Bridging the Silos - Smart Business Transformation with Anaplan
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Planning technology has evolved over time to a complex landscape of standalone planning applications and disconnected spreadsheets. Watch this webinar to hear how Anaplan’s Smart Business Platform™ eliminates this issue with one cloud-based solution – connecting plans across departments globally to reduce complexity and drive business agility.
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Bridging the Silos - Smart Business Transformation with Anaplan
- 3. Limited Scale & Collaboration No Audit & Controls Resource Intensive Misaligned Plans No Trust in Data Siloed Operations Global vs. Regional Rigid MARKETING SALES FINANCE HR IT PRODUCTOPERATIONS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS
- 4. Sales Mkt HR Fin SC IT XL XL XL XL XL XL Plan. Trans./BI Typical planning & decision landscape $ U ?
- 6. $ U ? Sales Mkt HR Fin SC IT XL XL XL XL XL XL Plan. Trans./BI Planning & decisions with Anaplan Anaplan Smart Business Platform Growth Innovation Complexity
- 7. Q A FINANCE WORKFORCE MARKETING SALES OPERATIONSIT CONNECTED, DATA-DRIVEN PLANS Anaplan Smart business across the enterprise
- 8. Connection examples Territory & Quota Planning Incentive Compensation Sales Forecasting Planning, Budgeting & Forecasting Financial Consolidations Finance Corporate Strategic Planning Supply Chain Trade Promotion Planning Account Segmentation & Scoring Deal Desk Sales Capacity Planning Sales Crediting Marketing Marketing Resource Management Marketing Performance Management Sales & Operations Planning Demand Planning Supply Planning Inventory Management Tax & Treasury Workforce Planning Headcount Planning HR Workforce Optimization Call Center Planning Sales Sales Accruals
- 9. Example: Finance and Sales Finance Goals Growth & Compliance What Finance provides • Revenue/Sales targets • Headcount budgets • Compensation budgets • T&E / Opex budgets • Compensation accruals • Revenue forecast • Actual vs. plan results Sales Goals Revenue & Effectiveness What Sales provides • Headcount requirements • Detailed T&Q plan to achieve targets • Sales forecasts • Compensation plan • Compensation forecasts Sales • Territory & Quota Planning • Incentive Compensation • Sales Forecasting Finance • Planning, Budgeting & Forecasting
- 10. No time for analysis Suboptimal territories & quotas, not meeting targets • Effort to prepare and consume spreadsheets • Time to resolves differences between sales plans and finance plans • Sales T&Q plans & forecasts are not from finance’s perspective (chart of accounts, revenue) • Plans from Finance are too high level and not from a sales perspective (sales org, sales targets) • Difficult to keep plans in sync due to frequent changes and latency Example challenges: Finance connected and Sales Sales • Territory & Quota Planning • Incentive Compensation • Sales Forecasting Finance • Planning, Budgeting & Forecasting Misunderstanding of hiring needs not aligned to financial targets No time for analysis, misaligned resources Delayed comp plans, overspend
- 11. Finance Connect your plans Align faster Respond to change faster Share plans in real time More timely headcount requests and decisions Inform sales of finance plan changes and visa versa Link plans for real-time updates of changes More granular sales forecasts Accurate revenue forecasts Keep your revenue plan in synch with sales T&Q, comp & forecasts Translate sales plans to finance (chart of accounts, revenue) Translate finance plans to a sales (targets, sales org, comp structures On-time comp plans Improve territory coverage & quota alignment Optimize spend & resources with the sales plan & forecast dynamics Example: Benefits of connecting Finance and Sales Sales
- 13. Self-service components Your Data • xxx • yyy • zzz Your Hierarchies 140+ Calculation Functions Revenue - Cost = Income +,-,x,/, movingsum, if then else… Visual Model Map Language-like Formulas Real-time Calculation engine Your Time-periods Unlimited Models Your Versions Your Dashboards
- 14. Territory and Quota Planning OPERATIONS FINANCE WORKRFORCE SALES Smart business for your enterprise MARKETING Planning, Budgeting, and Forecasting Financial Consolidation Reporting and Analysis Corporate Strategic Planning Tax and Treasury Workforce Planning Headcount and Payroll Planning Onboarding Workforce Optimization Sales and Operations Planning Demand Planning Supply Planning Project Planning Marketing Resource Management Marketing Performance Management Account Segmentation and Scoring Trade Promotion Planning Sales Accruals Deal Desk IT Agile Implementation Infrastructure Planning Succession Planning Incentive Compensation Sales Forecasting
