting
Profitability
Modeling &
Optimization
Scorecarding
& Strategy
Management
Planning
Analysis &
Forecasting
Profitability
Modeling &
Optimization
Management &
Performance
Reporting
Scorecarding
& Strategy
Management
Planning
Analysis &
Forecasting
Profitability
Modeling &
Optimization

11. © 2013 IBM Corporation
Challenge
Significantly reduce the cycle time of their financial budgeting
process.
Solution
Streamlined budgets and planning processes
Collect and analyze sales plan data by customer and across
over 30,000 skus and evaluate the resulting profit contribution of
product input in the “bill of material”
Results
Diagnose profit improvement moves ahead of time; commodity
price increases can be passed on to consumers or renegotiated
with industrial customers. Maybe even reformulate some of our
favorite flavors using commodities from different regions and
suppliers.
McCormick is a global leader in flavor.
With more than $3.5 billion in annual
sales, the Company manufactures,
markets and distributes spices,
seasoning mixes, condiments and other
flavorful products to the entire food
industry—retail outlets, food
manufactures and food service
businesses in more than 110 countries.
Operational Performance Management
Could you measure profit contributions of
each ingredient?
11
McCormick

12. © 2013 IBM Corporation
What makes IBM different:
•Purpose-built to support range of compensation approaches and sales
operations processes across industries
•Scalable to high volume data sets, complex hierarchies and enterprise-
wide program requirements
•Flexible data model for reduced data transformation
•Visual flow approach for configuration by business users
12
Sales Performance Management
Automate the processes and functions for making salespeople more
efficient and effective
Territory
Management
Quota
Planning
Incentive
Compensation
Management
Channel
Management
$£€

13. © 2013 IBM Corporation
Sales Performance Management
Could you make sure you are paying your commission properly?
Elavon is a major processor of
credit card transactions and a
subsidiary of U.S. Bancorp.
The company offers merchant
processing in more than 30
countries and was founded in
1991 in Atlanta.
Challenge
Reduce the cycle time associated with incentive compensation
processing and eliminate manual spreadsheets
Solution
Automate payment calculations, including hundreds of millions
of transactions
Provide accurate and timely reports to plan participants
Improve management visibility and flexibility
Results
Increased payment accuracy and reduce monthly processing
from two weeks to two days
Improved transparency of employee performance across the
company, along with the flexibility to adapt the solution to meet
its unique and changing requirements
Elavon

14. © 2013 IBM Corporation
Carrefor

15. 15
• Reallocation
• Replenishment
• Markdown
Merchandise Planning steps and tools
At the country level, the role of Merchandise Planning is…
• Before the year, season
or collection have begun
• During sales, or
season/collection
• Around 7 steps (detailed
further on)
• With dedicated tools
…to cover the full life
cycle of the product
…to pull 3 main levers…to lead financial and
product performance
• Before the year, season
or collection have begun
• During sales, or
season/collection
• Around 7 steps (detailed
further on)
• With dedicated tools
• Before the year, season
or collection have begun
• During sales, or
season/collection
• Around 7 steps (detailed
further on)
• With dedicated tools
• Before the year, season
or collection have begun
• During sales, or
season/collection
• Around 7 steps (detailed
further on)
• With dedicated tools
• Reallocation
• Replenishment
• Markdown
• Before the year, season
or collection have begun
• During sales, or
season/collection
• Around 7 steps (detailed
further on)
• With dedicated tools
• Reallocation
• Replenishment
• Markdown
• Before the year, season
or collection have begun
• During sales, or
season/collection
• Around 7 steps (detailed
further on)
• With dedicated tools
• Reallocation
• Replenishment
• Markdown
• Before the year, season
or collection have begun
• During sales, or
season/collection
…to cover the full life
cycle of the product
…to lead financial and
product performance
…to pull 3 main levers…to cover the full life
cycle of the product
…to lead financial and
product performance
…to cover the full life
cycle of the product
…to lead financial and
product performance
• Around 7 steps (detailed
further on)
• With dedicated tools
• Before the year, season
or collection have begun
• During sales, or
season/collection
• Reallocation
• Replenishment
• Markdown
• Around 7 steps (detailed
further on)
• With dedicated tools
• Before the year, season
or collection have begun
• During sales, or
season/collection
…to pull 3 main levers…to cover the full life
cycle of the product
…to pull 3 main levers…to lead financial and
product performance
…to cover the full life
cycle of the product
…to pull 3 main levers

16. © 2013 IBM Corporation
«Le réel n'est jamais ce qu'on pourrait
croire, mais il est toujours ce qu'on
aurait dû penser. »
Gaston Bachelard

17. © 2013 IBM Corporation
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