2012 Budgeting, Forecasting, and Planning Survey. Insight into Processes, Solutions, and Business and Finance Teams

Size: px
Start display at page:

Download "2012 Budgeting, Forecasting, and Planning Survey. Insight into Processes, Solutions, and Business and Finance Teams"

Transcription

1 2012Budgeting, Forecasting,and PlanningSurvey InsightintoProcesses, Solutions,and BusinessandFinanceTeams

2 TableofContents IntroductiontoQuantrix s2012budgeting,forecasting,andplanningsurvey...3 ExecutiveSummary...4 SectionOne:AboutYourForecastingandPlanningProcess...5 Whatbestdescribesyourorganization'sbudgetingandplanningprocess:...5 Howfarintothefuturedoesyourstrategicplanextend?...5 Howapplicableislastyear'sforecasttoyourupcomingyear'sforecast?...6 Onaverage,howmanytimesdoyourecastyourbudget,asabusinessforecast, throughouttheyear?...6 Howmanyscenariosor"whatif"/ad hoctypeofforecastsareyourequiredtoprovide duringthecourseofayear?...7 Howquicklydoesyourteamneedtoturnaroundad hoc/"what if"scenarios?... 7 Whichofthefollowingfactorspromptsrequestsforalternativeoradditionalscenarios/adhocplans?...8 Atwhatpointdoyouexpectyourannualbudgettargetstobecomeobsolete?...8 SectionTwo:AbouttheElementsInvolvedinYourBudgets,Forecasts,andPlans...9 Howimportantarethefollowingmarketforcesandbusinessdriverstoyourforecast?...9 Howmuchofaninformationchallengedothesefactorspresenttoyourabilitytodevelop accurate,insightfulforecasts,plans,andbudgets...10 Howmuchofatechnicalchallengedothesefactorspresenttoyourabilitytodevelop accurate,insightfulforecasts,plans,andbudgets...10 Whichofthefollowingdoyouuseinyourfinancialplanningandanalysisprocess?...11 Doesyourcompanyhaveanyofthefollowingstrategicinitiativesfor2012?...11 SectionThree:AboutYourFinancialPlanningandAnalysisTeam...12 Whatmanageriallevelsinyourorganizationparticipateinthefinancialplanningand analysisprocess?...12 WhatITpersonnelinyourorganizationareinvolvedinthefinancialplanningandanalysis process?...13 Onaverage,howmanypeopleinyourorganization,includingITandbusiness,areinvolved inthefinancialplanningandanalysisprocess?...13 Onaverage,howmanywithinyourorganizationdoyousharefinancialplans?...14 Doyoushareallorpartofyourbusiness/financialplanswithorganizationsoutsideofyour company,suchassuppliersandpartners?...14 Onaverage,howmuchtimedoesyourteamspendeachmonthformatting business/financialplanssothattheycanbesharedbothinternallyandexternally?...15 Whatpercentofyourteam'stimeisspentonthefollowingactivities?...15 AboutourRespondents...16 Sizeoforganization...16 Marketswhereorganizationsells...16 Titleofrespondent...17 AboutQuantrixModeler BudgetingandPlanningSurvey page2

3 IntroductiontoQuantrix s2012budgeting,forecasting,and PlanningSurvey Asaleadingproviderofbusinessmodelingandanalyticssolutions,Quantrixiscommittedto helpingbusinessandfinanceprofessionalsdevelopaccurateandinsightfulforecasts,budgets, andplans.thecompanysurveyeditslistofcustomersandcontactsabouttheircompany s forecastingandplanningprocess,team,andtoolsetssothatitcouldgaininsightintoindustry challengesandtrends. ThesurveywasconductedduringFebruary2012,with158responses.Respondentswere offerednoguaranteedindividualincentive,butwereabletoenterforachancetowineithera Kindleelectronicreadingdevice,ora$150USdonationtothecharityoftheirchoice. Thefollowingpageshighlightresultsfromthesurvey.Respondentsvariedacrosscompanysize, geography,andindustry;readerscanfindfurtherinformationonrespondentdemographics startingonpage16. Chartsrepresentaveragesacrossalldemographicresponses.Wherethedatavaryfromthe averagesinsignificantways,moreinformationisincludedinthetext. Thissurveyusesthesetermstomeanthefollowing: Budget:Aone yearfinancialplanofdetailedrevenueandexpensesbyprofitandcost centers,consolidatedatthecorporatelevel. StrategicPlan:Amulti yearplanusedbyanorganizationtoalignitsorganizationand budgetstructurewithorganizationalpriorities,missions,andobjectives.alsousedfor strategicinitiativessuchasacquisitionsormarketexpansionandtoidentifysourcesand usesofcapital. ScenarioPlan:Anad hocplantoanalyzevariationtobudgetorplansand/ortoa specificbusinessevent/request. BusinessForecast:Periodic(e.g.quarterlyormonthly)revisionstobudgetsandplans basedonactualresultsandnewdata. Sales&OperationsForecast:Anestimateoffutureoperationaloutcomesthatuses historicalinternaloperationalandsalesdatainadditiontoexternalmarketand economicindicators;usuallyasub componenttobudgetsandplansbasedonactual resultsandnewdata. AllinformationonthesepagesisproprietarytoQuantrix,andcanbeusedwithpermissiononly. Shouldyouwishtousetextordatafromthereport,pleasecontactDPhillips@Quantrix.com. 2012BudgetingandPlanningSurvey page3

4 ExecutiveSummary Top levelinformationfromthequantrix2012budgetingandforecastingsurvey: Thebusinessoutlookisimproving,assurveyrespondentsreportthat preparingfor growth isthemostimportantdriverindevelopingtheirbudgets,forecasts,andplans. Thisholdstrueacrossallcompanysizesandmarketsectors,andwillrequirebusiness andfinanceprofessionalstoshiftgearsfromadownsizingmodeintooneofexpansion. Businessandfinanceprofessionalsspendatroublingamountoftimeonroutine, administrativetasks,ratherthanonin depthanalysis:almostthree quartersoftheir time 72% isspentadministeringtheoverallprocessandcollectingandvalidating data.theamountoftimetheyspendonvalue addedanalysisisdownto28%.this highlightsaneedforrobusttoolsthatstreamlineadministrativeprocessesandfocus professionals attentionondevelopingplansthatdelivertheinsightfulinformation companieswillneedtomeetthisnewperiodofgrowth. Spreadsheetscontinuetobedominant,butbusinessandfinanceprofessionalsarenot happyaboutit:closeto90%ofallcompaniesusespreadsheetsintheirfinancial planningandanalysisprocess,butmorethan50%reportthattheyplantoreducetheir relianceuponspreadsheetsforfinanceactivities. Businessandfinanceprofessionalscontinuetospendasignificantamountoftime recastingbudgetsandrespondingtoad hocqueries.mostcompanies 58% rework budgetsquarterly,andhalfofallrespondentsprovidefourormoread hocscenariosper year.responsetimecontinuestoaccelerate,particularlyforsmallcompanies:13%of thosewithlessthan50employeesmustprovidead hocscenarioswithin24hours. Themostimportantdriverforthecreationofscenarioscontinuestobe variancefrom forecast.sinceprofessionalsarespendingclosetothree quartersoftheirtimeon routinetasksratherthanvalue addactivities,whatisbeingsacrificedisqualityand timelinessofanalysis.companiesneedtoinvestmoretimeevaluatingthebusiness factorsdrivingscenarios/adhocplansratherthanonthecurrentplanbeingwrong. Thefinancialplanningandanalysisprocessinvolvesacomplexarrayofpeopleandtools,and toomuchtimeandeffortiswastedinnon essentialtasks.thesepressurescanonlybe overcomewithrobusttoolsetsthatenableprofessionalstogather,analyze,model,andshare dataefficientlyandeffectively. Overtime,businessandfinanceprofessionalsfindthatit shardtomodifyandadapt spreadsheetsforchangingbusinessconditions,andthatit stootimeconsumingtousethemfor anythingmorethansimplisticscenarioplanning, saysrobertkugel,svp&researchdirector BusinessResearchatVentanaResearch. Butthereareanewgenerationofspreadsheet alternativessuchasquantrixthataredesignedtobeusedbybusinessandfinance professionals,notjustitdepartments,whichcanimprovetheirplanning,forecasting,and budgeting. 2012BudgetingandPlanningSurvey page4

