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AGENDA

PERFICIENT
                                             Erik Duffield
                                             Director, Retail
• Retail Industry & Drivers for Analytics    & Finance Analytics
• Market Basket Analysis                          Erik.Duffield@perficient.com
• Retail Pathways™ & Perficient                         303-629-9206

ROMANO’S MACARONI GRILL

•   Store/Restaurant Performance
•   Executive, Operational & Sales                                 Tim Dungan
                                                                   Vice President
    Dashboards                                                     Financial Planning
•   Customer Ad-Hoc Analysis Reporting                             & Analysis

•   Benchmarking, Ranking & Scorecards
•   Inter-Departmental Collaboration              Tim.Dungan@MacGrill.com
•   Labor, P&L and General Ledger Planning          www.macaronigrill.com

    and Insights
Perficient Profile

Ideally positioned as the GO TO Partner for IBM
   An IBM “5-Star Premier” Business Partner since 1997
   SVP, SVI and VAP Authorized Reseller across all Brands in U.S.
   Healthcare and Retail Industry Authorized Solution provider
   IBM Lab Services (ISSL, ISSW and ISSIM) go-to market partner
   IBM Education Authorized Training Partner/ATP and Training reseller

Thriving and Growing Organically and via Acquisition
   Public, NASDAQ: PRFT
   1700 Colleagues
   $250 M 2011 Revenue Run Rate
   Local Sales/Delivery offices
   Offshore Development Center in Hangzhou
    China

IBM Recognition
   Business Analytics Award Winner - 2012
   IOD Best of Show “Retail Pathways – 2011
   Lotus Most Distinguished Partner – 2006, 2008, 2011
   2010 IOD Industry Warehouse Pack Partner of the Year
   2010 Impact Smarter Decision Management Award Winner
   2010 Lotusphere Best WebSphere Portal Solution – Finalist
Areas of Work
                                                                                                                    Financial
                                                                                                                    Transformation
                                                                                                                    • Benchmarking
                            Governance & Competency Center                                                          • Process Engineering



                            Data Integration                                                                        Budgeting &
Data Discovery                                   Data Modeling           Information          Analytics /
                            • Cleansing
                                                 • Analytic Structures
                                                                                                                    Planning
• Profiling                                                              Delivery             Strategy
                            • Quality                                                                               • Best Practices
• Gap Analysis                                   • Standardization       • Portals / Mobile   • Best Practices
                            • Performance                                                                           • Demand Planning
• Availability / Perform.                        • Performance           • Dashboards         • Predictive Models
                            • 3rd Party Data                                                                        • Risk Mgmt
                                                                         • Reporting


                                                                                                                    Consolidations &
                                                                                                                    Reporting
                                                                                                                    • Compliance
                                                                                                                    • Governance
Retail, CG, Hospitality, Restaurants
The intersection of high volume, multivariate data with financial models.




     Finance
  Transformation                                                             Operations
                                                   Managerial               Management        Annual Budgeting
                         Retail Analytics
   Improve Close /                                  Analysis
    Consolidations                                                      Speed of Service        Financial Plan
                       Market Basket Analysis
                                                  Ladder Planning            Metrics          Merch / Revenue
                        Channel Profitability
    Driver Based                                    Open-To-Buy       Restaurant Scorecards        Planning
      Planning                                     Labor Planning             BICC            Financial Analysis
                       With/ InfoSphere, RBIS
                                                                        Data Management


                      Others:

   Customer /
   Promotion

Customer Seg. Model
Marketing Promotion
       Mgmt
Our Work
Industry Expertise

Information Management           Business Analytics         Financial Performance
 Polling solutions for         Transaction level           Budgeting / forecasting
  reliable, cost saving data    Market basket / affinity    Demand planning / sales
  acquisition                   Customer / loyalty           forecasting
 Analytical data models        Food cost reporting         Capex / new store models
  supporting industry best      Labor                       Franchise models
  practices analysis            Fraud / Discount            Cannibalization models
 3rd party data in for         Revenue assurance           Finance organization
  mystery shop, web             Speed of service             benchmarking
  comments, demographic         Menu placement
  data, etc…                    Bundling & “your way”
 GL integration                Marketing and promotions
                                Pricing
                                Multi channel
                                Competency Center
                                 development
Perficient’s Retail Pathways™ utilizes IBM Cognos
              Analytics for Finance, Operations & Market Analysis


