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Summit fabio malagisi - driver based planning 2

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Driver based planning
Driver based planning
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Summit fabio malagisi - driver based planning 2

  1. 1. Driver Based Planning Fabio Malagisi The Financial Planning, Forecasting and Reporting Summit Boston, MA October 16th 2014
  2. 2. A forecasting methodology that…. • Defines multiple input variables that are aligned with key business activities as much as possible • Integrates variables into a dynamic model that defines critical cause and effect relationships • Inputs drive automatic output
  3. 3. Conceptual Example Sales Forecast Sales Leads Close Rate Backlog Avg Sale Price Mfg Lead Time Customer Visits Market Trends Headcount New Product Launch Plan Sales Forecast Traditional Driver Based Planning  Account Focused  Output Focused  Static variables  Driver/Activity Focused  Input Focused  Dynamic variables
  4. 4. CompensationExpense Headcount Offer Acceptance Negotiation Offer Interview Direct Recruiting Skills Market Recruiting Agency Skills Market Base Salary Salary Approval Salary Negotiation Salary Offer Market Budget Peer Comparison Skills Assessment Incentives/Bonus Incentive Criteria Federal Taxes State Taxes Benefits Health Selections Health Offerings 401K Selections 401K Offerings Other Benefits Selections Benefit Offerings Many Activities impact every account
  5. 5. Sales Price Approval Discount Request Competition Product Life Cycle Negotiations Contract Units Distribution Manufacturing Process Inventory Scheduling Order Processing Product Offering New Releases Core offerings Promotions Sales Force Coverage Direct Customer Visits Lead Conversion Lead Generation Environment Customer Dynamics Competition Economy Marketing Distribution Manufacturing Contracts Customer Service Sales R&D Market Research Many functions impact every account
  6. 6. Practical Example
  7. 7. Why use Driver Based Planning?
  8. 8. Should we add resources in R&D or into the sales force? What is our marginal cost on this proposal? Should we pursue a strategy to make our cost structure more variable? Do we have the capacity to handle our new product launch? What would happen to our plan if we lost 5% market share?
  9. 9. Advantages Drives clarity of what are the key business activities that drive results Allows for focused resourcing of key drivers Defines the “Dashboard” – Becomes your guide to drive day to day operations Dynamic models allow for real time feedback and continuous planning Defines key performance metrics to incentivize Drives forward looking thinking
  10. 10. Implementation
  11. 11. • Use the “5 why’s” to brainstorm key activities • Gather cross functional input • Decide on input level variables related to activities • Determine frequency of availability Determine Key activities and decide on input level • Test relationships and determine connections • Define desired outcomes - Link to business goals Determine key cause and effect relationships • Multiple views for multiple customers • Set parameters to determine outliers • Feed financial reporting systems • Output should be as real time as possible Determine Output needs • Must be flexible – don’t be afraid to tweak often • No “One size fits all”– make it relevant for you • Balance precision vs availability vs practicality Build Model • Align input variables with incentives • Constantly test relationships • Use for major decisions – Scenario planning toolkit • Create your “operational dashboard” based on key activities (Inputs) Integrate into your operations
  12. 12. Final thoughts
  13. 13. Connects operational and strategic planning into one integrated tool
  14. 14. GPS for your business
  15. 15. Thank You Fabio Malagisi FabioMalagisi@yahoo.com www.linkedin.com/in/fabiomalagisi/ @FabioMalagisi

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