- 15. Journey of a multinational consumer goods company Finance IT, Marketing Supply Chain Sales
- 16. Demo
- 17. Q A
- 18. Looking for more information? Download our whitepapers (available in the right toolbar) Visit our site: https://www.anaplan.com/platform/ Contact us for a personal demo: https://www.anaplan.com/request-demo/ For more customer case study information: https://www.anaplan.com/resources/#videos https://www.anaplan.com/resources/#case-studies
Hinweis der Redaktion
- Welcome Introductions around the room Today, we’d like to talk with you about your planning challenges in the area of (X – Finance, Sales, Supply Chain, HR). We’d also like to show you how, with Anaplan, you can solve any planning challenge across your business with a different approach to perhaps how you think of planning today. We believe, to drive high performance in your business, your planning approach should be agile, disciplined, and inspire confidence. At the core is a granularity of insight that allows you to truly understand the ‘what’ and ‘why’ behind the numbers. Also, you need a way to quickly model change for all aspects of your business, so you can course correct on the fly. By connecting your plans and engaging with your business stakeholders in a more insightful way, you can continuously optimize the performance of your business, and ultimately achieve your organizational goals. And that’s what I’d like to talk to you about today
- Key Message: Traditional planning system were built for a old corporate model. They lack flexibility & collaboration. To compensate, excel (a 1980’s productivity too) has become the “shadow” system of planning. But, as the world of business becomes more connected, complex and dynamic, this work-around is causing more problems than it is solving. Talking Points: Collaboration in traditional planning is lacking: Top down => not harvesting collective intelligence detect early signals. Decisions made far from the point of impact. World is flat… companies are getting flat… access to information is key. You need real-time simulation Who do you put first? The customer? Internal politics? Traditional planning processes are slow, siloed: What are you optimizing for? What are the signals of success? How often do you measure them? Planning systems are technology from another century & personal productivity tools to get by: Excel is the glue / shadow IT planning system. Riddled with errors and there no way to audit it or control where the data goes. We are focusing on [X – Sales, Finance, etc.] today but this happens across every department in the business. The problems that are caused here are common across all business. You end up with siloed data and operations. Lack of scalability and collaboration. No Controls. Misaligned plans. Models are broken.
- Maintaining the status quo of your current approach to planning is risky to you and the entire company. <WRITE red “$ sign” and arrow to CIO> You risk not being able to bear the ever growing IT & business costs of your planning & modelling landscape <DRAW red “open lock” and arrow to CIO> You risk security and (regulatory & internal) compliance due to shadow-IT in the form of the 100’s of thousands of Excel files and custom databases. <WRITE red “?” and arrow to CIO> The biggest risk is that this business is too slow and silo’ed to deal with big disruptions and new opportunities. But it doesn’t have to be this way. COST Manual labor, system setup & upkeep, growing complexity TIME Delayed data, responses and decision-making RISK Missed opportunities, business disruption, compliance & security
- This broken process creates what we estimate to be a $100b TAX every year. Lived with problem … so long No answer until Anaplan. We dared … question "what if... we we could solve this? $100B per annum problem. Not easy. Very hard.
- Maintaining the status quo of your current approach to planning is risky to you and the entire company. <WRITE red “$ sign” and arrow to CIO> You risk not being able to bear the ever growing IT & business costs of your planning & modelling landscape <DRAW red “open lock” and arrow to CIO> You risk security and (regulatory & internal) compliance due to shadow-IT in the form of the 100’s of thousands of Excel files and custom databases. <WRITE red “?” and arrow to CIO> The biggest risk is that this business is too slow and silo’ed to deal with big disruptions and new opportunities. But it doesn’t have to be this way.