               IBM Retail
                Industry
               Authorized

 Basket &
  Traffic
  Metrics
                Customer
               Grouping &
                 Loyalty
Operational
& Financial
    KPI
 Tracking
                Up-sell &
               Cross-sell
               Evaluation
Data to Information




General Ledger




                       7
Analytical Pathways

Scenario:
You take pricing on selected items amounting to a
weighted average 2.44% - based on the current mix.
                                                           Marketing Spend
Your Retail Pathways systems alerts you that your
+2.44% price increase was off set by a (1.56)% in Mix
shift and a 0.33% decline in Traffic resulting in only a
+0.55% SSS increase and negative trends in Traffic and     Secret Shopper
buyer behavior.

Having the relationships of leading indicators defined                         Traffic : (0.33)%
                                                           Speed of Service
and the information visible enables proactive
management.
                                                                                                     SSS: + 0.55%
                                                            Mix : (1.56)%

                                                                              Avg. Ticket: + 0.88%




                                                            Price : +2.44%


                                                                                                          8
Strategic Context

                         Strategic
                           Plan               Specific initiatives
                                              to drive discontinuous
                                              change



                                                           Baseline
                                                          Trajectory
Performance




                                                 Specific metrics to watch
Financial




                                                 in managing risk




                                                 @Risk
                                                 Plan




              History                Future




                                                                       9
Romano’s macaroni grill
Established in 1988

Former Brinker Portfolio Concept (Chili’s,
Maggiano’s, On The Border)

Purchased in 2008 by Golden Gate Capital
(Private Equity Firm)



                                             11
182 Company / 36 Franchise




                             12
Multi-million brand renewal




                              13
Menu refresh




               14
Mezzo prezzo




               15
Why bi? Why IBM Cognos?
• Reporting post-Brinker
  – New point-of-sales, back office, and Accounting systems


• Reporting Void
  – Dark for 3 months ~ zero reporting
  – Consolidation issues ~ rollups by Region, etc.
  – Manual processes


• IBM Cognos Express
  – Previous experience with IBM Cognos


• Finding Perfect Consulting Partner - Perficient

                                                              16
How are we set up?
A. Planning & Analysis maintains Cognos Framework

B. IT Mantains Polling Responsibility

C. Executive or Operations Mandate Dashboard Content

D. Content Accessible thru internal Intranet

E. Ad-Hoc Analysis performed by Finance
                                                    17
What are we doing today?
A. Providing Business Users value added content

B. Dashboarding for Executive Team

C. Dashboarding for Operations Team

D. Analysis Team more Customer oriented with Ad-Hoc

E. Inter-Department Collaboration
                                                      18
Romano’s macaroni grill
Reporting and analytics - current
Balanced scorecard




                     20
Mac grill - Sales dashboard
Sales Dashboard provides Leadership Team quick access to Sales related statistics
by Region, Area, State, DMA, Marketing Tier, and Restaurant levels.




                                                                                21
Mac grill – sales reporting
Reporting allows Leadership Team ability to see results across organization
by day, week, and defined time periods customized for brand.
Mac grill – benchmarking
For a Company of our size, Benchmarking becomes the emphasis for
comparison purposes. You gain insight from category leaders.
Mac grill – ranking
Compliment to Benchmarking is Ranking. Allowing Leaders to
see how they stack up against similar volumes. Adds healthy competition.
Mac grill – pictures
Pictures or Graphs, technically. Some would rather view charts then
tables with numbers. That capability exisits with our current dashboarding.
Mac grill – menu reporting
Until recently, we were unable to view menu performance on a consolidated
basis. We now have insight at enterprise, region and restaurant level. Allowing
for better labor and procurement planning.
Mac grill – complimentary transactions
In all restaurant operations there is a level of discounting and complimentary
transactions taking place. Leadership can now view these types of transactions
at the lowest level.
Mac grill – check detail
Easy to view Check detail across system for all locations.
Mac grill – ad hoc query
Ad Hoc for Team is critical to answer Leadership questions on the fly. Express
provides flexibility and access to data that wasn't present before.
Mac grill – general ledger
As part of System transition, General Ledger processing was moved to third party.
With Express we now have flexibility to provide robust P&L analysis that needed
to be contracted out with third party.
scorecard




