It’s virtually impossible to differentiate yourself from competitors based on products alone. Your rivals sell offerings similar to yours. Than how to pull ahead of the pack? Using BI and analysis to extract every last drop of value from all your data. With analytics, you discern not only what your customers want but also how much they’re willing to pay and what keeps them loyal. You look beyond compensation costs to calculate your workforce’s exact contribution to your bottom line. And you don’t just track existing inventories; you also predict and prevent future inventory problems.
Make analytics part of your overarching competitive strategy, and push it down to decision makers at every level. You’ll arm your employees with the best evidence and quantitative tools for making the best decisions—big and small, every day. Businesses can optimize a distinct business capability via analytics and thus better compete.
Marketing and advertising managers may have wealth of information at hand about their business environment than ever before. But are they using it to "out-think" their rivals? If not, they may be missing out on a potent competitive tool. With BI & BA, the frontier for using data to make decisions has shifted dramatically. Some of our enterprise customers are building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon: BI & Analytics. They use such tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. Arm yourself with Analytics to fight and win the war of competition.
Many companies today are collecting and storing a mind-boggling quantity of data. BI has moved from being a contributor to organizational success to being a prerequisite for it; indeed, for many firms, BI is a prerequisite for even competing in the marketplace. The presentation will demonstrate how organizations can create an analytical capability that enables them to routinely make better decisions in every aspect of their business.
The presentation highlights characteristics of an Business Intelligence (BI) technology that can help organizations compete with analytics. Substantial use of analytics across multiple business functions or processes including marketing and advertising can lead to fact-based (informed) instead of gut-feel decision making which can help win multifold over competition. Managers from marketing and advertising can base their competitive strategies on the sophisticated analysis of business data. Instead of relying on the transactional application and dependent on the IT team, they can look at broad capabilities for enterprise-level business analytics and intelligence.
2. Success Story
2006
• MAIA Intelligence established with 1KEY BI product offering
• postXBRL – Interactive Data Publishing was released.
2007
• Featured in NASSCOM 100 IT Innovators
• Gets Microsoft Gold Partner Status
• Participated in 1st World Wide BI conference held by Microsoft in Seattle 2008
2008
• 1KEY Agile BI Suite featured in Microsoft Solution Directory SQL 2008 launch.
• 1KEY the 1st Indian BI to be recognized by NICSI for tender (Government of India )
• Gartner’s Hype Cycle for ICT in India, Report mentioned MAIA
• Red Herring Asia Finalist 100
• Launch of 1KEY FCM (Financial Consolidation Module)
• Winner of India’s Most Trusted IT Vendor in BI category by Survey The CTOForum
3. Success Story
2009
• ‘Most Successful Startup’ to watch out by readers and editorial board of I.T. Magz
• Government NIC BIDW division recommends MAIA 1KEY for National Award.
• Gartner Report on BI Trends mentions MAIA Intelligence .
• Becomes a Microsoft ISV Case Study & Compatibility Testing logo with Windows 7
• Emerging Technology Analysis Report from Gartner mentions MAIA Intelligence
• Red Herring Asia 100 Winner & Forbes.com mentions MAIA Intelligence as company to watch.
2010
• Winner of Microsoft Innovation Award for ISV
• Managed partner of Microsoft
• Finalist in UTV Bloomberg ISV Innovation Award.
• Launched Vertical Solutions DW model for Financial Services Industry, SAP customers, Ports & Terminals
2011
• First ISV to get under new MPN Gold Status
• Certification from Indiamart ET - Leaders of Tomorrow
• Launched 1KEY Touch Dashboards Product & Released Frame work for building Executive Dashboards
• Launched Vertical Solutions DW model for , Banks on Finacle Core Banking Software,
• Crossed 30000+ users of 1KEY BI
• Working with Ministry of Corporate Affairs (MCA) for XBRL
4. Case Studies
• R & T customer data to • Used for both operational • Getting the single view of
analyze the sales and real time data for month the customer and sending
channel performance. end bucket analysis and timely data to relationship
Tightly integrated strategic reporting for executives for cross sell up
reporting to CRM for tracking inventory SCM sell. Incentive calculation
customer analytics and exceptions alerts via 1000 user on Web .
interactive dashboards
Reliance Pidilite India
Capital Industries Infoline
5. Case Studies
• Integrated dashboard • Product segmentation • SAP and Lab data used
views from CRM and SAP with budgeting and for tracking sales and
ERP data for distributors performance collection overdue with
scheduled proactively. management of product buckets on multiple
Helped increase sales categories with multiple dimension increased the
person efficiency on dimensions on Oracle cash flow
volumes and value Apps & Dynamics CRM
Super
CEAT Emerson
Religare Labs
6. Sales Revenue
$1,383,593
What does this number reveal? Is this pretty good, bad or ugly?
