- 1. Improve your Financial Planning, Budgeting, and Reporting
Online Workshop
2. Todays agenda
- To begin increasing your organizationsprofitability
,productivity , andpredictabilityby helping youcommunicatewhat has
happened,influencewhat is happening, andanticipatewhat will
happen
- Align your planning and budgeting process and your financial
data to your organizations strategic goals and objectives
- Break through the ceiling of data complexity by transforming
your manual planning, budgeting and reporting into high-value
processes
- See planning, budgeting and financial reporting as integral
parts of the capturemanageanalyze data continuum
- Design planning and budgeting processes to enable driver-based
year end forecasting
- Apply real-world case studies from various business
segments
3. Todays Speaker
- Timothy Brands CEO iBusiness Solutions
- As the founder and chief executive officer, Tim focuses on
creating opportunities for iBusiness Solutions to become a trusted
advisor to executives and customer-facing decision-makers, a
strategic business partner to our clients, and a recognized
thought-leader within our industry
- CreatedThe i ntelligentBusiness Program TM ,encompassing more
than a decade of hands-on experience, tools, techniques, and best
practices used to create innovative solutions for capturing,
managing, and analyzing data
- Has helped dozens of organizations, from Minnesota State
Colleges and Universities, McKesson, Motorola, and Wells Fargo, to
many small to mid-sized, privately-held companies, become world
class examples ofThe i ntelligentBusiness TM
4. Objective
- To begin increasing your organizationsprofitability
,productivity , andpredictabilityby helping youcommunicatewhat has
happened,influencewhat is happening, andanticipatewhat will
happen
5. Go Farther, Faster
- In the midst of unprecedented uncertainty, confusion, and
change, achieve a higher level of profitability, productivity, and
predictability for your organization with:
- Financialplanning, budgeting, and analytics
- Sales, expense, labor, and otherforecasting
- Customer experience analytics andCRM
- Sales force and pipeline analytics andSFA
- Executive, operationalscorecards and dashboards
- and more to achieve your business goals.
6. Leverage Customer Experiences and Behaviors
- Every organization has unique customer experience moments and a
unique continuum of processes and systems that interact with
customers in those experience moments.
- Implement customer-facing analytics with self-service portals
toincrease the loyalty, sales, and profitability oryour best
customers
- Replicate the behaviors of your most profitablecustomers across
the restof your customer base
- Identify new customers with the demographicsand behaviors of
yourbest customers
A Business Services Customer Experience Continuum A Financial
Services Sales Continuum 7. Change the Budgeting and CRM
Paradigms
- We offer a unique perspective on and a distinct approach to
financial budgeting and CRM applications.
- Westart with the metrics and information you need to manage
profitability, productivity, and predictability
- Planning, budgeting and CRM business processes and applications
mustsupport decision-making all year
- These applications must facilitate relevant, timely, and
on-goingreporting, analysis, and reforecasting
- Capture, manage, and analyze financial and customer data
critical to strategic performance management
8. 9. The Vision Expander TM 10. Examples of Dangers
- Falling behind competitors: A business management consulting
firm risked falling behind their newer, larger, and better-funded
competitors in terms of the web-based, timely, and interactive
delivery of information.
- Data is outdated before we get it:A retail companys nightly
data processing and report generation was taking in excess of 21
hours, resulting in management receiving daily operational results
on the second business day after the performance occurred.
- No consistent way to calculate cost of doing business: A
pharmacy company could not accurately and consistently calculate
the costs for drugs and labor, which combined for more than 85% of
their operational expenses
- Losing customers: A outsourcing company lost its single largest
client, accounting for more than 30% of their revenue, because they
were not able to define and present the value and cost savings they
were delivering
11. Marketing Services
- Customer satisfaction survey results
-
- Structured, quantified survey ratings
-
- Unstructured content in the form of verbatim comments
-
- Predict customer buying behavior based on survey responses
-
- Tie customer survey responses to major business processes to
identify areas for business improvement
-
- Web-based, hosted solution
-
- Custom-designed graphics not available off-the-shelf
-
- Leverage red-yellow-green visual experience with
descriptors
-
- Include relevant text in all levels
12. Examples of Opportunities
- Improve sales productivity:The wealth management division of a
major financial services firm discovered 50% underachievement in
overall sales goals and 70% underachievement in cross-selling
goals. Our solution provided visibility to a single source of truth
while reducing annual labor costs by $255K and eliminating fields
sales force and management waste by $1.6M.
- Reduce operational costs:A wireless network provider reduced
its call center labor expense by 15,000 hours per month while
increasing quarterly service revenue by 32%.
- Increase operational effectiveness: Utilizing location
intelligence, we helped a branch of the military cut time to
engagement of new recruits by up to 75%, while providing new
insights into marketing campaigns.