            31
Plans for the future?

A. Expanding Source Data

B. Enrich Team Member Experience with Training

C. Develop Planning Models

C. Increasing Users

                                                 32
33
Conclusion


                         www.slideshare.net/PerficientInc
                         www.facebook.com/Perficient

                         www.perficient.com/Thought-Leadership/Social-
                         Media/Blogs




   Erik Duffield
   Director, Retail
   & Finance Analytics



                                                    www.macaronigrill.com




                                                                            34

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Leverage Analytics for Decision Support and Improved Retail Performance

  • 1. AGENDA PERFICIENT Erik Duffield Director, Retail • Retail Industry & Drivers for Analytics & Finance Analytics • Market Basket Analysis Erik.Duffield@perficient.com • Retail Pathways™ & Perficient 303-629-9206 ROMANO’S MACARONI GRILL • Store/Restaurant Performance • Executive, Operational & Sales Tim Dungan Vice President Dashboards Financial Planning • Customer Ad-Hoc Analysis Reporting & Analysis • Benchmarking, Ranking & Scorecards • Inter-Departmental Collaboration Tim.Dungan@MacGrill.com • Labor, P&L and General Ledger Planning www.macaronigrill.com and Insights
  • 2. Perficient Profile Ideally positioned as the GO TO Partner for IBM  An IBM “5-Star Premier” Business Partner since 1997  SVP, SVI and VAP Authorized Reseller across all Brands in U.S.  Healthcare and Retail Industry Authorized Solution provider  IBM Lab Services (ISSL, ISSW and ISSIM) go-to market partner  IBM Education Authorized Training Partner/ATP and Training reseller Thriving and Growing Organically and via Acquisition  Public, NASDAQ: PRFT  1700 Colleagues  $250 M 2011 Revenue Run Rate  Local Sales/Delivery offices  Offshore Development Center in Hangzhou China IBM Recognition  Business Analytics Award Winner - 2012  IOD Best of Show “Retail Pathways – 2011  Lotus Most Distinguished Partner – 2006, 2008, 2011  2010 IOD Industry Warehouse Pack Partner of the Year  2010 Impact Smarter Decision Management Award Winner  2010 Lotusphere Best WebSphere Portal Solution – Finalist
  • 3. Areas of Work Financial Transformation • Benchmarking Governance & Competency Center • Process Engineering Data Integration Budgeting & Data Discovery Data Modeling Information Analytics / • Cleansing • Analytic Structures Planning • Profiling Delivery Strategy • Quality • Best Practices • Gap Analysis • Standardization • Portals / Mobile • Best Practices • Performance • Demand Planning • Availability / Perform. • Performance • Dashboards • Predictive Models • 3rd Party Data • Risk Mgmt • Reporting Consolidations & Reporting • Compliance • Governance
  • 4. Retail, CG, Hospitality, Restaurants The intersection of high volume, multivariate data with financial models. Finance Transformation Operations Managerial Management Annual Budgeting Retail Analytics Improve Close / Analysis Consolidations Speed of Service Financial Plan Market Basket Analysis Ladder Planning Metrics Merch / Revenue Channel Profitability Driver Based Open-To-Buy Restaurant Scorecards Planning Planning Labor Planning BICC Financial Analysis With/ InfoSphere, RBIS Data Management Others: Customer / Promotion Customer Seg. Model Marketing Promotion Mgmt
  • 5. Our Work Industry Expertise Information Management Business Analytics Financial Performance  Polling solutions for  Transaction level  Budgeting / forecasting reliable, cost saving data  Market basket / affinity  Demand planning / sales acquisition  Customer / loyalty forecasting  Analytical data models  Food cost reporting  Capex / new store models supporting industry best  Labor  Franchise models practices analysis  Fraud / Discount  Cannibalization models  3rd party data in for  Revenue assurance  Finance organization mystery shop, web  Speed of service benchmarking comments, demographic  Menu placement data, etc…  Bundling & “your way”  GL integration  Marketing and promotions  Pricing  Multi channel  Competency Center development
  • 6. Perficient’s Retail Pathways™ utilizes IBM Cognos Analytics for Finance, Operations & Market Analysis IBM Retail Industry Authorized Basket & Traffic Metrics Customer Grouping & Loyalty Operational & Financial KPI Tracking Up-sell & Cross-sell Evaluation
