obiee overview and benefits
TRANSCRIPT
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 1
About this Presentation
• Audience: Finance and IT Executives, New or Existing Customers, Partners
• Speaker: Sales Execs, Product Marketing Staff (needs to be scripted)
• Objectives:– High level overview of Hyperion Planning– Articulate customer challenges and how we solve– Includes customer examples that can be replaced or expanded– Can be used in seminars or early stages of sales cycles
• Length: 23 slides• Author: Ivo Bauermann, Andreea Vasiliu – Product Marketing• Initial Release – August 1st, 2007, updated January 2008• Feedback – please send any comments or suggestions
to the author
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 2
<Insert Picture Here>
Hyperion Planning – Delivering Predictable Results Presenter’s NamePresenter’s Title
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 4
Agenda
• Understanding customer needs• Solving planning issues• Our unique value• Summary and questions
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 5
How does One Build the Budget?
• Management reviews the budget and…
• Finance creates the forms
• Managers input their data by accounting period
• Finance aggregates the budget
“Repeat this cycle until either the management team is happy with the budget or budget managers lose their will to live”
Gartner
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 6
<Insert Picture Here> What Are the Challenges?
Planners like you, say…
“High processing time due to lack of strategic guidance and missing link between financial and operational plans”
“Low plan accuracy (variance accuracy) due to inaccurate data”
“Limited level of detail for the budget”
“High number of Excel sheets that need maintenance”
“Need to expand to: rolling forecasts, operational planning, investment planning, bulk updates, pre-built depreciation calculations,
version control”
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 7
<Insert Picture Here>
Oracle Addresses These Challenges. See What Our Customers Have to Say…
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 8
Creating a Healthy ROI at Oregon Graduate Institute
OGI School of Science & Engineering is one of four schools of Oregon Health & Science University, a leading health and research university with $307 million in research funding in 2007.
ROI: $1.5 Million Annually
BEFOREVariance between budget and actual
20%
Variance between forecast and actual
15%
FTE (full time employees) 15
Processing time 5 ½ Months
AFTER7%
3%
8
6 Weeks
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 9
BEFORE• First budget iteration took 8
weeks, while transferring employees or departments took 10 days
• Creation & distribution of the Excel templates took 4 weeks
• The data was not dependable for management to make business decisions
• Corporate budget group employed 9 people to maintain the process and offline system
AFTER
• First budget iteration takes only 4 ½ weeks
• Reorganizations down to 24 hours• A very detailed expense budget that
utilized over 700 accounts• Each individual employee was
budgeted (60,000 in phase 2)• For the first time ever ING had three-
dimensional reporting• Several new reports enable managers
to analyze the business (i.e. year over year quarterly comparison)
Ensuring a Smooth Planning Process at ING
• One of the 20 largest financial institutions worldwide• Revenues of ~9 billion USD (2005)• Over 113 thousand full time employees
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 10
BEFORE• 6 different analysis/reporting tools• 4-6 financial data warehouse
solutions• No common tool for budgeting• Dependency on external
consultants• Many information silos, no
analysis across the companies• Many user interfaces to work with
– processes across many systems
Improving Strategic Planning at Telenor
AFTER• Manage strategy and initiatives on
a regular basis– Agenda for the monthly
management meeting is determined by the status indicators on the strategic objectives
– Strategic objectives tie into measures and initiatives
• Cost-cutting through process, system, and information standardization
• Ranked 12th in mobile operators field• Revenues of 10.9 billion USD (2005)• Over 23 thousand full time employees
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 11
Challenges Solved…
CHALLENGE
Process time reduction
Improved accuracy (variance)
Increased level of detail for the budget
Number of Excel sheets replaced
Number of full time employeestransferred to analysis
ROI
Expand to
RESULTS AFTER IMPLEMENTING ORACLE’S HYPERION PLANNING – SYSTEM 950-82% time reduction
65-80% improvement in accuracy
700 accounts and over 60,000 employees2000+ Excel spreadsheets
8 FTE transferred from budget to analysis
$1.5M return on investment
Rolling forecasts, operational planning,investment planning, bulk updates, pre-built depreciation calculations, version control
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 12
<Insert Picture Here>
Solving Planning Issues How?