5 SectionOne:AboutYourForecastingandPlanningProcess Whatbestdescribesyourorganization'sbudgetingandplanningprocess: 7% 14% Ourcompanyhasjustabudget 28% Ourcompanyhasbothabudget andastrategic(mulk year)plan Themajorityofrespondentstothesurveydevelopbothastrategicplanandabudgeteachyear. Thelargerthecompany,themorerelianceonthistactic:26%ofcompanieswithlessthan50 employeesuseabudgetonly,while44%createabudgetandastrategicplan.butverylarge companies thosewithmorethan5,000employees reportthat77%usebothabudgetanda strategicplan.companiesthatselltoconsumersaremorelikelytooperatewithjustabudget: 23%ofB to Ccompaniesreportingthischoice.Yet,companiesthatselltootherbusinesses(Bto B)aresplitbetweentwooptions,with38%reportingtheyincorporatetheirbudgetwithin theirstrategicplan,and38%reportingtheydevelopbothbudgetsandstrategicplans. Howfarintothefuturedoesyourstrategicplanextend? 51% Ourcompanyhasastrategic planthatincorporatesabudget forthenextfiscalyear Ourcompanyhasastragekc planbuthaseliminated,or neverusesabudget 39% 22% 10% Oneyear Twoyears 29% Threeyears Fourormoreyears Acrossallmarkets,29%ofcompanies strategicplansencompassthreeyearsand39% encompassfourormoreyears.however,46%ofverylargecompanies thosewithmorethan 5,000employees reportthattheirplansextendforfourormoreyears. 2012BudgetingandPlanningSurvey page5

6 Howapplicableislastyear'sforecasttoyourupcomingyear'sforecast? 1=notapplicable;2=somewhatapplicable;3=extremelyapplicable Averageanswer:2.2 Theaverageansweracrossallmarketsandcompanysizeswas2.2,butevenindividualsegments displayedlittlevariationfromthatpoint.inaddition,thisnumberremainedconstantfromthe 2011versionofthissurvey.Nomatterthesizeofacompanyormarkettowhichitsells, businessescannotrelyuponlastyear sforecasttooffermeaningfulinsightintothefuture, particularlyinavolatileeconomy. Onaverage,howmanytimesdoyourecastyourbudget,asabusinessforecast, throughouttheyear? 13% 9% 19% Monthly Quarterly Annually 58% Never Thevastmajorityofrespondents 58% recasttheirbudgetsquarterly,butlargercompanies reportthattheygothroughthisexercisemorefrequentlythantheaverage.ofcompanieswith morethan1,000employees,33%reportthattheyrecasttheirbudgetmonthly;ofthosewith morethan5,000employees,30%reportthattheyrecastmonthly,comparedwithonly19%of companiesoverall.b to Bcompaniesaremostlikelytorecastquarterly(63%)ormonthly(25%), whileb to Ccompaniesrecastlessfrequently:17%reportthattheyrecastannualy. 2012BudgetingandPlanningSurvey page6

7 Howmanyscenariosor"whatif"/ad hoctypeofforecastsareyourequiredto provideduringthecourseofayear? 20% 12% 6% 12+scenariosperyear 7 11scenariosperyear 29% 32% 4 6scenariosperyear 1 3scenariosperyear Acrossallcompanytypesandsizes,themajorityofrespondentsreportthattheyprovidead hoc scenariosduringtheyear:32%reportthattheyprovidebetweenfourandsixperyear,and another29%reportthattheyprovideonetothreeperyear.b to Bcompaniesandcompanies with5,000ormoreemployeesprovidethemostad hocscenarios,with15%oftheformerand 16%ofthelatterprovidingmorethan12scenariosperyear. Howquicklydoesyourteamneedtoturnaroundrequestsforad hocor"whatif"scenarios? 5% 18% 17% Within24hours Withinoneweek 16% 44% Withintwoweeks Onemonthormore Wedonotprovidead hocscenarios While18%ofrespondentsoveralldonotprovidead hocscenarios,thecompaniesthatdomust turnthemaroundquickly:17%provideresultswithin24hours,andanadditional44%provide themwithinoneweek.b to Bcompaniesareunderthemostpressure,with25%reportingthey mustturnscenariosaroundwithin24hours,buteven13%ofsmallcompanies(lessthan50 employees)needtoprovideresultswithinoneday.for62%oflargecompanies(morethan 5,000employees)scenariosmustbedeliveredwithinoneweek.AkeybenefitofQuantrixisthe abilitytocreate whatif scenarios onthefly ;therebyimprovingthetimelinessofanalysis. 2012BudgetingandPlanningSurvey page7

8 Whichofthefollowingfactorspromptsrequestsforalternativeoradditional scenarios/ad hocplans? Changingcurrencyrates Changingcommodityprices Newproduct Newmarket Newcompektororcompekkvebehavior Variancefromforecast Percentofrespondents Acrossbusinessesofallsizesandmarketsegments,variancefromforecastwasthemostlikely reasonacompanywouldrequestanadditionalscenarioorplan,with63%ofrespondents selectingthischoice.thisisevenmoretrueforthelargestcompanies,as75%ofthosewith morethan5,000employeesindicatethatvariancespromptadditionalscenarios.companies withbetween1,000and4,999employeesaremoreimpactedbychangingcommodityprices, with67%sayingthiswasadriverforadditionalscenarios. Atwhatpointdoyouexpectyourannualbudgettargetstobecomeobsolete? 10% 25% 13% 24% Beforetheyearbeginstheyarealready obsolete Onetothreemonthswithinthefiscalyear Fourtosixmonthswithinthefiscalyear 5% 22% Seventoninemonthswithinthefiscalyear 10to12monthswithinthefiscalyear Never,theyarealwaysuseful Threequartersofsurveyrespondentsreportthattheirannualbudgettargetsbecomeobsolete atsomepointwithintheyear,withmorethanhalfreachingthatpointwithinthefirstsix months.smallercompaniesfacethemostchallengesinthisarea:18%ofcompanieswithless than50employeesreportthattheirbudgetsareobsoletebeforetheyearbegins. 2012BudgetingandPlanningSurvey page8

9 SectionTwo:AbouttheElementsInvolvedinYourBudgets, Forecasts,andPlans Howimportantarethefollowingmarketforcesandbusinessdriverstoyour forecast? (Currentvs.NextYear;Scale:1=NotImportant,2=SomewhatImportant,3=VeryImportant) CommodityPricing CompekkveAckons CurrencyFluctuakon MulknakonalPolikcalEvents CapitalPurchases ChannelExpansion Nextyear Current CostCuqng Outsourcing PreparingforGrowth Downsizing Companieswearyofthechallengingeconomywillfindsomecomfortinthefactthat,acrossall surveyparticipants,themostimportantbusinessdriverforthisyearandnextispreparingfor growth.thisistrueofallmarketsegmentsandcompanysizes,withtheexceptionofcompanies withmorebetween1,000and5,000employees,whichlistchannelexpansionasthetopdriver (2.7ranking)followedcloselybypreparingforgrowth(2.6).Theleastimportantdriveris downsizing.nextyearlooksequallyaspromising,withallrespondentspegginggrowthasan evenmoreimportantdriver.however,acloserunnerupiscostcutting,withcompanieslarger than1,000employeeslistingitasthesecond mostimportantbusinessdrivertopreparefornext year. 2012BudgetingandPlanningSurvey page9