$1,295,213 $1,374,876 $1,242,871 $1,383,593
Q1 Q2 Q3 Q4
The Sales revenue for fourth Quarter is pretty good as compared to earlier quarter
Data is not enough
$1,102,304
2004 Q4
$1,395,478
2005 Q4
$1,383,593
2006 Q4
The Sales revenue for 2006 Quarter IV is down as compared to earlier years
$1,598,604 $1,383,593
Target 2006 Q4 Actual 2006 Q4
However in comparison to the targets, the actual turnover appears ugly
7. Hitting the sweet spots - Analytics
Demand Generation
Corporate Image &
& Business
Brand Identity 20%
Acquisition 50%
CMO
Product Innovation Corporate Vision and
and acceptance 20% Leadership 10%
8. Onus is on marketers for ROMI
“It’s difficult to generate
comprehensive reports “It’s difficult to modify existing software so
without technical users are able to see only the reports that
assistance” are important and relevant to their jobs”
“Management do not know what
questions to ask about the data. It is
difficult to investigate issues to “…Business users are spending
understand why” more time on analysis than
action”
“Business users are drawing incorrect “ We wish to share information with
conclusions and missing opportunities” external parties such as customers,
suppliers and partners”
9. Obstacles for effective analytics
Lack of Chasing too
enterprise many
wide different
perspective. metrics.
Difficulty in Lack of
measuring accountability.
performance Culture issues
10. Crack the measurement barrier
Which customer Which customer What response rate
What’s the top-
segment will respond segment offers the per region are we
selling product mix in
best to a particular most revenue getting for marketing
each region?
offer? potential? promotions?
Who are my top
What is the cost per How quickly do leads What is my market
customers? How
qualified sales move through the penetration in each
have their purchase
opportunity? pipeline? region?
patterns changed?
Which product has
Which customers are
the highest
loyal?
profitability?
11. Top 10 % Change in % Change in
Product Sales
Products by Sales Period- Margin Period-
by Region
Profit Margin to-Period to-Period
Profit by Cost per Top 10 Orders ROI per
Channel Campaign per Region Product
Total Delivery Top
% Delivery
Units Ordered Time by Competitor by
Late
Shipping Point Category
12. Why SKU Rationalization
High return Product line
Slow moving rates to extensions of
suppliers Reducing
(significant Costly to other SKUs
Low volume assortment
tied up handle due to that can be
mix
capital) defects/stale easily
dates substituted
13. SKU Rationalization Solution
Segmenting are
Profitability SKUs will be Efficient and
on volume,
Components: removed and effective
profit, and
Revenue, Cost others product line
category role
and Capacity emphasized management
and strategy
Steps to accurately determine SKU cost and net profitability
14. SKU Rationalization Review
Has product volume changed as I projected for the substitute SKUs in the categories?
How has the category profitability changed for categories where SKUs have been removed?
How do my customers buy this/these products? What channels consume what resources?
If I change something about how they buy, can I reverse the loss?
Why is this product(s) unprofitable? Is it how the customer buys it, how I merchandise it, how I package it?
What has been the net impact on carrying costs for the category since removing the SKUs?
Has my order mix of truckload/pallet/tier changed positively since the removal of these SKUs?
Which region orders have changed negatively for the key categories where I had the most SKU removals?
What is the net effect on category profitability for my top N region in the subject categories?
What is the profitability of different market baskets?
