I believe that one of the more important analytical applications that a company can implement is profitability management. IBM Cognos offers Profitability Modeling and Optimization as part of its Cognos 10 offering that my colleague has assessed. As I’ve noted, most people in a corporation are focused on profitability, but not necessarily in a way that optimizes results across the organization in a day-to-day, consistent fashion. Those responsible for each component piece that contributes to profitability (such as departments, product lines or divisions) have objectives, but in pursuing these individual objectives they may make decisions that degrade the overall profitability of the corporation. Moreover, companies rarely seek to maximize short-term profits. They routinely make decisions that diminish their bottom line, such as promotional pricing, warranties or services included at no additional cost, with the aim of achieving strategic objectives. The question they must answer in making these decisions is whether these moves are justified. Similarly, they also must ask what they are including in their offer that they might be able to charge more for, such as shipping or warranties.
Topics: Performance Management, Forecast, Modeling, Operational Performance Management (OPM), enterprise profitability management, Business Analytics, IBM, Business Performance Management (BPM), Cognos, Financial Performance Management (FPM), Sales Performance Management (SPM), Workforce Performance Management (WPM), financial services, optimization, Profitability, profitability optimization, segmentation
Ventana Research recently completed groundbreaking benchmark research on how finance organizations use analytics these days. Of course, analytics have been a mainstay of finance organizations since people started using accounting ratios to assess the health and performance of a business. Yet perhaps because traditional analytics are so deeply entrenched, finance departments execute the basics well but don’t take the next step to fully utilize the power of information technology to use analytics more effectively. And they should: Our research finds that a majority of executives and managers outside the finance organization want the department to play a more strategic role in their company’s management.
Topics: Predictive Analytics, SAP, SAS, Operational Performance Management (OPM), strategic profitability, Analytics, Business Intelligence, IBM, Oracle, Business Performance Management (BPM), Cognos, finance, Financial Performance Management (FPM), Sales Performance Management (SPM), Financial Performance Management
Over the past six years big technology corporations have been acquiring all sorts of software companies, accelerating a general consolidation of the software industry since the dot-com boom ended in 2001. The consolidation has been driven in part by the deceleration of technology innovation in the business software market. Technology evolution, however, has been steady and progressed far enough now that I think we’re about to witness a revolution in how companies use analytics in business processes. I don’t used that overworked term lightly: I expect this to be as revolutionary as the impact that client/server computing had on transaction processing and related systems such as ERP and CRM. These analytical processes address performance management processes of all kinds, including planning, budgeting and reviews.
Topics: Big Data, Mobile, Planning, Operational Performance Management (OPM), Budgeting, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Cloud Computing, IBM, In-memory, Business Performance Management (BPM), Cognos, Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), acquisition, BI