10 HowmuchofanINFORMATIONchallengedothesefactorspresenttoyour abilitytodevelopaccurate,insightfulforecasts,plans,andbudgets. (Scaleof1 5,Where1=LeastChallenging) Geqngdatainakmelyfashion Geqngcomprehensivedata Geqngreliabledata Geqngaccesstotherightpeopleforinformakon Businessandfinanceprofessionalscontinuetostrugglewithallaspectsofgettingdata,ranking everycategoryasevenmorechallengingthanin2011 ssurvey.verylargecompanies(5,000or moreemployees)saythatgettingcomprehensivedataisthemostdifficult(3.0onthescale). Thosewithlessthan5,000employees,includingsmallcompanieswithlessthan50emploees, saythatgettingreliabledataistheirbiggestinformationchallenge. HowmuchofaTECHNICALchallengedothesefactorspresenttoyourabilityto developaccurate,insightfulforecasts,plans,andbudgets. (Scaleof1 5,Where1=LeastChallenging) Replicakonoferrorsinlegacydatabases/planningtools Decipheringplanningmodel'sformulasand/ordata sources Abilitytoviewdatainmulkpledimensions(e.g.,by region,productgroup,division,country,etc.) Customprogrammingrequiredtoaccessinternaldata Overcominginternaldatasilos/needto"rollup"mulkple andinconsistentsourcesofdatathroughoutthe organizakon Thetechnicalaspectsofusingthedataposeevengreaterchallengesforcompaniesthangetting accesstodata. Rollingup dataisthemostchallengingaspectforallcompanies,but particularlysoforcompanieswithmorethan5,000employees:thesecompaniesrankitas3.6 onthescale,comparedwitharankof3.2acrosstheboard.whileallcompaniesstrugglewith decipheringtheformulasanddatasourcesoftheirmodels,b to Ccompaniesrankitastheir biggestchallenge,at3.5onthe5 pointscale. 2012BudgetingandPlanningSurvey page10

11 Whichofthefollowingdoyouuseinyourfinancialplanningandanalysis process? Businessintelligencetools Standalonebudgekngandplanningtool ERPbudgekngmodel Mulkdimensionalbusinessmodelingtools(e.g. Quantrix) Spreadsheets(e.g.Excel) Percentofrespondents Spreadsheetscontinuetobethemostwidelyusedtoolforfinancialplanningandanalysisacross allcompanysizesandsectors.thelargerthecompany,themoretheyareused:92%of companieswithmorethan5,000employeesreportusingspreadsheetsforfp&a;79%of companieswithlessthan50employeesusespreadsheets,and36%relyonmultidimensional businessmodelingtoolssuchasquantrix. Doesyourcompanyhaveanyofthefollowingstrategicinitiativesfor2012? ReduceIToverheads AdoptSaaSapplicaikonswherepossible Reducerelianceonspreadsheetsforfinance ackvikes MoveinternalapplicakonstotheCloud Percentofrespondents Spreadsheetsmaybedominant,butsurveyrespondentsarenothappyaboutit:they overwhelminglyreportthattheyplantoreducetheirrelianceuponthemforfinanceactivities. Companieswithbetween1,000and4,999employeeshavethemostaggressiveplans:61%want toreducerelianceonspreadsheets.forverylargecompanies(morethan5,000employees),the highestrankingitemwastoreduceitoverheads(75%). 2012BudgetingandPlanningSurvey page11

12 SectionThree:AboutYourFinancialPlanningandAnalysisTeam Whatmanageriallevelsinyourorganizationparticipateinthefinancial planningandanalysisprocess? CEO CFO Controller DepartmentalManagers GeneralManagers RegionalManagers ProductManagers ChannelManagers Sales&Markekng FinancialPlanners Percentofrespondents ThefinancialplanningandanalysisprocessextendsfarbeyondtheFP&Ateam,assurvey respondentsreportabroadrangeofmanagerialinput.whileit sexpectedtofindheavy involvementfromc levelexecutivesandfinancialexecutives,companieslookforinputfrom departmental,regional,channel,andproductmanagers. 2012BudgetingandPlanningSurvey page12

13 WhatITpersonnelinyourorganizationareinvolvedinthefinancialplanning andanalysisprocess? Percentofrespondents ITremainsinvolvedinthefinancialplanningprocessinnumerouswaysformostcompanies, with31%ofcompaniesreportingthatitchoosesanddeploystools,and24%statingthatit programstheinterfacesrequiredtoextractdatafromdatawarehouses.itismoreinvolvedin 2012thanitwasinlastyear ssurvey:thisyear,39%ofrespondentssaidthatitisnotinvolved,a 10 pointdropfromlastyear sresultof49%. Onaverage,howmanypeopleinyourorganization,includingITandbusiness, areinvolvedinthefinancialplanningandanalysisprocess? CIOandupper levelittochooseanddeploy toolsets ITmanagementtodetermineandimplement securityprotocols ITmanagementandstafftoestablishprocessfor dataaccess ITstafftoprograminterfacesusedtoextractdata fromdatawarehouses ITisnotinvolvedinmycompany'splanning process % 5% 6% 11% 21% 56% 1to10 11to25 26to50 51to75 76to100 morethan100 CompaniescontinuetorequirealotofinputduringtheFP&Aprocess,andthelargerthe company,themorepeopleinvolved.forcompanieswithlessthan50employees,92%report thatbetween1and10peopleareinvolved.forcompanieswithmorethan5,000employees 31%relyonmorethan100peopleintheprocess. 2012BudgetingandPlanningSurvey page13

14 Onaverage,withhowmanypeoplewithinyourorganizationdoyou sharefinancialplans?(e.g.,ceo,boardofdirectors,countrymanagers,salesmanagers,etc.) 2% 4% 5% 21% 68% 1to25 26to50 50to to200 morethan200 Companiesofallsizesmustsharefinancialplansthroughouttheorganization:bigger companies,inparticular,mustchoosebudgeting/forecasting/planningtoolsinorderto accommodatethelargenumberswithwhomtheymustshare.closetoonequarterof companieswithmorethan5,000employeesshareplanswithmorethan200people.for companieswithbetween1,000and4,999employees,42%shareplanswith26 50people. Doyoushareallorpartofyourbusiness/financialplanswithorganizations outsideofyourcompany,suchassuppliersandpartners? 5% 16% Yes,wesharefinancialplans externally 79% No,wedonotsharefinancial plansexternally Wehavenotsharedplansinthe past,butplanondoingsointhe future Whilecompaniescontinuetoshareplansinternally,fewersharethemoutsideofthefirm.While 23%reportedsharingplansexternallylastyear,thisyearonly16%reportdoingso.Companies withbetween1,000and4,999employeeswerethemostlikelytoshareplans,with25% reportingthattheyshareexternally. 2012BudgetingandPlanningSurvey page14

