Stephen Ulanoski presented concepts around using technology and data to drive business transformation. He discussed how analyzing location data, customer behaviors, and asset performance can provide insights to improve competitiveness. Ulanoski provided examples of how telematics and business intelligence solutions can optimize fleet routing, dispatching, and capacity planning to reduce costs and increase efficiency. The presentation emphasized translating data insights into strategic business value through partnerships that integrate analytics into customer operations.

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

2. Background:
• Not a Scientist, Mathematician or Actuary
• Business / Marketing “guy” who thinks, applies and
understands the future value of data….new models…
• Focus on the “business-side” of data, location and spatial
relationship – the value
• Strategy Development
• The business value of variety of heterogeneous data sources
 multiple databases, ERP’s, data marts, etc…
• Usefulness of data sources relevant in the success of future
business models and growth platforms
 CEO and CFO…revenue and net income
2/
09/18/09

3. Why we are here…
RFID Tags – 30 Billion – 2012
IBM
Machine-to-Machine – 50 billion machines - 2013
Future World Consultancy, RSA
Wireless In-HomeAssisted Living – 450% growth in next 6-10 years
GE Healthcare
Telematics and MRM will grow at a 26% CAGR in next 5 years
Aberdeen Group 2009, GE Commercial Finance
Managing Business Data – Top 5 Issues for IT Organzations in next 3 years
Sandhill.com
Mobile Handset and Smart Phones (GPS enabled) – 350 Million Globally 2010
CTIA
3/
09/18/09

4. Cultural Challenges
CIO or Analytics Driving Revenue Growth?
• Do your business partners see you as revenue or cost?
• Are you driving strategy, product management and
marketing...?
• Segmentation or management – is that it?
Increased need of differentiation...
• Cost effective approaches to growth.
• Create significant data value in 90-120 days?
• Using technology, data and analytics to drive revenue.
• Impact: Ops, Product Management, Marketing, Sales?
Increased need for upgrades...
• No “data as a business” domain knowledge
• Cloud computing, Relational Data (non), ERP, SAAS.
• Your own application software will need to be upgraded?
Competitive positioning -
New leaders post recession…?
4

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

6. Disparate Data Repositories
Demand Demand
Management
Planning
Management
Planning • Value Intersect?
Applications Applications
• Does your business
Legacy Legacy
Applications / Applications /
Data Sources Data Sources
understand?
Corporate Corporate
Databases Databases
• Do your clients get
Global Global
it?
Data Data
Warehouse Warehouse
• Can you articulate
Collaboration Collaboration the Value?
Customer
Order
Customer
Order
• So What…?
Fulfillment Fulfillment
Manufacturing Manufacturing
Execution Execution
Does the business
understand the gold
Procurement Procurement
mine?
6/
09/18/09

7. Telematics/MRM Evolution
What was before: What is now:
A hardware device A solution that turns
generating large data into business
volumes of data, intelligence to improve safety,
few stakeholders compliance
engaged, data use and operational
underutilized efficiencies
7/
09/18/09

8. New Stakeholders…
on
Stakeholders:
izati ion Commercial
iat
s tim t
es CMO
Competitive Advantage
Op en
ff er
e n Di COO
ti v CFO
p e ti Product Managers
m e
Co
Marketing
ht
nc
ige
In sig gy Sales
ate
ell
r Sourcing / Pricing
St
s Int Customers
s ar
ke
t
in es …engaging a broad
es
s-
M
s
Bu
en
ar i tie set of stakeholders
Aw b il
pa
Ca
Source: Competing on Analytics Harvard Business School Press
Degree of Intelligence
Awareness Insight Optimization
What is happening? What needs to change? ROI - Differentiation?
Why is it happening? Who needs to change? Revenue – New Markets?
“Analytics” Continuum
Low High
(Data clean-up, report customization) (Business modeling, Predictive)
8/
09/18/09

