3. W T E ensiv Discipl A oa
hy he xt e ined ppr ch?
To avoid 60% failure rate in CRM Implementations
CIO/Exec. says “Wow! We need to buy that system!”
Merial has a strong appetite for usable data, but that should not drive a
hasty decision about how Merial thinks it can get it.
The learning experience from the US ERP implementation
Business and IS needs pushed the issue of building what we really needed
rather than piecing together a sub-optimal system
Insufficient sales reporting
Reps, DMs, RMs and Sales Leadership were driving with inadequate
information
Existing Data came from multiple sources causing potential inconsistencies and
integrity issues
Reps spending unnecessary time reconciling data
Potential data integrity issues
*Gartner Study 2004 3
4. T Dak A
he r ges (pr 20 4
e 0)
10 years ago – joint venture created by Merck and sanofi-aventis
Business silos
Business units separate and independent – and so was data!
Sales force received 26 different reports per week
Where did the reports come from?
How did one business relate to another?
Business problems:
Several sources promote inconsistent reporting
Tools have limited support to lifecycle and no metadata
4
5. T R issa (20 420 6)
he ena nce 0 - 0
Initial ideas:
Go to top level management first?
Single source of the truth
Salesmen don’t write their own reports (or they’ll ALWAYS hit their numbers!)
Get a small subset and deliver quick hitter success
Get the right business sponsor
Iterative development
Get the right people
5
6. R issa M st pieces
ena nce a er
Incremental releases at a rate that the business can absorb
Governance by leaders – not of leaders
When to deliver?
Who goes first?
Who pays?
Business sponsor – “The only reports you will get are from me!”
Quit asking questions about the numbers – Analyze the numbers
6
7. USBusiness Int l
eligence ha E ol ed t Pr ide M e A l ica Ca bil ies
s v v o ov or nayt l pa it
Dynamic Business Rules Engine
BICC Real-Time Recommendations
Predict (BAM)
What will happen?
Sub Optimized Predictive Analytics
•Overbought Infrastructure
•Invested Poorly
Planning
•Organization Alignment
Analytics (Cubes, Reporting, Metrics)
•Processing Power
•Data Stewardship
st
ea
BI Platform Understand
r th Why has it happened?
Single Source MDW No
Ad Hoc Queries
Sub Optimized
Report •Lack of Organization
Parameterized Reports What happened? •Lack of Data Quality
•Invested Poorly
Canned Reports
Reporting Capabilities
7
8. T Industia A (20 6- esent
he r l ge 0 pr )
Other groups smell success! They want in the game.
Keep moving forward
BICC – Convince them of the value and they’ll jump on board
Marry Planning and BI: plan vs actual
Standards, best practices
1000+ users
Online and offline
Burst reports
8
9. T Offl st y
he ine or
Slice and dice analytics offline
Burst targeted reports offline
Burst targeted reports to a dashboard (somebody else’s)
We want off-line reporting!
Reports and cubes off the same model (single source of the truth)
9
10. W t italw t
ha’s l orh?
ROI is NOT – we need less people to do the work.
ROI IS: our people are more productive
Fear, accept, manage, EXPLOIT change
What happened -> Why did it happen -> What will happen
The $50 million story
10
11. W tW e t Benefit ofT A oa
ha er he s his ppr ch?
Increase in Sales Reporting Effectiveness and Productivity
Decrease in Sync times
Increase Clinic Interaction Reporting
less rep queries, calls and searches on sales-related data; increased rep trust
and confidence in metrics
Improved visibility on sales performance
more clearly links strategy with sales reporting and decision-making
single, accurate and timely source for all sales-related data; elimination of
data inaccuracies and variation
standard and non-standard reports easily developed and pushed by Business
Operations, Entity Finance, RMs, DMs and reps without need for IS!
drives sales activity visibility and accountability
Trust is no longer an issue
11
12. W tCoul W Ha e Done BeterorDiffer l
ha d e v t enty?
Improved quantification of business objectives and impact
Better understanding of project impact on sales force productivity
Good measurement of “before and after” impact on time required
to generate reports
Ask the question…What are you not going to have to do because
of this effort?
Made more of an effort (and an earlier one) to communicate to reps
the value of better sales reporting and data
How it aligns with business strategy
How good data enables better decision-making
How it can help them directly – more efficiency, better focus and
investing where it makes a difference
12
13. Quot
es
“IS folks attend our sales meetings and are viewed as much a part of
the sales team as anyone in the sales organization”. (Marketing)
“Analyst (from Business Operations) was able to build and deploy a
new report for tracking a promotion’s performance without ever calling
IS” (IT Director)
“We are characterized by strong leadership, an appreciation for each
areas’ contributions, and constant formal and informal dialogue across
each of the functions at every level” (Finance)
To Business Operations Analyst, “Thanks for your great work on
developing these tools for the team in such a short period of time. It
is greatly appreciated by all to allow us to plan and sell correctly.”
(Marketing)
We were able to change the direction of our entire Sales Force utilizing
a Key Report Target List and quota Report and we did that in a matter
of hours” – “This type of quick turnaround was simply not possible
before your (IS) work and great work of our Business Analysts”
(Finance)
13
14. F ur per ions
ut e cept
What we propose:
More automation
More analytics
Dashboards/Scorecards/Charting
Bells and Whistles
Less reliance on reports and more on events
What the users want:
Get the core functions WORKING
Get data to Excel – QUICKLY
Get the Excel spreadsheet formatted right the FIRST time
Off-line reporting
14