C O N T R O L L I N G . C O M
A G I L E R E P O R T I N G
I N T H E D I G I T A L
E C O N O M Y
I C V C O N T R O L L I N G B A R C A M P
D R . J Ö R G E N G E L B E R G S
2 4 T H J U N E 2 0 1 7
M U N I C H
Zalando at a glance
Reporting requirements
Effective reporting landscape
Efficient processes and systems
Continuous improvements
Q&A
2
3
Z A L A N D O A T A
G L A N C E
F R O M F L I P F L O P S T O M - D A X
4 as at Dec 2016
Z AL AN D O AT A G L AN C E
~3.6billion EURO
net sales 2016
>50%return rate acrossall categories
~165million
visitspermonth
~20millionactive customers
~200,000product choices
~12,000employees in Europe
15countries
>1,500brands
5
W E L O V E
F A S H I O N
6
W E O F F E R A S U C C E S S F U L AN D C U R AT E D AS S O R T M E N T
HIGHLY
EXPERIENCED category management
CURATED
SHOPPINGwith Zalon
>350designers & stylists
~200,000 articles from
>1,500international brands
private labels17
LOCALIZATIONof the assortment
7
W E D R E S S C O D E
8
W E AR E C O N S T AN T L Y I N N O V AT I N G T E C H N O L O G Y
HOME-BREWED,
CUTTING-EDGE,
SCALABLE technology solutions
6 tech locations
+ HQs in Berlin
help our brands to
WIN ONLINE
>1,600employees from
77nations
9
W E L I V E
O P E R A T I O N A L
E X C E L L E N C E
10
W E O P E R AT E F AS H I O N
customer
care in
12languages
>20 payment methods
adapted to each market
15markets
~6,300employees
and
6fulfillment
centers
INNOVATIVEcontent creation
11
R E P O R T I N G
R E Q U I R E M E N T S
12
I N C R E AS I N G R E P O R T I N G R E Q U I R E M E N T S I N E N V I R O N M E N T O F S T R O N G
G R O W T H
DATA STORAGE
(BACKEND)
REPORTING ENGINE
(FRONTEND)
MULTIDIMENSIONAL
FINANCIAL
REPORTING
OPERATIONAL
REPORTING
SUPPORT PLANNING/
BUDGETING
SAP BW ON HANA JEDOXSAP BO /
MICROSTRATEGYPALO / JEDOX
• LESS DATA
STORAGE
• MANAGEMENT OF
DIFFERENT
VERSIONS
• RECONSTRUC-
TION OF
HISTORICAL DATA
• RESTATEMENTS
• AUTOMATED
REPORTS
• FAST UPDATES
• SIMULTANEOUS
WORK
• MOBILE ACCESS
• SUSTAINABILITY
• FLEXIBILITY
• MULTIDIMENSIONAL ANALYSIS OF PROFIT
CONTRIBUTION
• EXTENDED P&L ANALYSIS FROM DIFFERENT PERSPECTIVES
(E.G. CATEGORIES)
• AVAILABILITY OF
DIFFERENT DATA
LAYERS (PLAN VS.
ACTUALS)
• MIN. 3
DIMENSIONS
O L D R E P O R T I N G S E T - U P N O T B U I L D F O R AG I L E R E Q U I R E M E N T S
• No plan data
• No charts
• No filtering
• Outdated KPI definitions
• Fragmented
• One channel only
13
N E W R E P O R T I N G S E T - U P W I T H S E V E R AL AD V AN T AG E S
• One page only
• Remote and mobile access
• Actuals and plan
• Chart visuals
• Dynamic filtering
• Harmonized definitions and formats
for all units
• All sales channels included
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16
E F F E C T I V E
R E P O R T I N G
L A N D S C A P E
C L E A N S I N G
R E P O R T I N G
S O L I D K P I
F O U N D AT I O N S
C U S T O M E R
C E N T R I C I T Y
17
O U R H A T - T R I C K F O R E F F E C T I V E R E P O R T I N G
• Build reporting
inventory
• Target info needs
• Standardize
• Four major
dimensions to be
considered within KPI
selection process
• Regularly ask report
users for feedback
18
C L E AN R E P O R T I N G L AN D S C AP E : T H R E E M AI N S T E P S
B U I L D R E P O R T
I N V E N T O R Y
A D A P T
I N F O R M A T I O N
S T A R T
R E D E S I G N
• Overview on existing
reports
• Dimensions like workload,
audience, impact,
content, owner, cycle etc.