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 13
Capital Planning
Strategic Planning
Project Planning
Enterprise Planning
Capacity Planning
Operational Planning
Revenue / P&L Planning
Integrated Business Planning
Budgeting
Organization-wide Planning
Closed-loop Budgeting
Rolling Forecasting ONEPlanning Platform
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 14
Hyperion PlanningShortens Planning Cycles and Improves Business Predictability• Powerful workflow and
process management• Intuitive interface• Robust data integration • Leverages Essbase –
powerful reporting and analysis
• Scalable web infrastructure• Special-purpose planning
modules for fast deployment
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 15
Oracle’s Hyperion Planning – Delivering Predictable Results
• Accuracy – one planning platform for all the modules, improving processing time and accuracy, as well as reducing the maintenance overhead
• Performance – Essbase, award winning OLAP engine, boosting the scalability and performance of any planning application
• Simplicity – one reporting workspace enabling real time, side-by-side planning, forecasting and analysis
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 16
Fundamental Capabilities
CAPABILITY DETAILPlanning and Analysis
Fully embedded into BI and Microsoft Office for real-time reporting and analysis
Modeling The ability to model at the operational level, assessing impact to the overall strategic plan
What-if See the business impact of changing business drivers to make intelligent decisions
Collaboration Technology that allows the entire user community to communicate and plan in real time as well as offline
Top-down/Bottom-up Bi-directional planning capabilities to promote accuracy and accountability
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 17
Top Hyperion Planning Customers
20,000
Number of Users
Num
ber o
f Use
rs
3,000
Hyatt Norway Post
Petrobras
Dell
Toyota
Newmont
Credit Suisse
Telenor
Turkiye IS Bank
Lockheed Martin
BritishTelecom
Alcoa
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 18
<Insert Picture Here>
Unique Value. Market Leader, Check for Yourself.
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 19
<Insert Picture Here>
The 21 Irrefutable Laws of Leadership
John Maxwell, 1998
“Leader is a person that has followers”
“The Law of Solid Ground: Trust is the foundation of leadership”
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 20
Customer Adoption has Been Rapid
Planning Customers
0
200
400
600
800
1000
1200
1400
1600
1800
2000 2001 2002 2003 2004 2005 2006 2007
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 21
1992 Morgan Stanley
1992 Toshiba
1992 Logitech
1995 Carnival Cruise Lines
1996 Nationwide
1997 Pfizer
1989 Philip Morris USA
1999 Heineken
2000 Motive Communications
2000 Olympus
2001 All Seasons Services Inc., Autonation
2002 Pepsi, Wellpoint
2003 Telenor
2004 Toyota, UMB Bank
2005 Norway Post
Budgeting & Planning Customers
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 22
Oracle Leads the MarketGartner: Magic Quadrant for CPM Suites, 2007
The Magic Quadrant is copyrighted 19 December 2007 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the "Leaders" quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.
This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from Oracle. Source: Gartner, Inc., “Magic Quadrant for CPM Suites, 2007” by Nigel Rayner, Neil Chandler, John E. Van Decker, 19 December 2007.
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 23
We’ve provided planning solutions for 13 years
Oracle has over 3000 clients using its planning solutions
In the last 5 years we increased the number of planning clients 5 times
5
13
3000
Some Key Numbers
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 24
Delivering Predictable Results
Customers
Next Steps
Unique Value 1
2
3
Accuracy
Performance
Simplicity
Over 3000 clients’ ROI
Discovery session
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 25
Copyright © 2008, Oracle and/or its affiliates. All rights reserved. 26