13. Wireless Telecommunications
- Decision data includes key customer background information
- Calculated time savings of more than 15,000 hours per
month
- Supported Nextel in accelerating service revenues, which
increased 32% over
14. Examples of Strengths
- Leverage data for competitive advantage: A business management
consulting company made its industry-leading data available to
customer in Web-based, interactive dashboards to leap frog the
competitions capabilities, retain their existing customers, and
entice new customers away from the competition.
- Utilize expertise and knowledge of staff: A professional
services organization upgraded several back-end and client-facing
applications by using a combination of consulting and coaching
services to leverage the knowledge and skills of their staff while
also getting them up-to-speed on the new technologies.
15. Financial Services
- Drive utilization of CRM to manage relationships
- Analyze compensation to incent actions necessary to meet
goals
- Enhance management and coaching of sales force and
channels
16. Examples of Value Creation
- Enhance customer experience: An outsourcing division of a
Fortune 50 company retained 100% of its customers over the fiscal
year by demonstrating to its customers $56 million in cost
savings.
- Greater alignment between strategy and execution: A statewide
education system was propelled to the national forefront of driving
greater accountability by making its performance to goal
transparent to policy makers, administrators, educators and the
public.
- Capture a 360-degree view of a customer: Integrating the many
points of customer-related data, a professional services
organization was able to more effectively manage their relationship
with their customers and streamline internal processes.
17. Performance Management
- Increase institutional knowledge of customers across business
functions and employees by utilizing CRM as the single point of
capturing and managing all customer-related data
- Proactively upsell, cross-sell, and extend current products and
services to increase customer retention
- Deliver and manage customer-facing analytics and reporting via
an online customer portal integrating reports and analytics,
proprietary systems, and third-party applications
- Innovative solution design eliminated $100K in anticipated
project costs
18. Expanding On Your Vision 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 If we
were meeting herethree yearsfrom today and you were to look back
over those three years to today what has to have happened during
that period, both personally and professionally, for you to feel
happy about your progress? Top 3Dangersto be Eliminated Top
3Opportunitiesto be Focused on and Captured Top 3Strengthsto be
Reinforced and Maximized Top 3 Ways YouCreate Valuefor Your
Customers 19. The Strategic Navigator TM 20. Organizational
Performance to Strategic Plan
- Higher education through 37 institutions and online
services
- Illustrates typical evolution for BI
-
- Scheduled jobs producing static reports and charts
-
- Introduce dashboards to provide interactivity to the masses
with not-so-easy-to-consume dashboards
-
- Define key performance indicators, metrics, and measures
-
- Develop standards-based, template-driven performance management
applications incrementally
-
- Incorporate Web 2.0 capabilities for increased communication
and collaboration
21. The Data Transformer TM 22. High Tech Manufacturer
- Able to view key performance indicators across business
units
- Enterprise-wide view of data
-
- Supply chain customer/quality
-
- Finance expenses and cash
- Combined financial and non-financial data without having to
pull the financial data out of the general ledger
- Included a comments feature with database write-back for
executive collaboration
23. The Technology Accelerators TM 24. Healthcare
Outsourcing
- Fortune 50 acute care pharmacy outsourcing division
- Customer-facing value scorecards and analytics used across 100
locations, executive leadership, and internal operation teams
-
- Focusing on defining value of outsource services to
customers
-
- Initial release targeted value around contract purchasing,
clinical intervention activity, and clinical initiatives
-
- Subsequent releases targeted value around talent management,
and internal operational benchmarks
- Aligned business operational measurements to achieving customer
value
- Defined over $56M in customer value which was critical in
retaining 100% of existing customer base
25. The Visual Advantage TM 26. Release Plan 27. Hierarchy
Diagram 28. Sourcing Flow Diagram 29. The Execution Disciplines TM
30. Cargo / Logistics
- International airline field and corporate sales support
dashboard
-
- Dashboard integrated with mainframe application
-
- Synchronizes data from laptop to mainframe
-
- Persistent dashboard leveraged when disconnected
- Used in pre- and post-sales call activity across the world
supporting field sales and corporate management
31. The D.C.O. Model TM 32. Healthcare Outsourcing
- Fortune 50 acute care pharmacy outsourcing division
- Customer-facing value scorecards and analytics used across 100
locations, executive leadership, and internal operation teams
-
- Focusing on defining value of outsource services to
customers
-
- Initial release targeted value around contract purchasing,
clinical intervention activity, and clinical initiatives
-
- Subsequent releases targeted value around talent management,
and internal operational benchmarks
- Aligned business operational measurements to achieving customer
value
- Defined over $56M in customer value which was critical in
retaining 100% of existing customer base
33. 34. 35. A Partial List of Companies Creating Value 36.
Questions? Timothy Brands 612-730-7404 [email_address]