STAYING AHEAD OF THE CURVE WITH AGILE FINANCIAL PLANNING, BUDGETING, AND FORECASTING
|
|
- Molly Newton
- 2 years ago
- Views:
Transcription
1 STAYING AHEAD OF THE CURVE WITH AGILE FINANCIAL PLANNING, BUDGETING, AND FORECASTING September, 2014 Nick Castellina, Research Director, Business Planning and Execution Report Highlights p3 p4 p5 p6 43% of the Best-in- Class indicate that their top pressure is market volatility that creates a need for change. Agile organizations are 41% more likely to have implemented tools that help to automate financial planning, budgeting, and forecasting. Agile planners are 72% more likely to enable business users to create reports and charts in a self-service capacity. Agile planners saw a 13% decrease in the amount of time it takes to perform a forecast over the past year. This report defines the qualities of organizations that are agile planners and describes how these organizations utilize key technology to improve financial planning, budgeting, and forecasting.
2 2 In a volatile business environment, agility is essential for creating accurate forecasts, taking advantage of opportunities, and correcting course when adverse events happen. Those organizations that are able to react effectively are able to drive better decisions and more accurate forecasts. To compete in today's volatile business environment, organizations need to be able to think on their feet. The increasing speed of business leads to a greater frequency of events that necessitate quick decision making from business leaders in order to help the organization take advantage of the opportunity or minimize the impact of adversity. In the case of financial planning, budgeting, and forecasting, condition changes can quickly make previously-defined plans unrealistic. Top performing organizations understand that they must roll with the punches, but this does not mean that business leaders should simply abandon the keys to effective decision-making. Rather, organizations that are agile planners utilize advancements in technology to quickly access the information they need to make educated decisions. The results are more accurate budgets and forecasts, as well as improved performance because organizations that are agile planners combine quick reaction with improved intelligence. This report defines the qualities of organizations that are agile planners and describes how these organizations utilize key technology to improve financial planning, budgeting, and forecasting. The Need for Agility In Aberdeen's 2014 Financial Planning, Budgeting, and Forecasting and Enterprise Performance Management benchmark survey, Best-in-Class organizations selected their "top two" pressures that drive them to improve financial planning, budgeting, and forecasting (Figure 1). These pressures indicate that the Best-in-Class are aware of just how important agility is for these processes. On the one hand, market volatility means that business conditions change so quickly that any gap in action or decision-making can cost the organization either a missed opportunity or compromised forecast accuracy. This is compounded by long and resource intensive forecasting
3 3 processes. These areas for improvement mean that top performers must drive down the time it takes to access critical data and utilize it effectively. The result of this effort is more accurate forecasts that give business leaders the confidence to make decisions that will lead to growth. Figure I: Best-in-Class Understand the Need for Agility Market volatility creates the need to dynamically account for change Current budgeting and forecasting process is too long and resourceintensive Corporate mandate for growth Poor communication, coordination, and collaboration across departments or divisions Source: Aberdeen Group, August % 28% 35% 43% Best-in-Class 0% 20% 40% 60% Percentage of Respondents, n = 201 The Aberdeen maturity class is comprised of three groups of survey respondents. This data is used to determine overall company performance. Classified by their self-reported performance across several key metrics, each respondent falls into one of three categories: Best-in-Class: Top 20% of respondents based on performance Industry Average: Middle 50% of respondents based on performance Laggard: Bottom 30% of respondents based on performance Sometimes we refer to a fourth category, All Others, which is Industry Average and Laggard combined. Defining an Agile Planner So what makes an agile organization? In this report, survey respondents were divided into two groups: Not Agile: The survey respondents that reported a year over year increase in the amount of time it took to create forecasts or an increase in the cycle time of key business processes in the past 24 months. This means that they are becoming less efficient when altering forecasts and making decisions. Agile: The survey respondents that indicated they saw a year over year decrease in the amount of time it took to create forecasts and a decrease in the cycle time of key business processes in the past 24 months. But it is really
4 4 the capabilities and technologies that these organizations have implemented that enable improvements in these key processes and make them agile. In Aberdeen's 2014 Financial Planning, Budgeting, and Enterprise Performance Management benchmark survey, respondents were ranked on the following criteria: Percentage of financial reports delivered in the time needed for decision-making: o Best-in-Class - 94% o Industry Average - 72% o Laggard - 63% Variance between actual costs and budgeted costs: o Best-in-Class - 4% o Industry Average - 11% o Laggard - 35% Variance between actual revenue and forecasted revenue: o Best-in-Class - 3% o Industry Average - 12% o Laggard - 37% There are a number of key technologies that are more likely to be implemented in agile organizations than organizations that are not agile (Figure 2). Agile organizations are more likely to have implemented solutions like Corporate Performance Management (also known as Enterprise Performance Management because it contains performance data that stretches across the organization and is not limited to any specific function), which enables enhanced visibility into historical performance data. These solutions, which are built for companies of all sizes, can include functionality such as financial consolidation and reporting in order to ensure that data is accurate and comprehensive. Then query and reporting tools can enable users to play around with the data and apply formulas to aid in forecast accuracy. In addition, agile organizations are 41% more likely to have implemented tools that help to automate financial planning, budgeting, and forecasting, driving down the amount of time that it takes to complete these tasks. Lastly, agile organizations are among the first to have the ability to monitor performance on mobile devices. This removes a barrier to data access so that information can be referenced no matter where decision-makers are, for immediate action. Combined, these technologies can help organizations that are agile planners to better collect, find, understand, and use data, so that they can immediately make informed decisions when the time comes.
