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Competing with Analytics

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It’s virtually impossible to differentiate yourself from competitors based on products alone. Your rivals sell offerings similar to yours. Than how to pull ahead of the pack? Using BI and analysis to extract every last drop of value from all your data. With analytics, you discern not only what your customers want but also how much they’re willing to pay and what keeps them loyal. You look beyond compensation costs to calculate your workforce’s exact contribution to your bottom line. And you don’t just track existing inventories; you also predict and prevent future inventory problems.

Make analytics part of your overarching competitive strategy, and push it down to decision makers at every level. You’ll arm your employees with the best evidence and quantitative tools for making the best decisions—big and small, every day. Businesses can optimize a distinct business capability via analytics and thus better compete.

Marketing and advertising managers may have wealth of information at hand about their business environment than ever before. But are they using it to "out-think" their rivals? If not, they may be missing out on a potent competitive tool. With BI & BA, the frontier for using data to make decisions has shifted dramatically. Some of our enterprise customers are building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon: BI & Analytics. They use such tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. Arm yourself with Analytics to fight and win the war of competition.

Many companies today are collecting and storing a mind-boggling quantity of data. BI has moved from being a contributor to organizational success to being a prerequisite for it; indeed, for many firms, BI is a prerequisite for even competing in the marketplace. The presentation will demonstrate how organizations can create an analytical capability that enables them to routinely make better decisions in every aspect of their business.

The presentation highlights characteristics of an Business Intelligence (BI) technology that can help organizations compete with analytics. Substantial use of analytics across multiple business functions or processes including marketing and advertising can lead to fact-based (informed) instead of gut-feel decision making which can help win multifold over competition. Managers from marketing and advertising can base their competitive strategies on the sophisticated analysis of business data. Instead of relying on the transactional application and dependent on the IT team, they can look at broad capabilities for enterprise-level business analytics and intelligence.