15 Onaverage,howmuchtimedoesyourteamspendeachmonthformatting business/financialplanssothattheycanbesharedbothinternallyand externally? Formattingplansforsharingisatime consumingtaskforcompaniesofallsizes,butlargerones reportspendingmoretimeonthisprocessthanthosethataresmaller.forcompanieswith morethan5,000employees,38%reportspendingbetween6and10hourspermonthonthis task,and30%reportspendingmorethan20hours.forcompanieswithbetween1,000and 4,999employees,17%spendmorethan20hours. Whatpercentofyourteam'stimeisspentonthefollowingactivities? 16% 13% 34% 37% Lessthan5hourspermonth Between6and10hoursper month Between11and20hoursper month Morethan20hoursper month 28% 39% Colleckngandvalidakngdata 33% Administeringprocess Conduckngvalue added analysis Oneofthemostconcerningpiecesofdatafromlastyear ssurveywashowlittletimebusiness andfinanceprofessionalswereabletodevotetowardthevalue addedanalysisofinformation 31%.Thisyear ssurveyshowsnoimprovement,with28%spentontheanalysisthatdrives insightfulbusinessdecisions.companiesclearlyneedrobusttoolstostreamlinedatacollection andvalidationaswellastheoverallfinancialplanningprocess. 2012BudgetingandPlanningSurvey page15

16 AboutourRespondents Totalnumberofresponses:158 Whatisthesizeofyourorganization? 12% 26% 13% 11% 39% Lessthan50employees 50to100employees 101to1,000employees 1,001to5,000employees Morethan5,000employees Pleaseselectoneanswerthatbestdescribesthemarketstowhichyousell. 36% 41% Businesstobusiness Businesstoconsumer 23% Bothbusinesstobusinessand businesstoconsumer 2012BudgetingandPlanningSurvey page16

17 Pleasechooseoneitemfromthefollowinglistthatmostclosely matchesyourtitle: CEO CFO FP&A Controller CIO/ITManagement DepartmentalManager OtherBusinessManagement Sales&Markekng Percentofrespondents 2012BudgetingandPlanningSurvey page17

18 AboutQuantrixModeler QuantrixModeler smultidimensionalbusinessmodelingandanalytics(bma)softwareenables financialprofessionalstobreakawayfromtherestrictionsofspreadsheettechnologyand enterprisebusinessintelligenceapplicationstoquicklydevelopfinancialmodelsofthehighest integrity,flexibility,andtransparency.quantrixmodelerisadesktopbusinessmodelingand analytics(bma)softwaresolutionthatenablesfinancialandbusinessplannerstounderstand theimpactofdecisionsthroughmulti dimensionalmodeling,visualizations,and whatif scenarios. Quantrixhasreleasedversion4ofQuantrixModeler.Keynewfeaturesincludeimprovements toscripting,theabilitytoaddhyperlinksandimagesintocells,andaglobalproblemspanelto quicklyandeasilyidentifyissueswithinamodel. Businessandfinanceprofessionalsneedtospendmoretimeonvalue addedactivities,andless timemanagingmodels, saysmichaelsalisbury,productmanager,quantrix. Newfeaturesin thisversionofquantrixmodelersupportourcustomers needsforarobustmodelingplatform thatenablesthemtomakequick,accuratedecisionsbasedonprecisionmodelswiththelatest data. FeaturesofQuantrixModeler4include: ScriptManager:Thisfeatureenablesuserstocreatelibrariesofscriptsthatcanbe easilysharedwiththeirothermodels,aswellasimprovementstouserinterface controlsandauto completefunctions. HyperlinksandImagesinCells:Withversion4,userscanincorporatehyperlinkswithin thecellsoftheirmodelstoexternalurls,toanotherlocationwithinthemodel,ortoan externalfile.inaddition,userscanplaceimagesdirectlyinthecellsoftheirmodels. GlobalProblemsPanel:Usersnowcanviewallerrors,warnings,andconditionswithin theirmodelfromonecentrallocation.modelswitherrorswillautomaticallydisplaya bannerpromptinguserstoviewthepanel. Quantrixversion4isavailableforbothWindowsandMacintoshplatforms.VisittheQuantrix websitetodownloadatrial,understandhowquantrixcompareswithspreadsheets,viewa varietyofsamplemodels,orlearnmoreabouttheqloudweb reportingservicethatenables businessandfinanceprofessionalstopublishmultidimensionalquantrixmodelstotheweb. Clickheretodownloadacopyofthe2011Budgeting,Forecasting,andPlanningSurvey. 2012BudgetingandPlanningSurvey page18

!!! 2014!!2015!NONPROFIT!SALARY!&!STAFFING!REPORT! NEW$YORK$CITY$AREA$ $ $ $ $ $ $

!!! 2014!!2015!NONPROFIT!SALARY!&!STAFFING!REPORT! NEW$YORK$CITY$AREA$ $ $ $ $ $ $ 2014 2015NONPROFITSALARY&STAFFINGREPORT NEWYORKCITYAREA 2014NONPROFITSURVEYFINDINGS&2015TRENDS EXECUTIVESUMMARY Thisyear ssalarysurvey201422015confirmsgrowth andchallengesinthesectorduring2014andthestrong

More information

Threat!and!Vulnerability!Assessments!

Threat!and!Vulnerability!Assessments! ThreatandVulnerabilityAssessments https://www.cybersecdefense.com @cybersecdefense 13720JetportCommerceParkway STE13 Ft.Myers,FL33913 COPYRIGHT 2015,CybersecurityDefenseSolutions,LLC ALLRIGHTSRESERVED

More information

E-Business, E-Commerce, and Information Systems

E-Business, E-Commerce, and Information Systems E-Business, E-Commerce, and Information Systems Databases & The Digital Economy E-Business & E-Commerce There was a difference between the Old Economy and the New Economy The first consisted of traditional

More information

IT Portfolio Management

IT Portfolio Management IT Portfolio Management The Critical Step to Continually Optimizing Your Data Center Consolidation and Migration Initiatives Christopher Steel Digital Government Institute s Cloud Computing & Data Center

More information

ecommerce Revenue Business Model Calculator User Guide

ecommerce Revenue Business Model Calculator User Guide ecommerce Revenue Business Model Calculator User Guide Excel-based Ecommerce Revenue Calculator This Excel-based Calculator allows the user to review different ecommerce scenarios and their impact on total

More information

Copyright 2011 Kinaxis Inc. All Rights Reserved. 1

Copyright 2011 Kinaxis Inc. All Rights Reserved. 1 Copyright 2011 Kinaxis Inc. All Rights Reserved. 1 Integrated Business Planning: Fact or Fiction? Bill DuBois business consulting bdubois@kinaxis.com Copyright 2011 Kinaxis Inc. All Rights Reserved. 2

More information

ORACLE INTEGRATED OPERATIONAL PLANNING

ORACLE INTEGRATED OPERATIONAL PLANNING ORACLE INTEGRATED OPERATIONAL PLANNING KEY FEATURES AND BENEFTIS KEY FEATURES Integrated operational and financial planning models to help develop accurate revenue and profit projections Change based calculation

More information

A Workforce Management View of Outsourcing. Kim Kegg Sr. Product Manager Aspect eworkforce Management

A Workforce Management View of Outsourcing. Kim Kegg Sr. Product Manager Aspect eworkforce Management A Workforce Management View of Outsourcing Kim Kegg Sr. Product Manager Aspect eworkforce Management The Mission of Workforce Management To assure you meet your sales, service, and campaign goals with

More information

Data-Driven Marketing

Data-Driven Marketing Marketing Practices and Performance Benchmarks Data-Driven Marketing Research Summary Report Ascend2 Research Conducted in Partnership with Leading Marketing Solution Providers Data-Driven Marketing Research

