1. Improve your Financial Planning, Budgeting, and Reporting Online Workshop

2. Todays agenda

To begin increasing your organizationsprofitability ,productivity , andpredictabilityby helping youcommunicatewhat has happened,influencewhat is happening, andanticipatewhat will happen

Align your planning and budgeting process and your financial data to your organizations strategic goals and objectives

Break through the ceiling of data complexity by transforming your manual planning, budgeting and reporting into high-value processes

See planning, budgeting and financial reporting as integral parts of the capturemanageanalyze data continuum

Design planning and budgeting processes to enable driver-based year end forecasting

Apply real-world case studies from various business segments

About:

3. Todays Speaker

Timothy Brands CEO iBusiness Solutions

As the founder and chief executive officer, Tim focuses on creating opportunities for iBusiness Solutions to become a trusted advisor to executives and customer-facing decision-makers, a strategic business partner to our clients, and a recognized thought-leader within our industry

CreatedThe i ntelligentBusiness Program TM ,encompassing more than a decade of hands-on experience, tools, techniques, and best practices used to create innovative solutions for capturing, managing, and analyzing data

Has helped dozens of organizations, from Minnesota State Colleges and Universities, McKesson, Motorola, and Wells Fargo, to many small to mid-sized, privately-held companies, become world class examples ofThe i ntelligentBusiness TM

4. Objective

To begin increasing your organizationsprofitability ,productivity , andpredictabilityby helping youcommunicatewhat has happened,influencewhat is happening, andanticipatewhat will happen

5. Go Farther, Faster

In the midst of unprecedented uncertainty, confusion, and change, achieve a higher level of profitability, productivity, and predictability for your organization with:

Financialplanning, budgeting, and analytics

Sales, expense, labor, and otherforecasting

Customer experience analytics andCRM

Sales force and pipeline analytics andSFA

Executive, operationalscorecards and dashboards

and more to achieve your business goals.

6. Leverage Customer Experiences and Behaviors

Every organization has unique customer experience moments and a unique continuum of processes and systems that interact with customers in those experience moments.

Implement customer-facing analytics with self-service portals toincrease the loyalty, sales, and profitability oryour best customers

Replicate the behaviors of your most profitablecustomers across the restof your customer base

Identify new customers with the demographicsand behaviors of yourbest customers

A Business Services Customer Experience Continuum A Financial Services Sales Continuum 7. Change the Budgeting and CRM Paradigms

We offer a unique perspective on and a distinct approach to financial budgeting and CRM applications.

Westart with the metrics and information you need to manage profitability, productivity, and predictability

Planning, budgeting and CRM business processes and applications mustsupport decision-making all year

These applications must facilitate relevant, timely, and on-goingreporting, analysis, and reforecasting

Capture, manage, and analyze financial and customer data critical to strategic performance management

8. 9. The Vision Expander TM 10. Examples of Dangers

Falling behind competitors: A business management consulting firm risked falling behind their newer, larger, and better-funded competitors in terms of the web-based, timely, and interactive delivery of information.

Data is outdated before we get it:A retail companys nightly data processing and report generation was taking in excess of 21 hours, resulting in management receiving daily operational results on the second business day after the performance occurred.

No consistent way to calculate cost of doing business: A pharmacy company could not accurately and consistently calculate the costs for drugs and labor, which combined for more than 85% of their operational expenses

Losing customers: A outsourcing company lost its single largest client, accounting for more than 30% of their revenue, because they were not able to define and present the value and cost savings they were delivering

11. Marketing Services

Customer satisfaction survey results

• Structured, quantified survey ratings

• Unstructured content in the form of verbatim comments

• Predict customer buying behavior based on survey responses

• Tie customer survey responses to major business processes to identify areas for business improvement

Briefing book design

• Web-based, hosted solution

• Custom-designed graphics not available off-the-shelf

• Leverage red-yellow-green visual experience with descriptors

• Include relevant text in all levels

12. Examples of Opportunities

Improve sales productivity:The wealth management division of a major financial services firm discovered 50% underachievement in overall sales goals and 70% underachievement in cross-selling goals. Our solution provided visibility to a single source of truth while reducing annual labor costs by $255K and eliminating fields sales force and management waste by $1.6M.

Reduce operational costs:A wireless network provider reduced its call center labor expense by 15,000 hours per month while increasing quarterly service revenue by 32%.

Increase operational effectiveness: Utilizing location intelligence, we helped a branch of the military cut time to engagement of new recruits by up to 75%, while providing new insights into marketing campaigns.