15. Pockets of Performance
Dashboards
Promotions
Analysis
Campaign
Brand
Customer Loyalty Metric
Customer Product Profitability
Top-Bottom Customer Cost Per Lead Percentage Close
Product Product Category
17. Which region has the best sales & in which month?
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Central 21,923 21,696 21,820 22,247 21,922 22,451 23,081 22,770 22,156 21,857 21,101 22,024
East 14,367 14,294 14,297 14,900 14,617 15,720 16,024 15,536 14,718 14,668 14,414 15,024
South 8,425 8,432 8,376 8,397 8,355 8,643 8,856 9,241 8,812 8,841 8,686 8,864
West 22,149 21,869 22,115 22,506 22,191 23,122 24,038 24,190 22,671 22,489 21,906 23,026
18. Interactive Dashboard Types
Scope Business role Time horizon Customization Level of detail Point of view
• Broad: • Strategic: • Historical: • One-size-fits- • High: • Prescriptive:
Displaying Provides a Looking all: Presented Presenting The dashboard
information high-level, backwards to as a single only the most explicitly tells
about the broad, and track trends view for all critical top- the user what
entire long-term • Snapshot: users level numbers the data
organization view of Showing • Customizable: • Drill-able: means and
• Specific: performance performance Functionality Providing the what to do
Focusing on a • Operational: at a single to let users ability to drill about it
specific Provides a point in time create a view drill down to • Exploratory:
function, focused, near- • Real-time: that reflects detailed User has
process, term, and Monitoring their needs numbers to latitude to
product, etc. tactical view activity as it gain more interpret the
of happens context results as they
performance • Predictive: see fit
Using past
performance
to predict
future
performance
19. % Discount Offered What marketing tactics are driving sales?
How much discounting are we doing relative to
Return on Investment on Campaign last year?
What discounts are most popular? Least
popular?
Coupon Redemption Rate What promotions are most popular? Least
popular?
% Variance from List Price What are the geographic discount/promotional
trends?
What is the cost of the discount/promotion
Net Cost of Campaign compared to the increase in sales?
What promotions are resonating with different
customer segments?
Forecast Sales from Promotion
Which sales people are more reliant on
discounts/promotions?
Bottom 10% of Promotions by Sales Which promotions most significantly impact
sales for my most profitable products?
21. PACE Framework
Pressures Actions Capabilities Enablers
•Need to •Gain insight into •Track, measure and report on •Website visitor
deliver effectiveness of all marketing campaign results tracking
higher specific marketing •KPIs defined to track overall •Web analytics
quality sales campaigns and marketing performance •Lead management
leads channels •Process to test effectiveness of solution
•Pressure to •Improve the campaign content •Marketing content /
deliver ROI targeting of •Executive support of using asset management
on marketing offers to customer analytics in marketing •CMO dashboard
marketing optimize marketing programs •Lead scoring
spend ROI •Defined process to disseminate •Marketing
•Optimize marketing knowledge on marketing automation
activities at each campaigns to key decision •Revenue
touch-point along makers/stakeholders performance
the customer •Dedicated staff to collect and management
lifecycle manage all campaign/resource
data
22. The Competitive Framework
Best-in-Class Average Laggards
Enabling Technology • 86% website visitor • 77% website visitor • 68% website visitor
or Service tracking tracking tracking
• 82% web analytics • 68% web analytics • 58% web analytics
• 73% Dashboards • 64% Dashboards • 44% Dashboards
• 64% Lead • 59% Lead • 45% Lead
Management Management Management
• 59% Marketing • 35% Marketing • 29% Marketing
content / asset content / asset content / asset
management management management
• 52% Revenue • 43% Revenue • 39% Revenue
performance performance performance
management management management
KPIs are defined to track overall marketing performance
Performance 64% 45% 27%
Ability to identify which marketing channels drive offline sales
45% 25% 18%
23. Proposed Data Flow Architecture
Data Sources Customer Data Marketing
• ERP, CRM & SFA Databases Warehouse Analytics
• Loyalty Program • Sales & Marketing • MS SQL 2008 • Cube Charts Views
• Excel Files • Orders Complaints • SQL Integration Trends Dashboard
Support Services ETL KPI
24. Data Design Study
What is the scope of process standardization? What is the efficiency &
Process
effectiveness of this process?
How is your company currently organized to manage and optimize this
Organization
particular process?
What visibility do you have into key data and intelligence required to
Knowledge
manage this process?
What level of automation have you used to support this process? How is
Technology
this automation integrated and aligned?
Performance What do you measure? How frequently? What’s your actual performance?
25. End Deliverables
Decision making at
Meaningful & Provide an early-
all levels strategic,
Actionable warning system with
tactical &
Information KPI
operational
Create Compelling
1KEY BI will be used
Connect Users with user experience that
in all the meetings
Information requires very little
and presentations
training
Deliver reports
Increase business anytime anywhere Know what should
users productivity in any format users have been known
need
Enable Creative
Move out of Excel Investigate issues to
thinking with data
Culture understand why
analysis
26. Why MAIA Intelligence – 1KEY BI
Faster response time • Niche we are, hence faster we
to customer needs. move
We are proud to have
you as a customer
• We offer sincere personal attention
Can send the experts • Our clients see us as a specialist
for at affordable cost despite our size
• Customers know that they can get
Small is the new big
in touch easily with us. Trust people
27. Thank You
www.maia-intelligence.com
sanjaymehta@maia-intelligence.com