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C ubewise Retail

C ubewise Retail. Cubewise Retail Analytics Division. Cubewise Retail. Retail Business Solution Provider Retailer to Retailer In Depth Business Process Knowledge Diverse Divisional Experience Retail Strategy and Best Practice Business Acumen with IT Knowledge. Retail.

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C ubewise Retail

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  1. Cubewise Retail CubewiseRetail Analytics Division

  2. Cubewise Retail Retail Business Solution Provider • Retailer to Retailer • In Depth Business Process Knowledge • Diverse Divisional Experience • Retail Strategy and Best Practice • Business Acumen with IT Knowledge

  3. Retail Rocket Science Retailing Right Product in the Right Place at the Right Time for the Right Price Supply-Chain Speed Accurate, Available Data Forecasting Inventory Planning • Retail is one of the most challenging industries. • Data revolution means information is becoming the key to success.  • Traditional systems, although they contain the latest and greatest technology, are becoming too inflexible to effectively deliver efficient solutions in the Retail environment.

  4. TM1 for Retail • Ability to service constantly changing business needs, but with the power and reliability of an IT infrastructure. • With low cost of ownership compared to established planning and reporting applications • Provides your business with the scope to grow, enabling the business to implement new solutions on the same platform without investing money in extra platforms for each new or changing requirement. • And brings everything together into one unified space where the entire business can harness the power of enterprise wide information to meet the ever changing customer needs.

  5. Retail Business Solutions COGNOS Business Intelligence • Stores • Operational Planning • Wage and Sales Replanning • Rostering Tools • Sales Performance Review • Labour Management • OHS Compliance • Functional Workgroup Analysis • Human Resources • FTE Analysis • LabourResource Management • Training Needs Analysis • Store Employee Analysis • LabourTurnover • Logistics • Volume Management • Landed Costs • Warehouse Receipting • Back Of House Scheduling • Critical Path Management • Warehouse Replenishment Systems • Marketing • Loyalty Program Analytics • Promotional Planning • ROI on Marketing Expenditure • Customer Segmentation Analysis • Product, Store & Media effectiveness • Design and Manufacturing • Vendor Performance Management • Factory Audits • Own Brand Analytics • Purchase Order Management • Raw Materials Forecasting • Channel Management • Customisationof Customer Offer • Location Planning • Space Planning • Store Clustering • Property • ROCE • Lease Analysis • Lease Management • Financial and Demographic Site Assessments • Customer Insights • Customer Segmentation • Basket/Customer Analysis • Assortment Strategy Refinement • Video Analytics • Product Association and Penetration • Navigational Analysis • Financial • Integrated Corporate Performance Management • P & L • General Ledger • Cash Flows • Board Reporting • Financial Budgeting • KPI Reporting • iPad Reporting COGNOS Disclosure Management SPSS • Merchandise • Sales Performance Analysis • End to End Merchandise Planning (Financial, Assortment, Category, Product, Promotional, Inventory and Allocation Planning) • Strategy Implementation • Real Time Planning • Analytics • Forecasting

  6. Business Solutions Architecture • Consulting • Custom Built Solutions • Business Acumen Based Solutions

  7. Management Feedback Control Loop • Living organism. • Adapt and impact environment. • Hierarchy of loops – the nervous system of enterprise. • Purpose of Information Management make control loop work better. Analytics Measure Plan Execute Execution

  8. Hierarchy of Analytics Management Capital / Strategic Financial Regional / Sales Operational Automatic

  9. Analyst Management Analytics Issue How are we doing? HR How are we doing? INTERNAL DATA CRM ERP Why? Why? Manager MS Access What should we be doing? EXTERNAL DATA What should we be doing? Products External Data

  10. Life as you know it!

  11. Analyst Trusted Comprehensive Information How are we doing? HR How are we doing? INTERNAL DATA CRM ERP Why? Why? Manager MS Access What should we be doing? EXTERNAL DATA What should we be doing? Products External Data

  12. Life Post Implementation Same data – different perspective 其他 Comm With BU & Mgmt Comm With BU & Mgmt

  13. The Functional DatabaseCell Orientation and Calculation Chains Additional Locations Growth Assumptions Growth Assumptions Units Units Strategic Objectives Strategic Objectives Revenue Revenue EBIT EBIT Marketing Assumptions Price Product Mix / Additions Assumptions Exchange Rate Assumptions = Real-time Calculation A key characteristic of a Functional Database isCell Orientation Cell Orientation enables a business user to easily create complex chains of calculations to model the business Calculations are “pulled” when needed and calculated in real time, rather than “pushed” via a batch job when drivers change. This makes TM1 efficient in both data storage and calculation speed.