- Key messages With Anaplan, you don’t need the myriad of spreadsheets. Today, we are talking about X (Sales, Finance, HR, Supply Chain, etc) and we will show you how Anaplan helps you with that challenge – across all of your functions and for any area of your business. Talking Points: Anaplan lets Business Users across your organizations from HR to Marketing to IT to Operations to Sales to Finance connect key planning processes on a common platform. (Note: see decks in the Sales Portal for slides by LOB to dive deeper here.)
- PURPOSE The expand maps are a guide for your situation based on historical experience, product fit, and our GTM strategy. This shows the land department (e.g., Sales) and shows the expand direction from app to app within sales (from left to right). This also shows you how to expand across departments in the sequence of the green numbers. This is a guide, and for your situation, the direction may be different. OVERVIEW Within sales, one would typically start with T&Q, then sales forecasting or incentive comp, and then to other apps to the right. To expand outside the sales department, the map indicates that the priority is Finance, specially PB&F, then consolidation, etc. After finance the priority is supply chain planning, which is fast growing large space (the legend indicates industry considerations as well). In supply it’s good to start with S&OP which requires flexible modeling, and Demand planning. From a process standpoint demand planning comes before supply, and supply planning is more complex. Marketing is next: we’ve had great success in consumer goods with trade promotion planning. For B2B marketing, we have new apps. Last but not least, HR planning. We have 30+ customer doing this and this may be low hanging fruit. SALES This has been a strong area for us for companies with a large sales force. Land with T&Q as the priority and then expand to sales capacity, sales crediting, ICP and sales forecasting Or land with Sales forecasting as 2nd priority, then T&Q, then deal desk (slightly linked to ICP) FINANCE This has been a strong area for us. Land with Planning, Budgeting, & Forecasting and progress as suggested. SUPPLY CHAIN This is the largest market and a growing area for us. S&OP and Demand planning are better fit with platform. Note in demand planning our strength is collaborative consensus demand planning. Others apps are supply related use cases or require more algorithm. MARKETING Our TTP planning is very strong (for CPG). For business to business (B2B), we have new apps fast gaining momentum. HR Workforce planning (from sales T&Q and finance for BP&F or corp strat planning), then headcount planning (sub set of workforce planning)… Then workforce optimization with hourly/large workforces (supply chain related) * The arrows represent a key output from the land area to other areas. For example the sales forecast is shared to PB&F, S&OP, and T&Q to workforce planning. Within sales, T&Q feeds the noted apps/processes
- Let’s talk about [land department] and how you plan with [expand department]. Let’s keep in mind the goal of [land dept] is to [refer to goal]. While [expand dept] is focused on [refer to goal]. [When sales is not selling, they do a lot of planning, and that involves Finance.] Let’s look at what [sales] provides to [finance]: We have [sales forecasts often in booking and also revenue. This typically happens each week or monthly, and is lead by sales ops.] In return [finance] provides [revenue targets once a year and a revenue forecast on a regular basis, such as monthly or perhaps quarterly]. This high level planning process is vital for both [sales] and [finance] to meet their goals. Let’s talk about [land department] and how you plan with [expand department]. Let’s keep in mind the goal of [land dept] is to [refer to goal]. While [expand dept] is focused on [refer to goal]. [When sales is not selling, they do a lot of planning, and that involves Finance.] Let’s look at what [sales] provides to [finance]: We have [sales forecasts often in booking and also revenue. This typically happens each week or monthly, and is lead by sales ops.] In return [finance] provides [revenue targets once a year and a revenue forecast on a regular basis, such as monthly or perhaps quarterly]. This high level planning process is vital for both [sales] and [finance] to meet their goals. Let’s talk about [land department] and how you plan with [expand department]. Let’s keep in mind the goal of [land dept] is to [refer to goal]. While [expand dept] is focused on [refer to goal]. [When sales is not selling, they do a lot of planning, and that involves Finance.] Let’s look at what [sales] provides to [finance]: We have [sales forecasts often in booking and also revenue. This typically happens each week or monthly, and is lead by sales ops.] In return [finance] provides [revenue targets once a year and a revenue forecast on a regular basis, such as monthly or perhaps quarterly]. This high level planning process is vital for both [sales] and [finance] to meet their goals.