  • 8. Analytical Pathways Scenario: You take pricing on selected items amounting to a weighted average 2.44% - based on the current mix. Marketing Spend Your Retail Pathways systems alerts you that your +2.44% price increase was off set by a (1.56)% in Mix shift and a 0.33% decline in Traffic resulting in only a +0.55% SSS increase and negative trends in Traffic and Secret Shopper buyer behavior. Having the relationships of leading indicators defined Traffic : (0.33)% Speed of Service and the information visible enables proactive management. SSS: + 0.55% Mix : (1.56)% Avg. Ticket: + 0.88% Price : +2.44% 8
  • 9. Strategic Context Strategic Plan Specific initiatives to drive discontinuous change Baseline Trajectory Performance Specific metrics to watch Financial in managing risk @Risk Plan History Future 9
  • 11. Established in 1988 Former Brinker Portfolio Concept (Chili’s, Maggiano’s, On The Border) Purchased in 2008 by Golden Gate Capital (Private Equity Firm) 11
  • 12. 182 Company / 36 Franchise 12
  • 16. Why bi? Why IBM Cognos? • Reporting post-Brinker – New point-of-sales, back office, and Accounting systems • Reporting Void – Dark for 3 months ~ zero reporting – Consolidation issues ~ rollups by Region, etc. – Manual processes • IBM Cognos Express – Previous experience with IBM Cognos • Finding Perfect Consulting Partner - Perficient 16
  • 17. How are we set up? A. Planning & Analysis maintains Cognos Framework B. IT Mantains Polling Responsibility C. Executive or Operations Mandate Dashboard Content D. Content Accessible thru internal Intranet E. Ad-Hoc Analysis performed by Finance 17
  • 18. What are we doing today? A. Providing Business Users value added content B. Dashboarding for Executive Team C. Dashboarding for Operations Team D. Analysis Team more Customer oriented with Ad-Hoc E. Inter-Department Collaboration 18
  • 19. Romano’s macaroni grill Reporting and analytics - current
  • 21. Mac grill - Sales dashboard Sales Dashboard provides Leadership Team quick access to Sales related statistics by Region, Area, State, DMA, Marketing Tier, and Restaurant levels. 21
  • 22. Mac grill – sales reporting Reporting allows Leadership Team ability to see results across organization by day, week, and defined time periods customized for brand.
  • 23. Mac grill – benchmarking For a Company of our size, Benchmarking becomes the emphasis for comparison purposes. You gain insight from category leaders.
  • 24. Mac grill – ranking Compliment to Benchmarking is Ranking. Allowing Leaders to see how they stack up against similar volumes. Adds healthy competition.
  • 25. Mac grill – pictures Pictures or Graphs, technically. Some would rather view charts then tables with numbers. That capability exisits with our current dashboarding.
  • 26. Mac grill – menu reporting Until recently, we were unable to view menu performance on a consolidated basis. We now have insight at enterprise, region and restaurant level. Allowing for better labor and procurement planning.
  • 27. Mac grill – complimentary transactions In all restaurant operations there is a level of discounting and complimentary transactions taking place. Leadership can now view these types of transactions at the lowest level.
  • 28. Mac grill – check detail Easy to view Check detail across system for all locations.
  • 29. Mac grill – ad hoc query Ad Hoc for Team is critical to answer Leadership questions on the fly. Express provides flexibility and access to data that wasn't present before.
  • 30. Mac grill – general ledger As part of System transition, General Ledger processing was moved to third party. With Express we now have flexibility to provide robust P&L analysis that needed to be contracted out with third party.
  • 31. scorecard 31
  • 32. Plans for the future? A. Expanding Source Data B. Enrich Team Member Experience with Training C. Develop Planning Models C. Increasing Users 32
  • 33. 33
  • 34. Conclusion www.slideshare.net/PerficientInc www.facebook.com/Perficient www.perficient.com/Thought-Leadership/Social- Media/Blogs Erik Duffield Director, Retail & Finance Analytics www.macaronigrill.com 34

Editor's Notes

  1. There is a significant amount of focus on technology around performance management and for good reason, technology is enabling