9. Methodology - Example
Cultural evolution to create demand, differentiation and product performance…analytics
and data as a driver. Creating Organizational Understanding.
VOC Real Time VOC, agile messaging and positioning
Behavior Behaviors, interrelationships, selling channels, tools, at risk customers
Marketing
Filtered by SIC Code and Segment Coding - messaging
Segment
Market Actual Usage vs. market prediction
Product Performance Product performance and actual use – accountability
Management Integrated product teams, IT, Prod Mgt, MKT, Ops
Integrated
Information Ability to manage and combine real-time data, BI and meta-data
IT
Db DB, ERP, CRM, Performance, SOA – design and sizing…
ROI ROI – customer, business, creating new value and new revenue opptys
Analytics
Expand product offering, appeal, enable adjacencies
MGPP Annual Sales
9/
09/18/09

10. Challenges
Immediate Impacts – Groups
Marketing “Hard data” combined with “fluffy data”
Business Organizations
“Growth Oriented”
IT
Nimble and Agile
SOA, Cloud, Terabytes/Data…design/focus
Intellectual Property Create & Protect…social networking issue!
Predictive Modeling Integration into business processes
Product Management Rapid NPI, Multiple MGPPs, Analytics
Micro-blogging Protect your strategy and IP…
Strategy Create new/parallel strategies for growth
Cultural and Strategy Changes Lead by ? 10 /
09/18/09

11. Conclusion:
• Cultural Change – understanding across the org (existing businesses)
• Not just product, a strategy – apps & processes meet customer
objectives and “ways of doing business…the way they live”
• Articulate Business Value – revenue , relationship (CRM)  &
commoditization 
• Demystify – translate value into “business speak”
• Not an NPI – has to be part of the “new” growth strategy…New Growth
Platform (NGP).
11 /
09/18/09

12. New Businesses - New Business Models
Examples of Using Data and Analytics:
Strategy and Business Models
GEO Spatial Social Networking
EHR, MRM, Architecture as a Strategy
Wireless Home Assisted Living
Reference for Bridging the Communication Gap with your Business Teams:
12 /
09/18/09

13. Case Studies
• Business Models – Different Way of Seeing
the Same Market
• Location, Spatial Relationship, Real-Time
Information – Changing Existing Businesses
• Creation of New Models…
13 /
09/18/09

14. Dynamic Capacity Management
Concept Premise
Today: Future:
Using optimization
Fleets and Customers lease
technologies, same
Rem ove Pr To Pr
Customers need: ior esent ion
at
capacity is
capacity, not
vehicles
provisioned with
• Capacity to • Establish baseline
increase deliveries
fewer vehicles/labor
• Customer agrees
and fulfill orders
Resources aligned to operate using
• Freedom from to meet projected tools
managing the cost
demand • Lessor provisions
elements to create
to agreed capacity
capacity
levels
14 /
09/18/09

15. Case Study 1 Seek beyond the obvious or initial
Delivery Fleet - 275 Units requirements – drive ROI impact and
Total Fleet 2200 differentiation…
Annual Savings Opportunity
(pilot fleet – 275)
Annual Fleet Spend (275 Vehicles) =$ 1,122,000
Annual Labor Spend (275 Technicians) = $ 12,100,000
Annual Savings Opportunity Entire Fleet = $ 4,275, 712 32%
Annual Telematics Cost Entire Fleet = $ 297,000
13.4 x Return on Investment = $ 3,978,172
15 /
09/18/09

16. Wireless Assisted Living
72% product appeal for
Location: “Wellness monitoring and alert
• Assisted Living dispatch for caregivers”*
• Independent Living Alert
• Private Homes s
• Caregiver selects parameters for
alerts and thresholds for activity or,
in-activity (bedroom, kitchen,
bathroom, living room/or entrance)
Rem ove Pr To Pr sensors detect activity in the
ior esent ion
• Motion at
home based on parameters
(predictive models)
• Prof. • Sensor data captured and transmitted
Caregiver wirelessly through panel
• Family
member • Caregiver, Family can be alerted via e-
• Friend mail, phone
• If emergency-related, then alert is
immediately passed through to 911
Live • Real Time “real use” drug testing and
Help monitoring. How the drugs are “really
Advisor used”
16 /
09/18/09