  14. Real Time Retail Planning Strategic Strategic Objectives Budgeting Financial Plan Growths Yearly Financial Forecasts Budgets Forecasts Store Planning Sales & Margin By Store Assortment Plan Contributions Allocation Planning Store Clustering Company EBIT Styles & Sales Plan Product Plan Exchange Rate Assumptions Product Costs Forecasted Sales & Margin EBIT Forecasted Cash Balances Promo Plan ICPM Inventory Plan Cash Flow Balance Sheet P&L Forecasted Promo Sales & MD Forecasted Purchases

  15. The Functional Databaseand Modeling If a product is used for Planning that is not functional / cell-oriented, then business users will typically resort to dumping data into spreadsheets to get the modeling functionality they need. Many times a “Budgeting” or “Planning” product is not also a Modeling product – i.e. just a tool to capture input from users rather than allowing for easy, flexible modeling with high performance, real-time calculations. These products are either based on the Relational model (MSAS, SAP BPC) or a “batch-process” oriented modeling mechanism which requires programmatic scripting (Oracle / Hyperion).

  16. Database Typesand their sweet spots with regards to Analytics Retrospective Analytics Prospective Analytics ROLAP (Star Schema) Functional Database Model Relational Database Model Execution

  17. The Functional Database Modeland Retrospective Analytics The Functional Model is valuable for Retrospective Analytics when: • Spreadsheet-stylereporting is required or preferred • Reporting actual versus budgets / plans in real time or on a single source is of value Retrospective Analytics ROLAP (Star Schema) Functional Database Model • Actuals are used as a basis for developing budgets / plans • Other BI / Reporting tools and /or Data Warehouses are too cumbersome or expensive to implement • As a first, rapid and agile approach to defining if a Data Warehouse and / or other BI tools will be of value • A single point of definition for Actual and Budget Allocations

  18. Some of our Retail Customers

  19. Some of our other Customers

  20. COGNOS TM1 Presentation Components Cognos TM1 Server Explorer Cognos TM1 Web Cognos BI Cognos TM1 Excel

  21. COGNOS TM1 Capabilities in a Nutshell • Read/write at speed of thought for Planning and Budgeting • What-if scenario modeling for Forecasting • In-memory multi-dimensional cubes for Analysis and Reporting • Centrally-managed business hierarchies, rules and calculations • Built-in data and metadata integration • Combines multiple data sources • Model your business • Flexible business driven modelling • Powerful business rules – cell based like Excel • Highly scalable data and users • Leverages Excel functionality - solves “Excel Hell” • Bottom up and top down budgeting • Rapid Prototyping • A functional Database Model

  22. TM1 Icon Bar Server Explorer Cube Viewer TM1 Database Components

  23. COGNOS BI High quality professional reports for desktop and mobile devices (IPAD) Seamlessly integrated with TM1 Self-service, on-demand reports available anytime, anywhere Integrated web portal to service all enterprise wide reporting needs Advanced dash boarding software to monitor information at a glance Easy-to-learn web-based studios for creating ad-hoc and professional reports

  24. Predictive Sales & Marketing Solutions mjesus@cubewise.com 9 Predictive Business Solutions Next Best Offer Direct Marketing / Campaign Planning ,Win Back Market Basket Analysis: Cross-Sell and Upsell Customer Retention / Churn Sales and Leads (Pipeline) Management: Opportunity Scoring and Next Best Action Customer Lifetime Value Customer Acquisition Seasonal Decomposition / Time series forecasting Customer Segmentation / Clustering

  25. CDM Disclosure Lifecycle

  26. Financial Budget Creating a simple budget Merchandise Strategy Departmental Strategy Analytics Implementation of Strategy Comparable weeks Growths Merchandise Financial Planning Creating a top down forecast Merchandise Product Planning Creating a bottom up Plan (Replan) Operational adjustments to Plan Like Product Seeding Attribute Segmentation of Assortment Demo

  27. Financial Budgeting Creation of Budget using Advanced Seeding

  28. Merchandise Strategy • Strategic Decisions • Strategy Documentation • Analytics • Financial Metrics • Merchandise Indicators • Strategic Intent • Enter variables into Seeding Matrix • Comparable Weeks • Departmental Growths

  29. Merchandise Financial Plan • Forecast • Advanced Seeding Processes to create Financial Plan using Strategic Intent • Department/Week • Review Financial Goals • Re-evaluate initial Strategic Assumptions and Reconcile to Budget • Adjust Strategic goals in seeding matrix

  30. Merchandise Strategy • Analytics • Financial Metrics • Merchandise Indicators • Strategic Intent • Enter variables into Seeding Matrix • Comparable Weeks • Departmental Growths • Financial Plan • Advanced Seeding Processes to create Financial Plan • Department/Week • Review Financial Goals • Re-evaluate initial Strategic Assumptions • Adjust Strategic goals in seeding matrix • Copy to Forecast • Departmental Strategy • Analytics • Merchandise Metrics • Product Performance Management Highlights • Strategic direction of Department at lower level • New Categories • Continue / Discontinue • Growths • Enter Variances to initial Strategic Direction • Comparable Weeks • Category growths • Assortment Build • Ranges • Creation • Styles • Creation and like Styles • Create Sales Plan • Seed Unit Sales Plan • Drive Sales plan by Price Calc • Review

  31. Next Steps

  32. Thank you

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