• Regular discussions for
and decisions for
improvements
• Deletion of unnecessary
reports
• Audience adaption
• Cycle adaption
• Content adaption
• Higher report
standardization
• Standardized KPIs
19
K P I F O U N D A T I O N S : F O U R P I E C E S O F A V A L U E - A D D I N G K P I
19
R E S P O N S I B I L I T Y
A C T I O N A B I L I T Y S T R A T E G Y O R I E N T A T I O N
M E A S U R A B I L I T Y
N E V E R S T O P AS K I N G U S E R S F O R F E E D B AC K :
B AS I S O F I M P R O V E M E N T S AN D P I P E L I N E M AN AG E M E N T
85%
2%
13%
Yes OthersNo
22
"Would you like to have additional
training or documentation on the
Management report?"
ILLUSTRATION
-51%
Reduce # of
pages
Lower
frequency
S E N T P A G E S P E R M O N T H
Lower
frequency
Merge
reports
Delete
reports
-32%
Unsub-
scribe
# R E P O R T S T O R E C I P I E N T S P E R M O N T H
-52%
Reduce # of
pages
Unsub-
scribe
Lower
frequency
Delete
reports
S E N T D A T A V O L U M E P E R M O N T H
-16%
Improve creation
process
M A N - H O U R S P E R M O N T H
M E A S U R E I M P L E M E N T A T I O N L E A D T O D E S I R E D S U C C E S S
23
24
E F F I C I E N T
P R O C E S S E S A N D
S Y S T E M S
W O R K F L O W SD ATA
C O N S I S T E N C YA U T O M AT I O N
25
T H R E E C O R N E R S T O N E S F O R E F F I C I E N T R E P O R T I N G
• Dashboard
• Simultaneous review
(> 50 users)
• Formatting options
• Single source of truth
• Fast and easy access
• Self-service
• Lean admin
1. Write comment
(Editor)
2. Review comment
(Reviewer)
3. Final comment
(Reporting Team)
Reject Function
• Reporting package is a set of 60 individual reports with approx. 180 comments
• Always up-to-date – no versions circulated via Mail/Excel
• Self-organizing, flexible workflow
• Comment boxes with various editors and reviewers, status by comment (live)
• Push notification for writer and reviewer if rejected
W O R K F L O W S : E N A B L I N G T H E S O- W H A T I N R E P O R T I N G
26
27
I N S E AR C H O F T H E H O L Y G R AI L :
S Y S T E M S S U P P O R T I N G " S I N G L E S O U R C E O F T R U T H "
27
• Consistency
• Speed
• Flexibility
• Quality
• Transparency
• Mobile
• Less admin
28
F AS T C L O S E : S T E P C H AN G E AC H I E V E D
Book-to-report substantially improved
• Market requirements
• Speed
• Quality
• Changes easy to roll-out
Examples of Controlling contribution
• Efficient allocation processes
• Review of forecast procedures
28
M O N TH
E N D
M O N TH
E N D
F I N AL
C L O S E &
R E P O R I N G
F I N AL
C L O S E &
R E P O R I N G
PRESENT ~ 5 DAYS
PAST - (20 DAYS)
V AR I O U S
S YS TE M S ,
M AN U AL
AN D I TE R ATI V E
P R O C E S S E S
E F F I C I E N T
S YS TE M S ,
S TR U C TU R E S
AN D
P R O C E S S E S
29
C O N T I N U O U S
I M P R O V E M E N T S
K E E P P I L O T I N GT O O L T Ü V K P I W I K I
# N E V E R S T O P I M P R O V I N G
• Regular check of
existing tools –
comparable to
technical inspection
for cars
• KPI handbook –
financial & non-
financial
• Company-wide
standardized
• Continue to try out
new developments
• Think “minimum
viable product”
30
A U T O T Ü V T O O L T Ü V
• Structure of checklist builds on
analogy to cars
• As development continues, tools
become difficult to comprehend
• KPI definitions change
• Processes are not well documented
• Errors are not highlighted by the tool
Why is a (regular) servicing
of tools recommended?
T O O L T Ü V : R E G U L A R S E R V I C I N G J U S T L I K E C A R S
31
• Single source for KPI definitions
• Continuous updating rather than
constantly outdated
• Linking KPIs to reports and vice
versa
• Social: learn, share, comment, add,
…
K P I W I K I : K N O W L E D G E S H A R I N G P L A T F O R M
34
P I L O T S AN D P R O T O T Y P E S T O
G E N E R AT E L E AR N I N G S AN D AD V AN C E C O N T I N U O U S L Y
• Allow for local variation with
intention to adopt learnings centrally
• Think “minimum viable product”
• Find the right testing grounds
• There is no such thing as a perfect
solution
• Make change a constant
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Q & A
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The information in this presentation has not been independently verified. No
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or completeness of the presentation and the information contained herein
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accepted for any liability for any loss howsoever arising, directly or
indirectly, from this presentation or its contents.
D I S C L AI M E R
39