More information

Model-driven Business Intelligence Building Multi-dimensional Business and Financial Models from Raw Data

Model-driven Business Intelligence Building Multi-dimensional Business and Financial Models from Raw Data Model-driven Business Intelligence Visual analytics software receives a lot of well-deserved attention these days because it has advanced to the point where it allows business users to make sense out of

More information

ITIL Intermediate Lifecycle Stream:

ITIL Intermediate Lifecycle Stream: ITIL Intermediate Lifecycle Stream: SERVICE TRANSITION CERTIFICATE Sample Paper 1, version 6.1 Gradient Style, Complex Multiple Choice SCENARIO BOOKLET This booklet contains the scenarios upon which the

More information

Q4 results 2010. 9 February 2011 Jørgen Bredesen, CEO Björn Wigström, CFO

Q4 results 2010. 9 February 2011 Jørgen Bredesen, CEO Björn Wigström, CFO Q4 results 2010 9 February 2011 Jørgen Bredesen, CEO Björn Wigström, CFO Improved performance before restructuring costs Financial highlights Order backlog increased by 5.1% vs Q4 2009 Activity level increasing,

More information

Marketing Automation Strategy SURVEY SUMMARY REPORT

Marketing Automation Strategy SURVEY SUMMARY REPORT MARKETING PRACTICES AND PERFORMANCE BENCHMARKS Marketing Automation Strategy SURVEY SUMMARY REPORT Monthly Research Series Conducted in Partnership with Leading Marketing Solution Providers Marketing Automation

More information

CEM+ Calculator HOW DO YOU PREDICT THE ROI OF CUSTOMER EXPERIENCE? Introduction

CEM+ Calculator HOW DO YOU PREDICT THE ROI OF CUSTOMER EXPERIENCE? Introduction HOW DO YOU PREDICT THE ROI OF CUSTOMER EXPERIENCE? A key obstacle cited by many executives for measuring the customer experience is the difficulty of monetising the value of investments for improvement,

More information

SAI GLOBAL LIMITED Risk Management Policy

SAI GLOBAL LIMITED Risk Management Policy SAI GLOBAL LIMITED Risk Management Policy SAI Global Ltd ABN 67050611642 Last Updated: February 2012 Contents 1. Risk Management... 3 2. Policy... 3 3. Risk Management Philosophy... 3 4. Risk Appetite...

More information

Annual Assessment Plan (August 1-September 30) Academic Department Financial Aid Center. Year 2009-2010. Degree Level.

Annual Assessment Plan (August 1-September 30) Academic Department Financial Aid Center. Year 2009-2010. Degree Level. Annual Assessment Plan (August 1-September 30) Academic Department Financial Aid Center Year 2009-2010 Title of Program Degree Level University Goal Objectives Expected Results (Outcomes) Revise the Financial

More information

Beyond Mandates: Getting to Sustainable IT Governance Best Practices. Steve Romero PMP, CISSP, CPM IT Governance Evangelist

Beyond Mandates: Getting to Sustainable IT Governance Best Practices. Steve Romero PMP, CISSP, CPM IT Governance Evangelist Beyond Mandates: Getting to Sustainable IT Governance Best Practices Steve Romero PMP, CISSP, CPM IT Governance Evangelist Agenda > IT Governance Definition > IT Governance Principles > IT Governance Decisions

More information

Social Media Strategy

Social Media Strategy Marketing Strategy and Performance Benchmarks Social Media Strategy Research Summary Report Ascend2 Research Conducted in Partnership with Leading Marketing Solution Providers Social Media Strategy Research

More information

About The CMO Survey. Mission. Survey Operation. Sponsoring Organizations

About The CMO Survey. Mission. Survey Operation. Sponsoring Organizations About The CMO Survey Mission - To collect and disseminate the opinions of top marketers in order to predict the future of markets, track marketing excellence, and improve the value of marketing in firms

More information

Lead Generation Strategy

Lead Generation Strategy Marketing Performance Benchmarks Lead Generation Strategy Research Summary Report Ascend2 Research Conducted in Partnership with Leading Marketing Solution Providers Lead Generation Strategy Research Summary

More information

Sage ERP Solutions I White Paper

Sage ERP Solutions I White Paper I White Paper Transforming Finance into a Strategic Resource www.sagenorthamerica.com Table of Contents Executive Summary... 3 Benefits of a Strategic Finance Function... 3 What Finance Needs to Become

More information

How to Develop Successful Enterprise Risk and Vendor Management Programs

How to Develop Successful Enterprise Risk and Vendor Management Programs Project Management Institute New York City Chapter January 2014 Chapter Meeting How to Develop Successful Enterprise Risk and Vendor Management Programs Christina S. Kite Senior Vice President Corporate

More information

Practical Approaches to Achieving Sustainable IT Governance

Practical Approaches to Achieving Sustainable IT Governance Practical Approaches to Achieving Sustainable IT Governance Beyond Mandates: Getting to Sustainable IT Governance Best Practices Agenda IT Governance Definition IT Governance Principles IT Governance Decisions

More information

Building a Business Case for a Work and Asset Management System

Building a Business Case for a Work and Asset Management System Building a Business Case for a Work and Asset Management System John F. Rich Rich Consulting, LLC Presented by: Energy. Knowledge. Results. Lessons from Best Practice Companies The Business Case Should

More information

ENTREPRENEURIAL FINANCE: Strategy, Valuation, and Deal Structure

ENTREPRENEURIAL FINANCE: Strategy, Valuation, and Deal Structure ENTREPRENEURIAL FINANCE: Strategy, Valuation, and Deal Structure Chapter 11. The Entrepreneur s Perspective on Value Questions and Problems 1. A venture that requires an investment of $5 million is expected

More information

How to Take the Pain Out of Your Budgeting Process Introducing the NetSuite Financial Planning Module

How to Take the Pain Out of Your Budgeting Process Introducing the NetSuite Financial Planning Module How to Take the Pain Out of Your Budgeting Process Introducing the NetSuite Financial Planning Module Mini Peiris VP Product Marketing, NetSuite Inc. Your Hostess Today: Mini Peiris VP, Product Marketing

More information

PROJECT ESTIMATION & CONTROL

PROJECT ESTIMATION & CONTROL PROJECT ESTIMATION & CONTROL Jean-François REITER VP Project Estimation & Control INVESTOR DAY, PARIS, FRANCE - October 22, 2004 E.P.C. LUMP SUM CONTRACTS Technip guarantees to its client: The price of

More information

Interim Report Second Quarter 2012

Interim Report Second Quarter 2012 Interim Report CEO Arne Mjøs CFO Frank Martinsen Oslo, 11th July 2012 Page 1 Highlights in the second quarter Revenue NOK 112 million EBITDA EBIT NOK 7.5 million NOK 3.2 million Improving profitability

More information

IBM Cognos TM1 Enterprise Planning, Budgeting and Analytics

IBM Cognos TM1 Enterprise Planning, Budgeting and Analytics Data Sheet IBM Cognos TM1 Enterprise Planning, Budgeting and Analytics Overview Highlights Reduces planning cycles by 75% and reporting from days to minutes Owned and managed by Finance and lines of business

More information

Ohio Community College CFOs Group

Ohio Community College CFOs Group Ohio Community College CFOs Group Strategic Analysis, Forecasting and Budgeting at Cincinnati State Using Oracle Hyperion Analytical Tools Hyperion Strategic Finance, Planning and Essbase Friday, March

More information

IBM Cognos TM1. Enterprise planning, budgeting and analysis. Highlights. IBM Software Data Sheet

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

More information

Service Supply Chain Forum. Jon Guyett Americas Service Parts Logistics Director

Service Supply Chain Forum. Jon Guyett Americas Service Parts Logistics Director Service Supply Chain Forum Jon Guyett Americas Service Parts Logistics Director Agenda DHL s role in supporting Service Supply Chain re-structuring Challenges & Opportunities in re-structuring Service

More information

An Overview of the Convergence of BI & BPM

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

More information

Master Planning The Forgotten, But Vital, Manufacturing Supply Chain Planning Process

Master Planning The Forgotten, But Vital, Manufacturing Supply Chain Planning Process Master Planning The Forgotten, But Vital, Manufacturing Supply Chain Planning Process KEN TITMUSS, CFPIM INTRODUCTION Over the last twelve years the author has presented numerous APICS and SAPICS educational

More information

Source: Publications Management, 2004.