5 5 Figure 2: The Technology Environment of an Agile Planner Percentage of Respondents, n = % 80% 60% 40% 20% 0% 50% 40% Corporate / Enterprise Performance Management application 79% 56% Planning / budgeting / forecasting application Agile Not Agile 86% 86% 66% 48% Financial reporting and consolidation application Source: Aberdeen Group, August 2014 Query and reporting tools 29% 19% Ability to monitor performance on a mobile device Providing Visibility and Efficient Decision-Making As a result of the technology listed above, agile organizations provide their employees with easier access to the essential information that they need for decision-making (Figure 3). It's all about making it as easy as possible for employees to find the information they need in order to make agile decisions. For example, 93% of organizations that are agile planners have a centralized repository of financial or operational performance data. Therefore, employees know exactly where they need to go to find information. They can then utilize this information to determine where they currently stand in relation to budget and can immediately alter decisions. But not only do employees in agile organizations know where to find the data that they need; they can also explore that data more easily and consume and analyze it in ways that work for them. Agile organizations are 72% more likely to enable business users to create reports and charts in a self-service capacity. This improves understanding and can spark ideas for business improvement.
6 6 Figure 3: Instant Access to Data Enables Agility Percentage of Respondents, n = % 80% 60% 40% 20% 0% 93% 60% Centralized repository of financial or operational performance data Agile 86% 80% Not Agile Able to track actual performance against budget (variance reports) 62% 36% Business users are able to create reports / charts in a self-service capacity Source: Aberdeen Group, August 2014 Agility does not depend solely on visibility into historical performance data. Instead, it is important for agile organizations to predict and prepare for the future so that they can react immediately. To this end, organizations that are agile planners are 43% more likely to have financial modeling solutions, 30% more likely to have profitability analysis solutions, and 3% more likely to be able to incorporate business drivers into the forecasting process. So what are the features that make agile organizations effective (Figure 4)? First, they are simply better at gathering information and converting it to decisions efficiently. This may be because agile organizations are 33% more likely to have a standardized workflow for decision-making. Take, for example, the budgeting process: 86% of agile planners have budget templates that they use to manage input. Employees know exactly what information they need, where to find it, and what to do with it. Figure 4: Putting Agility to Use Percentage of Respondents, n = % 80% 60% 40% 20% 0% 57% 43% Standard workflow for decision-making Agile 86% 68% Budget templates are used to communicate and manage input 50% 45% Not Agile Ability to link performance to business processes 43% 32% Internal events can trigger an alert to adjust forecasts Source: Aberdeen Group, August % 44% Ability to reforecast as market conditions change
7 7 But really, the key to being an agile organization is enabling employees to find data, interpret it, and use it effectively. Organizations that are agile planners must be able to understand the impact of change and link financial and operational data to make decisions that can provide impact across the organization. Of course, with so many factors to consider, it would be very difficult for any human to be aware of everything that is happening that could influence performance on a real-time basis. For this reason, agile organizations are 34% more likely to have alerts that can trigger changes to the forecast. They can therefore react immediately in order to reforecast. This ensures that forecasts reflect realistic business conditions and can be useful for organization-wide planning. The Results As a result of their technology and capabilities, agile organizations perform better across a variety of performance metrics (Table 1). For example, organizations that are agile planners are able to provide their business leaders with the information they need for decision-making on time 80% of the time. This is why agile organizations saw over three times the decrease in time to decision over the past year and a 13% decrease in the amount of time it takes to perform a forecast over the past year. Ultimately, this has led to more accurate budgets and forecasts. With these accurate forecasts, agile organizations can then make decisions that will drive business improvement.
