Anaplan recently held Anaplan Hub, its annual user group meeting. The company offers a cloud-based business planning platform that incorporates a modeling and calculation engine. The tool makes it relatively easy to add or expand the scope of plans that can be connected and monitored as a central source. Companies typically use Anaplan software for financial planning or budgeting, sales, workforce, marketing and IT planning. These are the types of plans in which companies often need to create models that incorporate their specific requirements, their strategy and their business systems.
Topics: Customer Analytics, Marketing, Marketing Performance Management, Office of Finance, Recurring Revenue, cloud computing, Continuous Planning, revenue recognition, Business Intelligence, Collaboration, HRMS, Sales Performance Management, Workforce Management, analytics, Financial Performance Management, Price and Revenue Management, Work and Resource Management, Operations & Supply Chain, Sales Enablement and Execution, ERP and Continuous Accounting, Sales Planning and Analytics
Pricing is an issue that affects almost every for-profit company that doesn’t sell purely commodity products. A corporation’s approach to pricing can range from highly disciplined to ad hoc and from fully centralized to decentralized. The issue of centralized or decentralized depends a great deal on the markets the company serves, its organizational structure and its culture. However, a disciplined approach to price setting and negotiation is always superior to an ad hoc approach. This is especially true for non-commodity B2B businesses, which I believe have lagged other types of business in managing their pricing strategically. (Some would argue that there is no such thing as a pure commodity business, but that’s another issue.) Increasing pricing discipline in the company is one way for the CFO to engage more strategically in managing the business.
Topics: Big Data, Office of Finance, Continuous Planning, Sales Performance Management, analytics, Financial Performance Management, Price and Revenue Management, Pricing and Promotion Management, Sales Enablement and Execution, ERP and Continuous Accounting, Sales Planning and Analytics
Business process reengineering was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. ERP systems support business process reengineering by guiding the step-by-step execution of the redesigned process to ensure that it is performed consistently. They also automate the handoffs between individuals and departments to accelerate completion of that process.
Topics: Big Data, data science, Mobile, Customer Analytics, Customer Experience, Machine Learning, Office of Finance, Wearable Computing, cloud computing, Continuous Planning, business intelligence, Analytics, Data Integration, Internet of Things, Financial Performance Management, digital technology, Digital Marketing, Mobile Marketing, Digital Commerce, Operations & Supply Chain, Enterprise Resource Planning, Machine Learning and Cognitive Computing, ERP and Continuous Accounting, Sales Planning and Analytics
Senior finance executives and finance organizations that want to improve their performance must recognize the value of technology as a key tool for doing high-quality work. Consider how poorly your organization would perform if it had to operate using 25-year-old software and hardware. Having the latest technology isn’t always necessary, but it’s important for executives to understand that technology shapes a finance organization’s ability to improve its overall effectiveness.
Topics: Big Data, data science, Mobile, Mobile Technology, Office of Finance, cloud computing, Continuous Planning, revenue recognition, Business Intelligence, Collaboration, analytics, Financial Performance Management, recurring revenue, Price and Revenue Management, Inventory Optimization, Billing and Recurring Revenue, Operations & Supply Chain, Enterprise Resource Planning, Sales and Operations Planning, Machine Learning and Cognitive Computing, ERP and Continuous Accounting, Collaboration for Business
I’ve long advocated the use of effective technology in the tax function, especially for organizations that operate in multiple jurisdictions or have complex legal structures manage direct tax provision and analysis using outdated or inappropriate tools. Our Office of Finance benchmark research reveals that most organizations use spreadsheets to manage their tax provision and analysis: Half (52%) rely solely on spreadsheets, and another 38 percent mainly use them. I recommend to corporations that operate in multiple countries and that have even a moderately complex legal entity structure that they consider establishing what I call a tax data warehouse of record.
Oracle and NetSuite have completed their merger. The combination is likely to be positive for customers because NetSuite will have access to “more,” a word repeated many times over the course of Oracle’s post-acquisition webcast. Existing NetSuite customers will benefit from increased investment as well as economies of scale that Oracle can bring to R&D and sales and marketing. Oracle has stated that there’s little overlap between its target customer base and NetSuite’s. However, there is substantial overlap with NetSuite’s application partner network because of Oracle’s own broad application portfolio. As such, many of these partners are likely to shift their attention to NetSuite’s cloud-only competitors (for example, FinancialForce and Intacct), which will benefit those rivals’ sales and marketing efforts.
The imperative to transform the finance department to function in a more strategic, forward-looking and action-oriented fashion has been a consistent theme of practitioners, consultants and business journalists for two decades. In all that time, however, most finance and accounting departments have not changed much. In our benchmark research on the Office of Finance, nine out of 10 participants said that it’s important or very important for finance departments totake a strategic role in running their company. The research also shows a significant gap between this objective and how well most departments perform. A large majority (83%) said they perform the core finance functions of accounting, fiscal control, transaction management, financial reporting and internal auditing, but only 41 percent said they play an active role in their company’s management. Even fewer (25%) have implemented a high degree of automation in their core finance functions and actively promote process and analytical excellence.
Topics: Big Data, Planning, Predictive Analytics, Social Media, forecasting, Governance, GRC, Mobile Technology, Budgeting, close, Continuous Accounting, Continuous Planning, end-to-end, Human Capital, quote-to-cash, Tax, tax data warehouse, Analytics, Business Analytics, Business Collaboration, CIO, Cloud Computing, In-memory, Uncategorized, Accounting, Business Performance Management (BPM), CFO, CPQ, Financial Performance Management (FPM), Risk, risk management, CEO, Financial Performance Management, FPM