- What tools are being used to drive the critical process? Too often the numbers are maintained in Excel and shared with PowerPoints, emails, meetings and perhaps some data integration with the help of IT. As a result it’s very difficult for [sales] to plan with [finance]. (Describe the challenges listed) The impact and risk to [Sales] is very significant: [there’s no time for analysis, and resources (people, marketing $) are not aligned to maximize sales.]
- Anaplan allows to work seamlessly with [finance] in a common platform. Let’s look at what happens when [finance] also uses Anaplan and what the benefit is for you [sales]. 1. This approach dramatically reduce the effort of connecting these plans (describe how per table) 2. You be able to align faster to (describe how per table) 3. And you’ll be more agile as respond to change faster (describe how per table) The bottom line: [you’ll not only save time, you’ll optimize your resources]
- Massive scale calc engine tens of billions cells. Can recalculate billion of numbers in under a second. Finally, to be economical: must be self service. You build; connect; maintain. Economical to implement; Easy to adopt; use;
- Key Message: Anaplan has enabled companies across the globe to solve for key challenges across their organizations from sales to finance to operations and more. We are purpose-built to manage massive volumes of data, high degrees of model & process complexity while enabling large numbers of people to collaborate on a single source of truth. Talking Points: Anaplan is unparalleled in its ability to solve the challenges of large scale organizations. Not only can Anaplan be used to model anything, you can connect those models across your enterprise, so you can plan, collaborate and act based on plans. 300 customers around the globe are using Anaplan today to solve a myriad of planning challenges. Let’s look at how some of our customers are using Anaplan. Hewlett Packard uses Anaplan to optimize their territory and quota plans for their entire sales force. 20K reps, 30K on commission, 3500 sales managers. They had done it before in Excel; 300 cascading spreadsheets. They didn’t know their deployed quota until the 2nd quarter. Now they have a single, living plan and know their deployed quota on day 1. Kimberly Clark started using Anaplan in Eastern Europe and is now using Anaplan for integrated business planning across the enterprise. Diageo is one of Anaplan’s earliest major customers. They started using Anaplan to plan and optimize their trade promotions in the US, and now have deployed more than 30 apps and models on Anaplan, doing everything from Demand Planning for their SAP backend, to pricing optimization across their brands and SKUs. So, what’s the common thread? These are all critical business problems that involve a lot of business users collaborating around the numbers that drive your business forward, whether those are sales, financial, or operational plans. Instead of doing hundreds or thousands of one-off, error-prone spreadsheet exercises, your teams can bring in whatever data they need and plan, model, and collaborate around numbers they can have absolute confidence in.
- Talk track: Let’s take a look at some specific customers. We’re a numbers driven company. Here’s an amazing expand story is from a large consumer goods company. There was an initial implementation in Finance, then they bridged over to Trade Promotion Planning, which has connections to Finance, Marketing and Sales. And added some IT planning along the way. The bridge from planning trade to understanding demand and finally planning territories and quotas made sense. No doubt they will continue to add more areas of the company that need to plan, collaborate, decide and take action in coordination. Now that can do that more efficiently and pivot much faster. The point here though is that this didn’t happen overnight. The took it one step at a time and that’s what we recommend. Start where you can have the greatest impact and take each step as you are able to show return.
- Key Message: We find the best way to help you understand Anaplan is to show your Anaplan. Talking Points: Let’s dive into a demo to show you how the power of Anaplan can help you. After the demo, talk a bit more about the strength of the company, how easy it is to get started with Anaplan and we’ll share some more success stories.