8 8 Table 1: The Results Average Performance Agile Not Agile Percentage of reports delivered in time needed by managers for decision-making 80% 76% Decrease in time to decision over the past year 28% 9% Decrease in the amount of time it takes to perform 13% -6% a forecast over the past year Variance between budgeted revenue and actual 10% 15% revenue Variance between budgeted costs and actual costs 10% 12% Variance between forecasted revenue and actual revenue 9% 15% Source: Aberdeen Group, August 2014 Key Takeaways In a volatile business environment, agility is essential for creating accurate forecasts, taking advantage of opportunities, and correcting course when adverse events happen. But as the speed of business increases, it becomes extremely difficult to identify when events happen that require action. It is even more difficult to make effective decisions in relation to those events. Organizations that are able to react effectively are able to drive better decisions and more accurate forecasts. To achieve these benefits, heed the following recommendations: Provide information to those that need it. Agile organizations provide 80% of business leaders with information in the time needed for decision-making, in comparison to 76% of the time for All Others. They are able to do this by providing centralized repositories of
9 9 performance data so that decision-makers can easily find it. Make it usable. Employees will make more informed decisions when they can actively investigate information, make hypotheses, and view the information as they prefer to. Agile organizations are 72% more likely to enable business users to create reports and charts in a self-service capacity. Facilitate decision-making through automation. Organizations that are agile planners are more likely to define the workflows that are essential for making fully informed decisions. On the one hand, this could mean creating templates and guidelines for composing budgets. On the other hand, this could mean providing automated alerts that can trigger business leaders to make immediate decisions. Identify and implement key technology. Automation and visibility is greatly aided by providing essential technology. Aberdeen's research has warned against relying solely on spreadsheets for these tasks. Agile organizations are more likely to implement solutions such as Corporate Performance Management or financial planning, budgeting, and forecasting applications. Agile planning is the key to making decisions that will keep you ahead of your competitors.
10 10 For more information on this or other research topics, please visit. Mobile EPM: Improving Decision-Making when Time is of the Essence; June 2014 Beyond Spreadsheets: The Next Level in Planning, Budgeting, ; May 2014 Related Research Author: Nick Castellina, Research Director, Business Planning and Execution About Aberdeen Group Beyond Budgeting : Organizational Improvement through EPM; March 2014 Become a Forecast Marksman with Best-in-Class Ammunition for Planning, Budgeting, and Forecasting; March 2014 For 26 years, Aberdeen Group has published research that helps businesses worldwide improve performance. We identify Best-in-Class organizations by conducting primary research with industry practitioners. Our team of analysts derives fact-based, vendor-agnostic insights from a proprietary analytical framework independent of outside influence. The resulting research content is used by hundreds of thousands of business professionals to drive smarter decision making and improve business strategy. Aberdeen's content marketing solutions help B2B organizations take control of the Hidden Sales Cycle through content licensing, speaking engagements, custom research, and content creation services. Located in Boston, MA, Aberdeen Group is a Harte Hanks Company.
ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION
ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION April, 2015 Nick Castellina, Research Director, Business Planning and Execution Report Highlights p3 p5 p7 p8 Best-in-Class
Financial Planning, Budgeting, and Forecasting
Financial Planning, Budgeting, and Forecasting Removing the Hurdles March 2013 Nick Castellina Financial Planning, Budgeting, and Forecasting: Removing the Hurdles Financial planning is the process by
CUSTOMER-CENTRIC ERP: INTEGRATED SYSTEMS FOR CUSTOMER SATISFACTION
CUSTOMER-CENTRIC ERP: INTEGRATED SYSTEMS FOR CUSTOMER SATISFACTION December, 2014 Nick Castellina, Research Director, Business Planning & Execution Omer Minkara, Research Director, Contact Center & Customer
Project Management in Software Development
Project Management in Software Development Taking the Complexity Out of June 2012 Nick Castellina, Nuris Ismail Project Management in Software Development: Taking the Complexity Out of In a survey conducted
ERP in Wholesale and Distribution
ERP in Wholesale and Distribution Extending the Enterprise to Extend Profits October 2012 Nick Castellina ERP in Wholesale and Distribution: Extending the Enterprise to Extend Profits Enterprise Resource
DATA MANAGEMENT FOR THE INTERNET OF THINGS