17. Appendix
17 /
09/18/09

18. Additional Background – Stephen N. Ulanoski
Web Profile Board Membership
• Linkedin – http://www.linkedin.com/in/stephenulanoski • Board Membership Minnesota High
Tech Association (MHTA) –
Business Awards – award 

http://www.mhta.org/board_staff.php
http://www.fleetfinancials.com/News/Story/2009/01/GE-Fleet-Serv
winning solutions Patents
• Technology as a Service Award (Tekne)
– • Patents (Mobile Service Delivery) –
http://www.faqs.org/patents/app/20090093236
http://www.telematics.info/news/1041/GE-Fleet-Services-Receives-2008-Tekne-Award.html
(USPTO # 20090093236)
Speeches/Industry
Representation Press Releases
• 2009 MetaPlaces/TheWhereBusiness – • Telematics/MRM Canada Launch –
http://www.thewherebusiness.com/metaplaces/agenda.shtml http://www.genewscenter.com/Content/Detail.asp?ReleaseID=5420&New
=
• Telematics Update 2009 –
http://www.telematicsupdate.com/detroit/conference_commercial.shtml • Logistics Presentations –
http://www.automotive-fleet.com/Channel/GPS-Telematics/News/Story/20
• Logistics & Fleet Management Systems
USA 2008 – • Telematics Awards –
http://www.fleetfinancials.com/News/Story/2008/09/GE-Fleet-Services-Te
http://www.telematicsupdate.com/lfms08usa/agenda.shtml
• NAFA 2008 –
http://www.nafa.org/Content/NavigationMenu/IandE/Welcome/Attendee_Information/Detailed_Program/2009AP_Monday.pdf
18 /
09/18/09

19. Data – Analytics Solutions Drive ROI Value
Traditional Fleet Avg. Costs related to Mobile
Costs Resources for Commercial Customers
Sources: Automotive Fleet 2007, Aberdeen Group 2007,
Potential Savings Fleet Savings Labor Savings Total Savings
Without Telematics ~5-10% N/A 1-2%
With Telematics ~15-20% ~15-25% 10-17%
(Monitor/Optimize)
19 /
09/18/09

20. Transformational Business Strategy
Evolving a Commercial Finance Business
Rem ove Pr To Pr
ior esent ion
at
20 /
09/18/09

21. Business Intelligence is the strategy
Drive growth via real-time business intelligence/data management
Average Windshield Time by Customer - May 2008
40.00
Visibility 35.00
Customer Strategy 30.00
Avg. Windshield Time (Minutes)
• Asset/Resource use…? 25.00
Increasing • Productivity…? 20.00
Competitiveness • Non-Vehicle Asset 15.00
10.00
costs…? 5.00
How do I improve it? 0.00
502
Cust. 1 552
Cust.2 586
Cust 3 588
Cust. 4 589
Cust. 5 Cust.6 . … … … … … 502c … …552d… … 552e … … … … ..Cust. N
646 …502b … … … … … … … … … … … … 588B … 588C
…… …… …… …… ……
Rem ove Pr KnowledgePr
ior To esent ion
at
Why is it happening?
• Routing – non-linear
Source: Competing on Analytics Harvard Business School • Dispatch – real-time
Press
• Efficient “windshield time”
What is happening? Increasing Business Intelligence • Cost - per customer
Source: Competing on Analytics - Harvard Business School Press
• Capacity Planning - asset
• Software /Data as a Service (SAAS) – Telematics
• Business Intelligence – Competitive Intelligence
• Partnership – integrated into their operations
Competitive Advantage Baseline
(as run)
Re-sequence
existing routes
Re-sequence Routes
+Re assign deliveries
-
Re-sequence Routes
+ Re-assign deliveries
to different drivers + Reduce One truck
• Understanding – insight into actual cost drivers • Asset Allocation - people,
vehicles, stuff…
• Loyalty & Retention • Fuel, Time & Productivity
• Net Operating Costs  Jobs 124 124 124 124
Miles 1,300 990 750 740
Drive Time 36.5 27.0 21.9 21.5
Trucks 12 12 12 11
21 /
09/18/09