Source: Publications Management, 2004. Source: Publications Management, 2004. NOTE: Custom Publishing Only: Does not include webcasts and roadshow-type revenue. Source: VSS Communication Industry Forecast & Report, 2007; Publications Management,

More information

2015 Sales Challenges Survey

2015 Sales Challenges Survey 2015 Sales Challenges Survey April 2015 The Sales Management Group LLC www.salesmgmtgroup.com David P. Wallace Peter H. Helmer phelmer@salesmgmtgroup.com 2015 Sales Challenges Survey Contents About The

More information

A cross-functional approach in budgeting and forecasting

A cross-functional approach in budgeting and forecasting Planning Beyond Finance A cross-functional approach in budgeting and forecasting Edilio E. Rossi, EPM Sales Development Director, Italy & Iberia ABIC Executive Event Milan, Palazzo delle Stelline, April

More information

Small & Medium-sized Business (SMB) Lead Generation Benchmark Report

Small & Medium-sized Business (SMB) Lead Generation Benchmark Report Small & Medium-sized Business (SMB) Lead Generation Benchmark Report Ascend2 Research Conducted in Partnership with Allegra. This work is licensed under the Creative Commons Attribution-NonCommercial 3.0

More information

How To Use Oracle Hyperion Strategic Finance

How To Use Oracle Hyperion Strategic Finance Oracle Hyperion Strategic Finance Oracle Hyperion Strategic Finance is a feature rich financial forecasting and modeling solution with on-the-fly scenario analysis and modeling capabilities. It helps users

More information

Email List Growth from the Small and Medium-sized Business Perspective

Email List Growth from the Small and Medium-sized Business Perspective Email List Growth from the Small and Medium-sized Business Perspective Ascend2 Research conducted in partnership with Allegra This work is licensed under the Creative Commons Attribution-NonCommercial

More information

Reporting of CPF Contributions and Key Management Personnel Compensation

Reporting of CPF Contributions and Key Management Personnel Compensation STATUTORY BOARD FINANCIAL REPORTING STANDARD GUIDANCE NOTE 5 Reporting of CPF Contributions and Key Management Personnel Compensation SB-FRS Guidance Note 5 Reporting of CPF Contributions and Key Management

More information

Subject: File NO. 4-511, Internal Control Roundtable (Sarbanes-Oxley Section 404)

Subject: File NO. 4-511, Internal Control Roundtable (Sarbanes-Oxley Section 404) Sent: March 17, 2006 To: From: Mr. William Gradison, Acting Chairman Public Company Accounting Oversight Board Jeff Barber - Accu-Rate Telecom, El Paso, Texas, accuraterefund@earthlink.net Subject: File

More information

The!Centennial!Vision!!! Graduate!Education!at!UMD:! Research!and!Professional!Practice!! for!a!global!economy!

The!Centennial!Vision!!! Graduate!Education!at!UMD:! Research!and!Professional!Practice!! for!a!global!economy! TheCentennialVision GraduateEducationatUMD: ResearchandProfessionalPractice foraglobaleconomy CharlesCaramello Dean,TheGraduateSchool October14,2014 (UpdatedApril1,2015) EXECUTIVESUMMARY TheGraduateSchooloftheUniversityofMarylandwasfoundedonMarch14,1919.

More information

Current State of Marketing Measurement. Ifbyphone Survey Finds 4 Out of 5 Marketing Executives Expect Measurable Campaigns, Yet Only 29% Can Deliver

Current State of Marketing Measurement. Ifbyphone Survey Finds 4 Out of 5 Marketing Executives Expect Measurable Campaigns, Yet Only 29% Can Deliver Current State of Marketing Measurement Ifbyphone Survey Finds 4 Out of 5 Marketing Executives Expect Measurable Campaigns, Yet Only 29% Can Deliver Current State of Marketing Measurement Ifbyphone Survey

More information

IT Service Continuity Management PinkVERIFY

IT Service Continuity Management PinkVERIFY -11-G-001 General Criteria Does the tool use ITIL 2011 Edition process terms and align to ITIL 2011 Edition workflows and process integrations? -11-G-002 Does the tool have security controls in place to

More information

Best practices for planning and budgeting. A white paper prepared by Prophix

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

More information

Mid-Term Exam Practice Set and Solutions.

Mid-Term Exam Practice Set and Solutions. FIN-469 Investments Analysis Professor Michel A. Robe Mid-Term Exam Practice Set and Solutions. What to do with this practice set? To help students prepare for the mid-term exam, two practice sets with

More information

Simulations can be run at item and group level giving users flexibility. In brief

Simulations can be run at item and group level giving users flexibility. In brief We all aim to optimize all kinds of aspects of our business, but we all also are aware it s very challenging to put reality in an optimization model. Nevertheless, we require insights which enable us to

More information

Ohio Community College CFOs Group

Ohio Community College CFOs Group Ohio Community College CFOs Group Priority-Based Budgeting and Strategic Analysis Paving the Path Towards Fiscal Sustainability at Cincinnati State Hyperion Presentation and Demo Friday, March 13, 2015

More information

The Term Structure of Interest Rates, Spot Rates, and Yield to Maturity

The Term Structure of Interest Rates, Spot Rates, and Yield to Maturity Chapter 5 How to Value Bonds and Stocks 5A-1 Appendix 5A The Term Structure of Interest Rates, Spot Rates, and Yield to Maturity In the main body of this chapter, we have assumed that the interest rate

More information

Information systems in organisations Unit number: 2 Level: 5 Credit value: 15 Guided learning hours: 60 Unit reference number: M/601/1444

Information systems in organisations Unit number: 2 Level: 5 Credit value: 15 Guided learning hours: 60 Unit reference number: M/601/1444 Unit title: Information systems in organisations Unit number: 2 Level: 5 Credit value: 15 Guided learning hours: 60 Unit reference number: M/601/1444 UNIT AIM AND PURPOSE The purpose of this unit is to

More information

Making Asset Liability Management Work for You

Making Asset Liability Management Work for You Making Asset Liability Management Work for You By Denny DeGroote, Manager Asset Liability Management Solutions for TMG After working with credit unions for more than 20 years, I have observed a number

More information

Finance Business Partnering Less than the sum of the parts. Organisational perception of Finance, percentage of respondents agreeing with statements

Finance Business Partnering Less than the sum of the parts. Organisational perception of Finance, percentage of respondents agreeing with statements Finance Business Partnering Less than the sum of the parts Key points Deloitte s research into Finance Business Partnering has analysed the responses of 75 senior Finance executives from UK headquartered

More information

Productivity Improvement through Integrated Business Planning (IBP) Rafiqul Islam, Senior Director, Global Bioanalytical Services