DATA MANAGEMENT FOR THE INTERNET OF THINGS February, 2015 Peter Krensky, Research Analyst, Analytics & Business Intelligence Report Highlights p2 p4 p6 p7 Data challenges Managing data at the edge Time
CITATION + CURATION GUIDELINES WHEN (AND HOW) TO CITE ABERDEEN RESEARCH
CITATION + CURATION GUIDELINES WHEN (AND HOW) TO CITE ABERDEEN RESEARCH April, 2015 HELLO Aberdeen Group is a publisher of content derived from primary research. This document outlines our guidelines around
BUILDING AGILE OPS WITH A PROACTIVE AND UNIFIED INFRASTRUCTURE MANAGEMENT APPROACH
BUILDING AGILE OPS WITH A PROACTIVE AND UNIFIED INFRASTRUCTURE MANAGEMENT APPROACH March, 2015 Jim Rapoza, Senior Research Analyst & Editorial Director, Information Technology Report Highlights p3 p4 p8
HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION
HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION November, 2014 Louis Berard, Senior Research Analyst Global Supply Chain, Complex Spend, HCM Report Highlights p3 p4 p6 p8 78% of respondents find strategic
THE FUTURE OF CONTENT MARKETING: THE AGE OF CONTENT SCIENCE
THE FUTURE OF CONTENT MARKETING: THE AGE OF CONTENT SCIENCE October, 2015 è Jessie Coan, Senior Director of Content, Marketing Effectiveness and Strategy Report Highlights p2 p4 p5 p8 The Best-in-Class
SELF-SERVICE ANALYTICS, THE CLOUD, AND TIMELY INSIGHT
SELF-SERVICE ANALYTICS, THE CLOUD, AND TIMELY INSIGHT July 2015 Peter Krensky, Research Analyst, Analytics & Business Intelligence Report Highlights p2 p4 p6 p8 The need for better analytics The Best-in-Class
Planning and Budgeting Cloud Service
Planning and Budgeting Cloud Service You don t know what you don t know Andrew Mason Qubix International Ltd 1 Today s Topics The Challenges 5 Steps To Planning Brilliance Planning and Budgeting Cloud
Closed Loop Quality Management: Integrating PLM and Quality Management
Integrating PLM and Quality Management In recent Aberdeen research of over 500 manufacturers it was shown that 100% of Best-in-Class manufacturers having both a Quality Management solution and Product
Financial Planning, Budgeting, and Forecasting in the New Economy. March 2011 Nick Castellina, David Hatch
Financial Planning, Budgeting, and Forecasting in the New Economy March 2011 Nick Castellina, David Hatch Page 2 Executive Summary A sound financial plan is the vehicle which clearly states strategic business
Your 2013 Guide to Travel and Expense Management. March 2013 Christopher J. Dwyer
Your 2013 Guide to Travel and Expense Management March 2013 Christopher J. Dwyer Your 2013 Guide to Travel and Expense Management The average organization relies on business travel to achieve business
Maximizing Shareholder Value with External Data Analytics
Maximizing Shareholder Value with External Data Analytics Increasing return on Equity and Assets using external drivers Maximizing Shareholder Value with External Data Analytics Today s global economy
SaaS and Cloud ERP Trends, Observations, and Performance 2011
December, 2011 SaaS and Cloud ERP Trends, Observations, and Performance 2011 Over the past five years, Aberdeen has been measuring the willingness of organizations to consider Software as a Service (SaaS)
MANAGED SECURITY SERVICES: WHEN IT'S TIME TO STOP GOING "IT" ALONE
MANAGED SECURITY SERVICES: WHEN IT'S TIME TO STOP GOING "IT" ALONE August 2014 Derek E. Brink, CISSP, Vice President and Research Fellow, IT Security and IT GRC Report Highlights p2 p3 p6 p7 Security is
Greater visibility and better business decisions with Business Intelligence
Greater visibility and better business decisions with Business Intelligence 3 Table of contents Introduction 3 Introduction 5 Your challenge: too much data 6 Five key aspects when considering Business
A Guide for Implementing Best-in-Class Time and Attendance Strategies
A Guide for Implementing Best-in-Class Time and Attendance Strategies In July and August, Aberdeen Group surveyed more than 300 organizations in order to determine Best-in-Class practices in managing core
ElegantJ BI. White Paper. Operational Business Intelligence (BI)
ElegantJ BI Simple. Smart. Strategic. ElegantJ BI White Paper Operational Business Intelligence (BI) Integrated Business Intelligence and Reporting for Performance Management, Operational Business Intelligence
Asset Management: Using Analytics to Drive Predictive Maintenance
Asset Management: Using Analytics to Drive Predictive Maintenance As seen in Aberdeen's December 2012 report, Asset Management: Building the Business Case for the Executive, lingering uncertainty around
The Travel and Expense Management Guide for 2014
The Travel and Expense Management Guide for 2014 Trends for the Future March 2014 Louis Berard The Travel and Expense Management Guide for 2014: Trends for the Future In December 2013 and January 2014,
A Guide for a Successful ERP Strategy in the Midmarket: Selection, Services, and Integration
May 2012 A Guide for a Successful ERP Strategy in the Midmarket: Selection, Services, and Integration Enterprise Resource Planning (ERP) has been defined as an operational and transactional system of record.