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Competing with Analytics

  1. 1. Competing with Analytics
  2. 2. Success Story2006 • MAIA Intelligence established with 1KEY BI product offering • postXBRL – Interactive Data Publishing was released.2007 • Featured in NASSCOM 100 IT Innovators • Gets Microsoft Gold Partner Status • Participated in 1st World Wide BI conference held by Microsoft in Seattle 20082008 • 1KEY Agile BI Suite featured in Microsoft Solution Directory SQL 2008 launch. • 1KEY the 1st Indian BI to be recognized by NICSI for tender (Government of India ) • Gartner’s Hype Cycle for ICT in India, Report mentioned MAIA • Red Herring Asia Finalist 100 • Launch of 1KEY FCM (Financial Consolidation Module) • Winner of India’s Most Trusted IT Vendor in BI category by Survey The CTOForum
  3. 3. Success Story2009 • ‘Most Successful Startup’ to watch out by readers and editorial board of I.T. Magz • Government NIC BIDW division recommends MAIA 1KEY for National Award. • Gartner Report on BI Trends mentions MAIA Intelligence . • Becomes a Microsoft ISV Case Study & Compatibility Testing logo with Windows 7 • Emerging Technology Analysis Report from Gartner mentions MAIA Intelligence • Red Herring Asia 100 Winner & Forbes.com mentions MAIA Intelligence as company to watch.2010 • Winner of Microsoft Innovation Award for ISV • Managed partner of Microsoft • Finalist in UTV Bloomberg ISV Innovation Award. • Launched Vertical Solutions DW model for Financial Services Industry, SAP customers, Ports & Terminals2011 • First ISV to get under new MPN Gold Status • Certification from Indiamart ET - Leaders of Tomorrow • Launched 1KEY Touch Dashboards Product & Released Frame work for building Executive Dashboards • Launched Vertical Solutions DW model for , Banks on Finacle Core Banking Software, • Crossed 30000+ users of 1KEY BI • Working with Ministry of Corporate Affairs (MCA) for XBRL
  4. 4. Case Studies• R & T customer data to • Used for both operational • Getting the single view of analyze the sales and real time data for month the customer and sending channel performance. end bucket analysis and timely data to relationship Tightly integrated strategic reporting for executives for cross sell up reporting to CRM for tracking inventory SCM sell. Incentive calculation customer analytics and exceptions alerts via 1000 user on Web . interactive dashboardsReliance Pidilite IndiaCapital Industries Infoline
  5. 5. Case Studies• Integrated dashboard • Product segmentation • SAP and Lab data used views from CRM and SAP with budgeting and for tracking sales and ERP data for distributors performance collection overdue with scheduled proactively. management of product buckets on multiple Helped increase sales categories with multiple dimension increased the person efficiency on dimensions on Oracle cash flow volumes and value Apps & Dynamics CRM SuperCEAT Emerson Religare Labs
  6. 6. Sales Revenue $1,383,593 What does this number reveal? Is this pretty good, bad or ugly? $1,295,213 $1,374,876 $1,242,871 $1,383,593 Q1 Q2 Q3 Q4The Sales revenue for fourth Quarter is pretty good as compared to earlier quarter Data is not enough $1,102,304 2004 Q4 $1,395,478 2005 Q4 $1,383,593 2006 Q4 The Sales revenue for 2006 Quarter IV is down as compared to earlier years $1,598,604 $1,383,593 Target 2006 Q4 Actual 2006 Q4 However in comparison to the targets, the actual turnover appears ugly
  7. 7. Hitting the sweet spots - AnalyticsDemand Generation Corporate Image & & Business Brand Identity 20% Acquisition 50% CMO Product Innovation Corporate Vision andand acceptance 20% Leadership 10%
  8. 8. Onus is on marketers for ROMI “It’s difficult to generate comprehensive reports “It’s difficult to modify existing software so without technical users are able to see only the reports that assistance” are important and relevant to their jobs”“Management do not know whatquestions to ask about the data. It isdifficult to investigate issues to “…Business users are spendingunderstand why” more time on analysis than action”“Business users are drawing incorrect “ We wish to share information withconclusions and missing opportunities” external parties such as customers, suppliers and partners”
  9. 9. Obstacles for effective analytics Lack of Chasing too enterprise many wide different perspective. metrics. Difficulty in Lack of measuring accountability. performance Culture issues
  10. 10. Crack the measurement barrier Which customer Which customer What response rate What’s the top-segment will respond segment offers the per region are we selling product mix in best to a particular most revenue getting for marketing each region? offer? potential? promotions? Who are my top What is the cost per How quickly do leads What is my market customers? How qualified sales move through the penetration in eachhave their purchase opportunity? pipeline? region?patterns changed? Which product has Which customers are the highest loyal? profitability?
  11. 11. Top 10 % Change in % Change inProduct Sales Products by Sales Period- Margin Period- by Region Profit Margin to-Period to-Period Profit by Cost per Top 10 Orders ROI per Channel Campaign per Region Product Total Delivery Top % DeliveryUnits Ordered Time by Competitor by Late Shipping Point Category
  12. 12. Why SKU Rationalization High return Product lineSlow moving rates to extensions of suppliers Reducing (significant Costly to other SKUs Low volume assortment tied up handle due to that can be mix capital) defects/stale easily dates substituted
  13. 13. SKU Rationalization SolutionSegmenting are Profitability SKUs will be Efficient and on volume, Components: removed and effective profit, and Revenue, Cost others product line category role and Capacity emphasized management and strategy Steps to accurately determine SKU cost and net profitability
  14. 14. SKU Rationalization Review Has product volume changed as I projected for the substitute SKUs in the categories? How has the category profitability changed for categories where SKUs have been removed? How do my customers buy this/these products? What channels consume what resources? If I change something about how they buy, can I reverse the loss?Why is this product(s) unprofitable? Is it how the customer buys it, how I merchandise it, how I package it? What has been the net impact on carrying costs for the category since removing the SKUs? Has my order mix of truckload/pallet/tier changed positively since the removal of these SKUs?Which region orders have changed negatively for the key categories where I had the most SKU removals? What is the net effect on category profitability for my top N region in the subject categories? What is the profitability of different market baskets?