Productivity Improvement through Integrated Business Planning (IBP) Rafiqul Islam, Senior Director, Global Bioanalytical Services Productivity Improvement through Integrated Business Planning (IBP) Rafiqul Islam, Senior Director, Global Bioanalytical Services Outline Background: Today s bioanalytical lab Introduction of Integrated

More information

Service Portfolio Management PinkVERIFY

Service Portfolio Management PinkVERIFY -11-G-001 General Criteria Does the tool use ITIL 2011 Edition process terms and align to ITIL 2011 Edition workflows and process integrations? -11-G-002 Does the tool have security controls in place to

More information

content marketing trends

content marketing trends content marketing trends from the small & medium-sized business perspective an Allegra Marketing Resource Allegra Marketing & Print 3639 N. Marshall Way Scottsdale, AZ 85251 480.941.4842 allegraaz.com

More information

Business and Financial Planning Finance for Growth: 10/11 March 2015

Business and Financial Planning Finance for Growth: 10/11 March 2015 Business and Financial Planning Finance for Growth: 10/11 March 2015 Jim Cahill Engineering Graduate turned Accountant Worked at Senior Level in Multinationals to 1998 Finance, Lean, IT, Business Development

More information

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006

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,

More information

USING DATA & EVALUATION FOR PROGRAM MANAGEMENT

USING DATA & EVALUATION FOR PROGRAM MANAGEMENT NYC CENTER FOR ECONOMIC OPPORTUNITY (CEO) USING DATA & EVALUATION FOR PROGRAM MANAGEMENT IMCP Summit Presentation David S. Berman, MPA, MPH Director of Programs and Evaluation About CEO Center for Economic

More information

How to Run a What-If Report

How to Run a What-If Report Description: The What-If Advisement Report can be used to create advisement results for a program/plan other than your declared program/plan. The What-If Report allows you to consider what- if I change

More information

How To Create A Business Benefit Dashboard Analysis Report In Microsoft Excel

How To Create A Business Benefit Dashboard Analysis Report In Microsoft Excel Get 8 ready-to-use reports that give you immediate insight into and across your business. Delivered in the familiar environment of Microsoft Excel, the reports are fully customizable, and flexible with

More information

Tuning Incentives To Motivate Sales & Drive Profits. Christopher W. Cabrera, Founder, President & CEO Jeff Williams, Vice President Sales, IronPort

Tuning Incentives To Motivate Sales & Drive Profits. Christopher W. Cabrera, Founder, President & CEO Jeff Williams, Vice President Sales, IronPort Tuning Incentives To Motivate Sales & Drive Profits Christopher W. Cabrera, Founder, President & CEO Jeff Williams, Vice President Sales, IronPort Agenda Introduction to Xactly Corporation How to Use Incentive

More information

Internal/External Audits

Internal/External Audits Internal/External Audits Joint World Bank/Federal Reserve System Seminar for Senior Bank Supervisors Arthur Lindo Federal Reserve Board Presentation Topics ❿Internal Audit, Corporate Governance and Controls

More information

The Board, the Committees and the Company.

The Board, the Committees and the Company. Communication Policy Level: Board Policy no: BRD-BP-004 Version no: 2.0 Approved by: Board POLICY PURPOSE SCOPE The Company is committed to promoting effective communication with its shareholders and the

More information

T i. An Integrated Workbench For Optimizing Business Processes MODELING SIMULATION ANALYSIS OPTIMIZATION

T i. An Integrated Workbench For Optimizing Business Processes MODELING SIMULATION ANALYSIS OPTIMIZATION O P T i M An Integrated Workbench For Optimizing Business Processes MODELING SIMULATION ANALYSIS OPTIMIZATION O P T i M MODEL SIMULATE ANALYZE OPTIMIZE Integrated process modeler with import/export functionality

More information

Incent Perform Grow. Forecasting, Budgeting and Accruing Bonuses AN INCENTIVE COMPENSATION IMPERATIVE

Incent Perform Grow. Forecasting, Budgeting and Accruing Bonuses AN INCENTIVE COMPENSATION IMPERATIVE Incent Perform Grow Forecasting, Budgeting and Accruing Bonuses AN INCENTIVE COMPENSATION IMPERATIVE Overview For companies in all industries, incentive compensation and bonus structures are valuable tools

More information

Making the move from a tactical to a strategic supply chain

Making the move from a tactical to a strategic supply chain a tactical to a strategic Top five analytics Supply chain analytics appears to be a poorly understood technology in dire need of some best practices. Supply chain analytics and manufacturing BI raise cultural

More information

Pastel Accounting Business Intelligence Centre

Pastel Accounting Business Intelligence Centre Get 8 ready-to-use reports that give you immediate insight into and across your business. Delivered in the familiar environment of Microsoft Excel, the reports are fully customisable, and flexible with

More information

Login Consultants touts lightweight automation tools for desktop and server deployments

Login Consultants touts lightweight automation tools for desktop and server deployments Login Consultants touts lightweight automation tools for desktop and server deployments Analyst: John Abbott 13 Jan, 2015 Login Consultants has been building new product businesses out of its custom development

More information

HONG KONG October December 2004. The Hudson Report EMPLOYMENT & HR TRENDS

HONG KONG October December 2004. The Hudson Report EMPLOYMENT & HR TRENDS HONG KONG October December 2004 The Hudson Report EMPLOYMENT & HR TRENDS Introduction The Hudson Report has established a reputation as a key socioeconomic indicator in today s marketplace. It has been

More information

Interim report April-June 2003

Interim report April-June 2003 Interim report April-June 2003 Pre-tax profit for the second quarter amounted to SEK -34m, which is a SEK 30m improvement compared to last year (SEK -64m). Software revenue grew by 5% during the second

More information

Q1 results 2011. 28 April 2011 Jørgen Bredesen, CEO Björn Wigström, CFO

Q1 results 2011. 28 April 2011 Jørgen Bredesen, CEO Björn Wigström, CFO Q1 results 2011 28 April 2011 Jørgen Bredesen, CEO Björn Wigström, CFO Profitability recovering Financial highlights Order backlog increased by 4.3% vs Q1 2010 Activity level recovering, revenue up by

More information

M E T R O P O L I T A N W A S H I N G T O N A I R P O R T S A U T H O R I T Y

M E T R O P O L I T A N W A S H I N G T O N A I R P O R T S A U T H O R I T Y Report to the Business Administration Committee Recommendation to Modify the Current Natural Gas Contract For Ronald Reagan Washington National Airport October 2015 Purpose Staff requests that the Business

More information

Big Data Privacy Scenarios Elizabeth Bruce, Karen Sollins, Mona Vernon, and Danny Weitzner

Big Data Privacy Scenarios Elizabeth Bruce, Karen Sollins, Mona Vernon, and Danny Weitzner Computer Science and Artificial Intelligence Laboratory Technical Report MIT-CSAIL-TR-2015-030 October 1, 2015 Big Data Privacy Scenarios Elizabeth Bruce, Karen Sollins, Mona Vernon, and Danny Weitzner

More information

SOLUTIONS. Microsoft Dynamics Business Management Solutions

SOLUTIONS. Microsoft Dynamics Business Management Solutions SOLUTIONS Microsoft Dynamics Business Management Solutions Integrated, adaptable business management solutions that work like and with familiar Microsoft software, helping you drive business success. ENABLE

More information

CUNA Financial Management Schools

CUNA Financial Management Schools CUNA Financial Management Schools August 12-16, 2012 I San Diego, CA Hands-on financial management experience without the risk! Register at training.cuna.org/fms Hands-on financial management experience

More information

! PRIVATE!PAGES! DRUPAL!7!WEB!CONTENT!MANAGEMENT!