Data Analytics Solution for Enterprise Performance Management
A Kavaii White Paper http://www.kavaii.com Data Analytics Solution for Enterprise Performance Management Automated. Easy to Use. Quick to Deploy. Kavaii Analytics Team Democratizing Data Analytics & Providing
Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution
Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution The emergence of machine-to-machine (M2M) enabled equipment is driving a large growth of Field Service-based data
Benchmarking VoIP Performance Management
Benchmarking VoIP Performance Management March 2008 Page 2 Executive Summary Aberdeen surveyed 159 organizations to identify best practices for managing Voice over Internet Protocol (VoIP). This report
CASE-IN-POINT: AVAYA'S SUPPLY CHAIN TRANSFORMATION - ENABLED BY A VISION FOR PEOPLE, PROCESS, AND TECHNOLOGY
CASE-IN-POINT: AVAYA'S SUPPLY CHAIN TRANSFORMATION - ENABLED BY A VISION FOR PEOPLE, PROCESS, AND TECHNOLOGY April, 2015 Bryan Ball, Vice President and Group Director, Supply Chain, Retail and Operations
ERP in Manufacturing 2012
ERP in Manufacturing 2012 The Evolving ERP Strategy July 2012 Nick Castellina, Kevin Prouty Page 2 Executive Summary Enterprise Resource Planning (ERP) has been defined as an operational and transactional
Time and Attendance Strategies for the Modern Workforce
White Paper Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking
Business Analytics Evaluation Guide. Integrated Financial Planning and Forecasting Performance Blueprint Powered by IBM Cognos Express
Business Analytics Evaluation Guide Integrated Financial Planning and Forecasting Performance Blueprint Powered by IBM Cognos Express 2 Integrated Financial Planning and Forecasting Performance Blueprint
Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries. February 2013 Nuris Ismail, Reid Paquin
Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries February 2013 Nuris Ismail, Reid Paquin Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries The impact Maintenance,
Time and Attendance Strategies for the Modern Workforce. Moving beyond yesterday s solutions in workforce management
Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking technological
Greater visibility and better business decisions with Business Intelligence
Greater visibility and better business decisions with Business Intelligence 3 Table of contents Introduction 3 Introduction 5 Your challenge: too much data 6 Four key aspects when considering Business
Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
Workforce Management: Controlling Costs, Delivering Results
Workforce Management: Controlling Costs, Delivering Results Organizations today must balance the need to run an efficient and costeffective operation while remaining agile and flexible to meet both customer
ANALYTICS PAYS BACK $13.01 FOR EVERY DOLLAR SPENT
RESEARCH NOTE September 2014 ANALYTICS PAYS BACK $13.01 FOR EVERY DOLLAR SPENT THE BOTTOM LINE Organizations are continuing to make investments in analytics to meet the growing demands of the user community
a Host Analytics and Cervello primer
The Marriage of Business Intelligence and Corporate Performance Management a Host Analytics and Cervello primer Making faster and smarter business decisions by establishing a prepared mind for your organization
NETWORK SECURITY FOR SMALL AND MID-SIZE BUSINESSES
NETWORK SECURITY FOR SMALL AND MID-SIZE BUSINESSES September, 2015 Derek E. Brink, CISSP, Vice President and Research Fellow IT Security and IT GRC Report Highlights p2 p4 p6 p7 SMBs need to adopt a strategy
Automotive Engineering Change: The Key to Cost Reduction for Competitive Advantage
Engineering Change: The Key to Cost Reduction for Competitive The automotive industry has seen significant change over the last couple of decades, but looking to the future, there will be even more significant
What else could you do with the time you spend on budgeting?