  15. 15. Pockets of PerformanceDashboardsPromotions Analysis Campaign Brand Customer Loyalty Metric Customer Product Profitability Top-Bottom Customer Cost Per Lead Percentage Close Product Product Category
  16. 16. Trade Spend Analytics• Trade Spend V Budget• Trade Spend Roles Efficiency & Effectiveness• Trade Send Uplift – Sales & margin Marketing• Spend by Merchandize Method Manager; Customer Account Metrics & Dimensions• Promotion ROI Managers; Sales• Promotion Execs; Finance; OverUnder- Promotional Volume; Revenue (& growth); Total Promotion Profit; Targets; Market spend Analyst; (volume $s); Market Share; Price; Margin %; Trade Spend; Promotion• Promotion Business Unit ROI; Promotional Uplift; Order Fulfillment %; Consumer pass Impact – Heads; Category through%; Stock Cover Customers; Events; Sales Channels; Products; Cannibalization Manager; Brand Brands Categories; Promotion; Media types; Time; Locations & Halo effect Managers
  17. 17. Which region has the best sales & in which month? Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecCentral 21,923 21,696 21,820 22,247 21,922 22,451 23,081 22,770 22,156 21,857 21,101 22,024East 14,367 14,294 14,297 14,900 14,617 15,720 16,024 15,536 14,718 14,668 14,414 15,024South 8,425 8,432 8,376 8,397 8,355 8,643 8,856 9,241 8,812 8,841 8,686 8,864West 22,149 21,869 22,115 22,506 22,191 23,122 24,038 24,190 22,671 22,489 21,906 23,026
  18. 18. Interactive Dashboard Types Scope Business role Time horizon Customization Level of detail Point of view• Broad: • Strategic: • Historical: • One-size-fits- • High: • Prescriptive: Displaying Provides a Looking all: Presented Presenting The dashboard information high-level, backwards to as a single only the most explicitly tells about the broad, and track trends view for all critical top- the user what entire long-term • Snapshot: users level numbers the data organization view of Showing • Customizable: • Drill-able: means and• Specific: performance performance Functionality Providing the what to do Focusing on a • Operational: at a single to let users ability to drill about it specific Provides a point in time create a view drill down to • Exploratory: function, focused, near- • Real-time: that reflects detailed User has process, term, and Monitoring their needs numbers to latitude to product, etc. tactical view activity as it gain more interpret the of happens context results as they performance • Predictive: see fit Using past performance to predict future performance
  19. 19. % Discount Offered What marketing tactics are driving sales? How much discounting are we doing relative toReturn on Investment on Campaign last year? What discounts are most popular? Least popular? Coupon Redemption Rate What promotions are most popular? Least popular? % Variance from List Price What are the geographic discount/promotional trends? What is the cost of the discount/promotion Net Cost of Campaign compared to the increase in sales? What promotions are resonating with different customer segments? Forecast Sales from Promotion Which sales people are more reliant on discounts/promotions?Bottom 10% of Promotions by Sales Which promotions most significantly impact sales for my most profitable products?
  20. 20. Best in Class Marketers in Performance
  21. 21. PACE Framework Pressures Actions Capabilities Enablers•Need to •Gain insight into •Track, measure and report on •Website visitor deliver effectiveness of all marketing campaign results tracking higher specific marketing •KPIs defined to track overall •Web analytics quality sales campaigns and marketing performance •Lead management leads channels •Process to test effectiveness of solution•Pressure to •Improve the campaign content •Marketing content / deliver ROI targeting of •Executive support of using asset management on marketing offers to customer analytics in marketing •CMO dashboard marketing optimize marketing programs •Lead scoring spend ROI •Defined process to disseminate •Marketing •Optimize marketing knowledge on marketing automation activities at each campaigns to key decision •Revenue touch-point along makers/stakeholders performance the customer •Dedicated staff to collect and management lifecycle manage all campaign/resource data
  22. 22. The Competitive Framework Best-in-Class Average LaggardsEnabling Technology • 86% website visitor • 77% website visitor • 68% website visitoror Service tracking tracking tracking • 82% web analytics • 68% web analytics • 58% web analytics • 73% Dashboards • 64% Dashboards • 44% Dashboards • 64% Lead • 59% Lead • 45% Lead Management Management Management • 59% Marketing • 35% Marketing • 29% Marketing content / asset content / asset content / asset management management management • 52% Revenue • 43% Revenue • 39% Revenue performance performance performance management management management KPIs are defined to track overall marketing performancePerformance 64% 45% 27% Ability to identify which marketing channels drive offline sales 45% 25% 18%
  23. 23. Proposed Data Flow ArchitectureData Sources Customer Data Marketing• ERP, CRM & SFA Databases Warehouse Analytics• Loyalty Program • Sales & Marketing • MS SQL 2008 • Cube Charts Views• Excel Files • Orders Complaints • SQL Integration Trends Dashboard Support Services ETL KPI
  24. 24. Data Design Study What is the scope of process standardization? What is the efficiency & Process effectiveness of this process? How is your company currently organized to manage and optimize thisOrganization particular process? What visibility do you have into key data and intelligence required toKnowledge manage this process? What level of automation have you used to support this process? How isTechnology this automation integrated and aligned?Performance What do you measure? How frequently? What’s your actual performance?
  25. 25. End Deliverables Decision making at Meaningful & Provide an early- all levels strategic, Actionable warning system with tactical & Information KPI operational Create Compelling 1KEY BI will be usedConnect Users with user experience that in all the meetings Information requires very little and presentations training Deliver reportsIncrease business anytime anywhere Know what shouldusers productivity in any format users have been known need Enable CreativeMove out of Excel Investigate issues to thinking with data Culture understand why analysis
  26. 26. Why MAIA Intelligence – 1KEY BIFaster response time • Niche we are, hence faster we to customer needs. moveWe are proud to have you as a customer • We offer sincere personal attentionCan send the experts • Our clients see us as a specialistfor at affordable cost despite our size • Customers know that they can getSmall is the new big in touch easily with us. Trust people
  27. 27. Thank You www.maia-intelligence.comsanjaymehta@maia-intelligence.com