How Business Intelligence Is in Today's Global Competition

Only available on StudyMode
  • Download(s) : 100
  • Published : March 15, 2013
Open Document
Text Preview
How Business Intelligence is in today's global competition
Jack Cheung 5-Mar-2013

• What’s Business Intelligence
• How BI provides business values to enterprises • Popular BI applications – – – – – – BI reports and dashboards Budget planning Financial consolidation and reporting What-if analysis Balanced scorecard Data mining

• Challenges of implementing BI projects
• Hot BI topics in 2013
– Big data – Cloud – Social networking

• BI career development
• References • Q&A

What’s Business Intelligence (BI)?

What’s …

From Data to Knowledge
Operational Systems

Business Knowledge
Key Value Drivers

Accounting Manufacturing
POS

Customer
Supplier Payroll Etc.

Most Profitable Areas Seasonal Trends Consolidated Results Rolling Forecast

Scenario Analysis Etc.

From Flat Tables to Multi-aspect Views
Segment Fashion Chemical Healthcare Industrial Retail Fashion Chemical Healthcare Industrial Retail Fashion Chemical Period Jan 2012 Jan 2012 Jan 2012 Jan 2012 Jan 2012 Feb 2012 Feb 2012 Feb 2012 Feb 2012 Feb 2012 Mar 2012 Mar 2012 Rev. $'000 4,231 2,685 1,856 3,651 3,865 4,443 2,819 1,949 3,834 4,058 4,665 2,960

Fashion Chemical Healthcare Industrial Retail

Q1 2012 Q2 2012 Q3 2012 Q4 2012 12,693 13,962 14,597 15,232 8,055 8,861 9,263 9,666 5,568 6,125 6,403 6,682 10,953 12,048 12,596 13,144 11,595 12,755 13,334 13,914

Multiple aspect view Easier to analyze

Store data in flat tables

Transform Data into Business Value

Data > Information > Knowledge > Decision > Profit

Wisdom

Objectives for coming fiscal year • Increase revenue by 20% • Increase profit margin by 5% • ………..

Rev. $M

Profit Margin

Rev. $M

Profit Margin

Annual Targets - Tablet - Worldwide • Profit Margin maintains at 35% • Revenue 20% Rev. $M Profit Margin

Annual Targets - Tablet - Worldwide • Profit Margin maintains at 35% • Revenue 20% Rev. $M Profit Margin

BI enables Performance Management
Better Execute on Strategy
What happened? What is happening? Why?

What will happen? What do I want to happen?

2009

On time % / By Air %

Order Fulfillment Analysis
100% 90% 80% 70% 60% 50% 40% 30% 20% 20 18 16 14 12 10 8 6 4 Average Order Fulfillment Cycle Time (Days)

10% 0%
Ja Ja n n--1 11 1 Fe Fe b b--1 11 1 Ma Ma r r--11 11 Ap Ap r r--11 11 Ma Ma y y--11 11 Ju Ju n n--1 11 1 Ju J ull-1 1 1 1 Au Au g g--1 11 1 Se Se p p--1 11 1 Oc Oc t t --11 11 No No v v--11 11 De De c c--11 11

2 0

Shipped out by commited day Delivered by commited day By Air % Order fulfillment cycle time

Last 12 Months

Shipped out by commited day Delivered by commited day Order fulfillment cycle time By Air %

Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 95% 60% 95% 80% 81% 81% 100% 90% 84% 71% 82% 72% 11 13 14 15 14 15 5% 30% 0% 0% 10% 0%

Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Average 82% 45% 70% 100% 95% 96% 82% 73% 65% 78% 100% 84% 84% 82% 15 17 14.5 12 14.2 14 14.1 0% 20% 15% 0% 0% 0% 7%

Philips MDS
“A simpler reporting system meant we could focus our attention on business issues and key value drivers that would enhance Philips MDS’ standing in the market.” “Reports from business units are now created and processed within one day, in the past we needed two to three weeks to do so. With reliable information on hand, it has helped enhance accountability from our managers.” Ingo Bank, Vice President and Chief Financial Officer of Philips MDS

Financial & Performance Management Framework
Best practice Performance Management links strategy to operations by integrating Performance Measurement, Planning, Cost Management and Transaction Processing.

Capabilities

Processes

Software

Performance Measurement
Planning Profitability Management

Vision & Strategies Measure Performance

KPI, Balanced Scorecard ePlanning, Financial Modeling, Scenario Analysis Activity-Based Management Info Exchange / Data Warehouse ERP & Web-Based Transaction Processing

Reporting...
tracking img