What else could you do with the time you spend on budgeting? Budgeting As your company evolves, you have to devote more and more time to preparing your budgets. That s why Prophix brings you. This Best
The Four Components of HCL s Business Planning Accelerator for Insurance
The Problem In today s dynamic insurance industry, business planning is no longer just an operational necessity; it is a competitive differentiator. It needs to be fast, it needs to be accurate and it
To ERP or Not to ERP: It Isn't Even a Question
To ERP or Not to ERP: It Isn't Even a Question Enterprise Resource Planning (ERP) software is designed to be the system of record for operating and managing a business. Growing up out of the Manufacturing
Rethinking Your Finance Functions
Rethinking Your Finance Functions Budgeting, Planning & Technology BDO Canada Daniel Caringi ( dcaringi@bdo.ca ) September 25th, 2014 A journey of a thousand miles must begin with a single step. - Lao
A full spectrum of analytics you can get yourself
Industry area A full spectrum of analytics you can get yourself 5 reasons to choose IBM for self-service business intelligence Contents Self-service business intelligence that paints a full picture 3 Reason
Analytics for Oil & Gas
Analytics for Oil & Gas Table of Contents Project Delivery. 3 Sales & Operations. 5 Resources. 8 Finance. 10 Contact Us. 14 2 Are you tracking and maximizing the profitability of every project? Don t let
thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management
thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management September 2007 Page 2 Executive Summary Managing engineering change has always been hard, and is a regular
Financial Planning, Budgeting, and Forecasting
Financial Planning, Budgeting, and Forecasting February 2010 Nasreen Quibria, Cindy Jutras Page 2 Executive Summary Few companies remain unscathed in the aftermath of the economic crisis. The economic
Best practices for planning and budgeting. A white paper prepared by Prophix
A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations
Content Marketing in 2014:
Benchmark Report Content Marketing in 2014: Sponsored By: 2014 Demand Metric Research Corporation in Partnership with Ascend2. All Rights Reserved. TABLE OF CONTENTS 3 Executive Summary 10 Content Campaign
A proven 5-step framework for managing supplier performance
IBM Software Industry Solutions Industry/Product Identifier A proven 5-step framework for managing supplier performance Achieving proven 5-step spend framework visibility: benefits, for managing barriers,
EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS
EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS September, 2015 Omer Minkara, Research Director, Contact Center & Customer Experience Management Michael M. Moon, Research Director, Human Capital
2010 Project Management Report
2010 Project Management Report Standardized Best Practices and Technology Adoption in the AEC Industry January 2010 Cindy Jutras Page 2 Executive Summary A difficult economy and global competition leave
Sage ERP I White Paper. Driving SMB Efficiency With Business Intelligence
I White Paper Table of Contents Executive Summary.. 3 Improving Operational Efficiency With BI Is A High Priority.. 3 Why BI Is Important.. 3 BI Incorporates Multiple Applications.. 4 Data Consolidation
Working Smarter & Working Faster. How Mobile Workforce Management Solutions Are Changing the Game for SMBs
Working Smarter & Working Faster How Mobile Workforce Management Solutions Are Changing the Game for SMBs Contents Introduction...3 Better Visibility, Better Collaboration...4 Ever-Improving Service...5
Business analytics for manufacturing
IBM Software Group White Paper Date or Industry Identifier Business analytics for manufacturing Four ways to increase efficiency and performance 2 Business analytics for manufacturing Contents 2 Overview
Key Findings 3. The Workforce Management Technology Maturity Model 4. Present Challenges 6. Workforce Automation 8
Table of Contents Introduction 3 Key Findings 3 The Workforce Management Technology Maturity Model 4 Present Challenges 6 Workforce Automation 8 Ranking the Degree of Automation 10 The Importance of Governance
Spotting Opportunities With Your CRM
white paper Spotting Opportunities With Your CRM 3 Must-Fix Issues To Boost Lead Conversion & Accelerate Deals In today s competitive environment, companies are both increasing their investments in lead
Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance
Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Between March and July of 2012, Aberdeen surveyed 478 customer care executives regarding their contact center activities. Findings from
Preparing the Sales Plan: Best Practice Approaches from High Performing Sales Forces
Sales Management Association Webcast Preparing the Sales Plan: Best Practice Approaches from High Performing Sales Forces 28 October 2014 Presented by Copyright 2014 The Sales Management Association. About
Effective Enterprise Performance Management
Seattle Office: 2211 Elliott Avenue Suite 200 Seattle, Washington, 98121 seattle@avanade.com www.avanade.com Avanade is a global IT consultancy dedicated to using the Microsoft platform to help enterprises
Overcoming Obstacles to Retail Supply Chain Efficiency and Vendor Compliance
Overcoming Obstacles to Retail Supply Chain Efficiency and Vendor Compliance 0 GreenLionDigital.com How process automation, data integration and visibility, advanced analytics, and collaboration improve
Better visibility, extraordinary decision support. Sage Enterprise Intelligence
Better visibility, extraordinary decision support Sage Enterprise Intelligence Table of contents Introduction 3 Data: We have a problem 4 Four keys to greater visibility and better business decisions 5
Equities Dealing, Brokerage and Market Making
Equities Dealing, Brokerage and Market Making SEEK MORE Fully informed and ready to trade A whole world of information affects the equity markets economic data, global political events, company news and
Sales Forecast. From Misery to Mastery: How to Build a Better Sales Forecast Tim Stahley. Executive Summary
From Misery to Mastery: How to Build a Better Sales Forecast Tim Stahley Sales Forecast Executive Summary Effective sales forecasting is critical to the success of any company, yet many organizations continue
WHITE PAPER CRM and Marketing Automation. Integration for the Ultimate ROI
WHITE PAPER CRM and Marketing Automation Integration for the Ultimate ROI The B2B sales and marketing landscape has changed tremendously. Marketers no longer gather copious amounts of leads and hand them
Application Suite Overview INSIGHT PLAN EVALUATE
Application Suite Overview INSIGHT PLAN EVALUATE INSIGHT Get a Single, Fact-Based View of the Business. Put an End to My Data vs. Your Data. The Market6 Vantage Insight Module instantly gives retailers
FP&A Systems and Their Value
FP&A Systems and Their Value Contents/Agenda Introductions The value of CPM and it s functionality CPM Selection CPM Design CPM Implementation 2 INTRODUCTIONS Your Tactical Team Josh LaSov Tactical Cloud,
An Overview of the Convergence of BI & BPM
An Overview of the Convergence of BI & BPM Rich Zaziski, CEO FYI Business Solutions Richz@fyisolutions.com OBJECTIVE To provide an overview of the convergence of Business Intelligence (BI) and Business
First Class Mobile Application Performance Management
First Class Mobile Application Performance Management August 2012 Jim Rapoza ~ Underwritten, in Part, by ~ First Class Mobile Application Performance Management The rise of mobile applications and the
Selecting. CRM: Selecting, Customizing, and Utilizing for Effectiveness. Traversing Your Course. It s About the Indicators. Key Performance Indicators
CRM: Selecting, Customizing, and Utilizing for Effectiveness March 10, 2014 Laurie Slater, MBA, Partner, Corporate Health Group (CHG) lslater@corporatehealthgroup.com, 813 428 5107 Stephanie Boreale, Director
ERP Selection. Finding the Right Fit. October 2012 Nick Castellina, Peter Krensky
ERP Selection Finding the Right Fit October 2012 Nick Castellina, Peter Krensky Finding a needle in a haystack is hard, but the task pales in comparison to finding a specific needle in a pile of needles.
How Effectively Are Companies Using Business Analytics? DecisionPath Consulting Research October 2010
How Effectively Are Companies Using Business Analytics? DecisionPath Consulting Research October 2010 Thought-Leading Consultants in: Business Analytics Business Performance Management Business Intelligence
DATA DISCOVERY AND INTERACTIVE VISUALIZATION: AFFECT THRO THEIR EYES
DATA DISCOVERY AND INTERACTIVE VISUALIZATION: AFFECT THRO THEIR EYES October, 2015 Peter Krensky, Research Analyst, Analytics & Business Intelligence Report Highlights p2 p4 p5 p7 Pressures and challenges
White Paper HOW TO INCREASE YOUR COMPANY S VALUE WITH PREDICTIVE ANALYTICS. What is Predictive Analytics?