! PRIVATE!PAGES! DRUPAL!7!WEB!CONTENT!MANAGEMENT! UNIVERSITY*OF*CALGARY InformationTechnologies PRIVATEPAGES DRUPAL7WEBCONTENTMANAGEMENT September2015 TableofContents FirstSteps...1 AddingaPrivatePage...2 AccessControl...4 PrivatePages Drupal7WebContentManagement

More information

Leading Financial Services firm overhauls Corporate Performance Management Ecosystem to Achieve Predictability in Financial Performance

Leading Financial Services firm overhauls Corporate Performance Management Ecosystem to Achieve Predictability in Financial Performance Leading Financial Services firm overhauls Corporate Performance Management Ecosystem to Achieve Predictability in Financial Performance Abstract A leading financial services firm in the Asia-Pacific region

More information

CorHousing. CorHousing provides performance indicator, risk and project management templates for the UK Social Housing sector including:

CorHousing. CorHousing provides performance indicator, risk and project management templates for the UK Social Housing sector including: CorHousing CorHousing provides performance indicator, risk and project management templates for the UK Social Housing sector including: Corporate, operational and service based scorecards Housemark indicators

More information

Enterprise Performance Management

Enterprise Performance Management MANAGEMENT CONSULTING Enterprise Performance Management Providing leading services to business functions that directly support and influence the company s core competencies kpmg.co.uk 2 Enterprise Performance

More information

Customer Success Study

Customer Success Study Customer Success Study RENTAL CAR SERVICES RENTAL CAR COMPANY GENERATES MILLIONS IN ADDITIONAL REVENUE Pricing analysts needed to effectively manage more than 20 million prices every day Unlock Your Data

More information

SEPTEMBER 2014 6 Reasons Why You May Be Spending Too Much on IT Support

SEPTEMBER 2014 6 Reasons Why You May Be Spending Too Much on IT Support SEPTEMBER 2014 6 Reasons Why You May Be Spending Too Much on IT Support Decision Maker s Guide to Information Technology Investment Research shows that today s business goals are centred on reducing costs,

More information

Exemplary*Preschool*Community*Partnership* Case*Study*#2:*Inclusion*Model*

Exemplary*Preschool*Community*Partnership* Case*Study*#2:*Inclusion*Model* ExemplaryPreschoolCommunityPartnership CaseStudy#2:InclusionModel This%case%study%was%developed%by%the%Early%Care%and%Education%Consortium%(ECEC)%and%is%based%on% discussions%with%the%u.s.%department%of%education%office%of%early%learning."it%is%part%of%a%series%of%case%

More information

Governance Of Teacher Education Programs

Governance Of Teacher Education Programs Policy: 04-04-00 Governance Of Teacher Education Programs OFFICE OF RECORD: College of Education ISSUED BY: Dean, College of Education APPROVED BY: 04-04-00 EFFECTIVE DATE: 1/16/95 Last Revised (8/14/01)

More information

Agile Portfolio Management

Agile Portfolio Management Agile Portfolio Management John Rudd President and Managing Director, SolutionsIQ Bryan Stallings Vice President and Managing Principal, SolutionsIQ October 19, 2011 Speaker Introduction: John Rudd Co-owner

More information

Outsource, Insource, Shared Services or Plan D?

Outsource, Insource, Shared Services or Plan D? Outsource, Insource, Shared Services or Plan D? The Question Every CEO & CFO Will Need to Answer may hamper business growth or worse make it difficult for the business to remain a going concern. The image

More information

ENTERPRISE BUSINESS SYSTEMS PROGRAM MANAGEMENT

ENTERPRISE BUSINESS SYSTEMS PROGRAM MANAGEMENT ENTERPRISE BUSINESS SYSTEMS PROGRAM MANAGEMENT $8 Billion Global Hospitality Company in the Hotel, Resort and Timeshare Industry Company recognized its inability to satisfactorily deliver finance function

More information

Email List Growth SURVEY SUMMARY REPORT MARKETING PRACTICES AND PERFORMANCE BENCHMARKS

Email List Growth SURVEY SUMMARY REPORT MARKETING PRACTICES AND PERFORMANCE BENCHMARKS MARKETING PRACTICES AND PERFORMANCE BENCHMARKS Email List Growth SURVEY SUMMARY REPORT Monthly Research Series Conducted in Partnership with Leading Marketing Solution Providers Email List Growth Survey

More information

Bridging Operational & Financial Forecasting

Bridging Operational & Financial Forecasting IBM Software Group White Paper Budgeting and Forecasting Bridging Operational & Financial Forecasting 2 Bridging Operational & Financial Forecasting Introduction The global economic downturn has accelerated

More information

9 TH ANNUAL GROWTH STRATEGIES SURVEY RESULTS MARCH 2015

9 TH ANNUAL GROWTH STRATEGIES SURVEY RESULTS MARCH 2015 9 TH ANNUAL GROWTH STRATEGIES SURVEY RESULTS MARCH 2015 Survey Population (Remained Constant) 300 Businesses in the Greater Philadelphia Area Over 100 Survey Respondents Annual Sales of up to $400 Million

More information

Express Delivery Services: UK

Express Delivery Services: UK Express Delivery Services: UK Published December 2005 THE MARKET REPORT WITH THE ANSWERS YOU NEED MSI believe that the UK express delivery market increased by 5% in value terms between 2001 and 2004. Moreover,

More information

Pastel Evolution Business Intelligence Centre

Pastel Evolution Business Intelligence Centre Get 12 ready-to-use reports that give you immediate insight into and across your business. Delivered in the familiar environment of Microsoft Excel, the reports are fully customisable, and flexible with

More information

Digital Strategy in Distribution

Digital Strategy in Distribution Digital Strategy in Distribution 1 Methodology The survey results presented in this whitepaper are the result of an online survey of readers from MDM (www.mdm.com) and Infor in July and August 2015. Infor

More information

QlikView for utilities

QlikView for utilities QlikView for utilities Delivering unprecedented customer intelligence qlik.com QlikView for utilities: delivering unprecedented customer intelligence Collaboration, visibility and efficiency: necessities

More information

Enhancing Decision Making

Enhancing Decision Making Enhancing Decision Making Content Describe the different types of decisions and how the decision-making process works. Explain how information systems support the activities of managers and management

More information

Preparing the Sales Plan: Best Practice Approaches from High Performing Sales Forces

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

More information

Diffusion Models for B2B, B2C, and P2P Exchanges and E-Speak

Diffusion Models for B2B, B2C, and P2P Exchanges and E-Speak JOURNAL OF ORGANIZATIONAL COMPUTING AND ELECTRONIC COMMERCE 12(3), 243 261 (2002) Diffusion Models for B2B, B2C, and P2P Exchanges and E-Speak M. Tolga Akçura Kemal Alt}nkemer Krannert Graduate School

More information

Making Vestas profitable - Ensuring delivery. By Dag Andresen, Executive Vice President and CFO

Making Vestas profitable - Ensuring delivery. By Dag Andresen, Executive Vice President and CFO Making Vestas profitable - Ensuring delivery By Dag Andresen, Executive Vice President and CFO Introducing myself and my background Dag Andresen Group Chief Financial Officer (CFO), Executive Vice President,

More information

Winland Reports Q1 2013 Financial Results, Increased Sales

Winland Reports Q1 2013 Financial Results, Increased Sales Winland Reports Q1 2013 Financial Results, Increased Sales Company s transition to providing real-time environmental monitoring services on SaaS platform on track to launch as scheduled MANKATO, Minn.,

More information