13. Wireless Telecommunications

Contact center dashboard

Decision data includes key customer background information

Calculated time savings of more than 15,000 hours per month

Supported Nextel in accelerating service revenues, which increased 32% over

the prior year's

third quarter to

$445.2 million

14. Examples of Strengths

Leverage data for competitive advantage: A business management consulting company made its industry-leading data available to customer in Web-based, interactive dashboards to leap frog the competitions capabilities, retain their existing customers, and entice new customers away from the competition.

Utilize expertise and knowledge of staff: A professional services organization upgraded several back-end and client-facing applications by using a combination of consulting and coaching services to leverage the knowledge and skills of their staff while also getting them up-to-speed on the new technologies.

15. Financial Services

Coach producers

Ideal sales funnel mix

Improve sales velocity

Increase close rate

Drive utilization of CRM to manage relationships

Analyze compensation to incent actions necessary to meet goals

Enhance management and coaching of sales force and channels

16. Examples of Value Creation

Enhance customer experience: An outsourcing division of a Fortune 50 company retained 100% of its customers over the fiscal year by demonstrating to its customers $56 million in cost savings.

Greater alignment between strategy and execution: A statewide education system was propelled to the national forefront of driving greater accountability by making its performance to goal transparent to policy makers, administrators, educators and the public.

Capture a 360-degree view of a customer: Integrating the many points of customer-related data, a professional services organization was able to more effectively manage their relationship with their customers and streamline internal processes.

17. Performance Management

Increase institutional knowledge of customers across business functions and employees by utilizing CRM as the single point of capturing and managing all customer-related data

Proactively upsell, cross-sell, and extend current products and services to increase customer retention

Deliver and manage customer-facing analytics and reporting via an online customer portal integrating reports and analytics, proprietary systems, and third-party applications

Innovative solution design eliminated $100K in anticipated project costs

18. Expanding On Your Vision 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 If we were meeting herethree yearsfrom today and you were to look back over those three years to today what has to have happened during that period, both personally and professionally, for you to feel happy about your progress? Top 3Dangersto be Eliminated Top 3Opportunitiesto be Focused on and Captured Top 3Strengthsto be Reinforced and Maximized Top 3 Ways YouCreate Valuefor Your Customers 19. The Strategic Navigator TM 20. Organizational Performance to Strategic Plan

Higher education through 37 institutions and online services

Illustrates typical evolution for BI

• Scheduled jobs producing static reports and charts

• Introduce dashboards to provide interactivity to the masses with not-so-easy-to-consume dashboards

• BI chaos ensues

• Define key performance indicators, metrics, and measures

• Address data challenges

• Develop standards-based, template-driven performance management applications incrementally

• Incorporate Web 2.0 capabilities for increased communication and collaboration

21. The Data Transformer TM 22. High Tech Manufacturer

CEO and direct reports

Able to view key performance indicators across business units

Enterprise-wide view of data

• Supply chain customer/quality

• Sales

• Finance expenses and cash

• Human Resources

Combined financial and non-financial data without having to pull the financial data out of the general ledger

Updated weekly

Included a comments feature with database write-back for executive collaboration

23. The Technology Accelerators TM 24. Healthcare Outsourcing

Fortune 50 acute care pharmacy outsourcing division

Customer-facing value scorecards and analytics used across 100 locations, executive leadership, and internal operation teams

• Focusing on defining value of outsource services to customers

• Initial release targeted value around contract purchasing, clinical intervention activity, and clinical initiatives

• Subsequent releases targeted value around talent management, and internal operational benchmarks

Aligned business operational measurements to achieving customer value

Defined over $56M in customer value which was critical in retaining 100% of existing customer base

25. The Visual Advantage TM 26. Release Plan 27. Hierarchy Diagram 28. Sourcing Flow Diagram 29. The Execution Disciplines TM 30. Cargo / Logistics

International airline field and corporate sales support dashboard

Web application design

• Dashboard integrated with mainframe application

• Synchronizes data from laptop to mainframe

• Persistent dashboard leveraged when disconnected

Used in pre- and post-sales call activity across the world supporting field sales and corporate management

31. The D.C.O. Model TM 32. Healthcare Outsourcing

Fortune 50 acute care pharmacy outsourcing division

Customer-facing value scorecards and analytics used across 100 locations, executive leadership, and internal operation teams

• Focusing on defining value of outsource services to customers

• Initial release targeted value around contract purchasing, clinical intervention activity, and clinical initiatives

• Subsequent releases targeted value around talent management, and internal operational benchmarks

Aligned business operational measurements to achieving customer value

Defined over $56M in customer value which was critical in retaining 100% of existing customer base

33. 34. 35. A Partial List of Companies Creating Value 36. Questions? Timothy Brands 612-730-7404 [email_address]