Investment Banking Valuation & Forensics White Paper A Mariner Holdings Company Business Advisory HOW TO INCREASE YOUR COMPANY S VALUE WITH PREDICTIVE ANALYTICS Predictive analytics has long been used
Total Workforce Management 2013: The State of Time and Attendance
Total Workforce Management 2013: The State of Time and Attendance Tracking time and attendance is at the core of workforce management. From Fred Flintstone marking his timecard with the beak of a pterodactyl
Time and Attendance Strategies for the Modern Workforce
White Paper Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking
Jabil builds momentum for business analytics
Jabil builds momentum for business analytics Transforming financial analysis with help from IBM and AlignAlytics Overview Business challenge As a global electronics manufacturer and supply chain specialist,
S&OP's Impact on Global Supply Chain Transformation
S&OP's Impact on Global Supply Chain Transformation The top three pressures driving companies to focus on supply chain transformation today are cost containment (66% of over 800 companies survey in December
Software: Driving Innovation for Engineered Products
Software: Driving Innovation for Engineered Products Software in products holds the key to innovations that improve quality, safety, and ease-of-use, as well as add new functions. Software simply makes
8 Tips for Winning the IT Asset Management Challenge START
Tips for Winning the IT Asset Management Challenge START A successful IT Asset Management (ITAM) program can help you lower your costs and increase your asset utilization. You benefit by avoiding unplanned
Streamlined Planning and Consolidation for Finance Teams Running SAP Software
SAP Solution in Detail SAP Solutions for Enterprise Performance Management, Version for SAP NetWeaver Streamlined Planning and Consolidation for Finance Teams Running SAP Software 2 SAP Solution in Detail
CRM in the World of Buyer 2.0
CRM in the World of Buyer 2.0 CRM in the World of Buyer 2.0 Professional selling has never been more challenging. A confluence of factors has created a sales environment that is faster paced and more complex
Financial Planning, Budgeting, and Forecasting
Financial Planning, Budgeting, and Forecasting Managing in Uncertain Economic Times January 2009 Cindy Jutras, David Hatch Page 2 Executive Summary New economic conditions are driving companies to become
Why Finance Should Automate Management & Regulatory Reporting Processes
May 25, 2016 Why Finance Should Automate Management & Regulatory Reporting Processes connecting senior-level financial executives since 1931 CPE Credits Today s webcast is worth 1 Continuing Professional
Patient Relationship Management
Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information
ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS
RESEARCH NOTE February 2015 ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS THE BOTTOM LINE Organizations are increasingly challenged to deliver higher quality, more consistent
Actuate for: Financial Management Reporting Applications
Any User. Any Data. Any Deployment. Enterprise Solutions Actuate for: Financial Management Reporting Applications Actuate Financial Management Reporting Applications integrate data from multiple financial
Unify your service data for a 360 O view of your business. ALLIANCE. Business Intelligence
Unify your service data for a 360 O view of your business. ALLIANCE Business Intelligence A fully integrated solution to help you optimize your overall Service Lifecycle Management strategy. The Astea
IBM 2010 校 园 蓝 色 加 油 站 之. 商 业 流 程 分 析 与 优 化 - Business Process Management and Optimization. Please input BU name. Hua Cheng chenghua@cn.ibm.
Please input BU name IBM 2010 校 园 蓝 色 加 油 站 之 商 业 流 程 分 析 与 优 化 - Business Process Management and Optimization Hua Cheng chenghua@cn.ibm.com Agenda Why BPM What is BPM What is BAM How BAM helps optimization
IBM Cognos TM1. Enterprise planning, budgeting and analysis. Highlights. IBM Software Data Sheet
IBM Software IBM Cognos TM1 Enterprise planning, budgeting and analysis Highlights Reduces planning cycles by as much as 75% and reporting from days to minutes Owned and managed by Finance and lines of
Performance Management in the Midmarket. January 2010 David Hatch, Max Gladstone
Performance Management in the Midmarket January 2010 David Hatch, Max Gladstone Page 2 Executive Summary Executives and line-of-business management in mid-sized businesses are increasingly feeling pressure
Accenture Human Capital Management Solutions. Transforming people and process to achieve high performance
Accenture Human Capital Management Solutions Transforming people and process to achieve high performance The sophistication of our products and services requires the expertise of a special and talented
Lead Prioritization and Scoring
Lead Prioritization and Scoring The Path to Higher Conversion May 2008 Page 2 Executive Summary This report identifies best practices in lead scoring and prioritization by analyzing the processes, capabilities,
Putting a Price Tag on Cloud Agility. Series: Because IT Means Business
Putting a Price Tag on Cloud Agility Series: Because IT Means Business Meet our Speakers Penny Collen Financial Solutions Architect Cloud Cruiser @pennyc15 David Linthicum Cloud Computing Visionary, CTO
Business Analytics: New Opportunities for the Medium-size Business
Business Analytics: New Opportunities for the Medium-size Business Wayne Kernochan January 2011 Focus Research 2011 All Rights Reserved Business Analytics: New Opportunities for the Medium-size Business
Sage ERP I White Paper. An ERP Guide to Driving Efficiency
I White Paper An ERP Guide to Driving Efficiency Table of Contents Executive Summary... 3 Best-in-Class Organizations Look to Enhance Efficiency... 3 How ERP Improves Efficiency... 3 Results... 6 Conclusion...
ERP in SME 2011. Setting the Stage for Growth. September 2011 Nick Castellina
ERP in SME 2011 Setting the Stage for Growth September 2011 Nick Castellina Page 2 Executive Summary While Enterprise Resource Planning (ERP) was once looked upon as a business solution that was only for
Understanding the Real Impact of Social Media Monitoring on the Value Chain
March 2013 Understanding the Real Impact of Social Media Monitoring on the Value Chain More and more companies have turned to social media monitoring or social listening tools to find the critical insights
SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE
Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that