ORACLE BUSINESS INTELLIGENCE & ENTERPRISE PERFORMANCE MANAGEMENT Customer Successes
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ORACLE IS THE INFORMATION COMPANY
Oracle Business Intelligence & Enterprise Performance Management Customer Successes Oracle Business Intelligence (BI) is a portfolio of technology and applications that provides the industry’s first integrated, end-to-end Enterprise Performance Management (EPM) System, including category-leading performance management applications, BI applications, BI foundation and tools, and data warehousing. • Pervasive—Deliver intuitive, role-based intelligence for everyone in an organization— from front-line employees to senior management—that enables better decisions, actions, and business processes • Comprehensive—Leverage Oracle’s comprehensive range of performance management applications, business intelligence applications, and business intelligence technologies • Hot-Pluggable—Integrate heterogeneous enterprise applications, data sources, and infrastructure technologies With Oracle’s industry-leading BI and EPM solutions, organizations gain better insight, make better decisions, and drive better results that are delivered more quickly. Read how organizations gain timely and accurate insight into operations, customers, and suppliers for greater profitability with Oracle Business Intelligence solutions.
Table of Contents
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Ver zon Bus ness
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Wh rlpool Corporat on
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P tney Bowes Inc.
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Cerner Corporat on
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Medtron c, Inc.
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Hormel Foods Corp.
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F fth Th rd Bancorp
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The Stanley Works
U N I T E D S TAT E S
U N I T E D S TAT E S
Verizon Business Dr ves More Informed and Ag le Dec s ons w th Bus ness Intell gence Solut on
“W th Oracle’s pre-bu lt analyt c solut ons for sales, market ng, and serv ce, we were able to deploy a powerful bus ness ntell gence solut on n under three months. Ver zon Bus ness employees across the enterpr se are now empowered w th relevant, complete nformat on ta lored to the r role.” Rob Moore, Execut ve D rector, Ver zon Bus ness
Oracle Customer:
One of three operating units of Verizon Communications Inc., Verizon Business delivers advanced IP, data, voice, and wireless solutions to large business and government. e company, which operates more than 300 offices in 75 countries, represents the culmination of a series of focused acquisitions of industry leaders, including Verizon, MCI, UUNET, and Digex. Challenges • Improve and streamline sales forecasting and reporting
Verizon Business Alpharetta, GA www.ver zonbus ness.com
• Enhance regulatory visibility
Industry:
Solution
Commun cat ons Annual Revenue: US$20 b ll on Employees: 30,000 Oracle Products & Services: • Oracle Bus ness Intell gence Su te Enterpr se Ed t on • Oracle Sales Analyt cs • Oracle Serv ce Analyt cs
• Enhance ability to interpret data to drive more informed decisions
• Implemented Oracle Business Intelligence Sales Analytics and Service Analytics for 14,500 users across the enterprise • Improved Verizon Business’ ability to gain complete and timely insight into sales processes, distribute intelligence pervasively, and drive more effective decisions and processes • Reduced the number of staff days spent on sales analysis and report distribution, increasing productivity • Enabled the sales organization to rapidly analyze and adjust to changing conditions • Gained the ability to measure the impact of marketing campaigns against expected sales and make adjustments • Provided greater visibility into contracting, quoting, and proposal activity • Allowed the company to manage the entire service portfolio and change strategies in near real-time
VERIZON BUSINESS
• Gained the ability to assess exposure to business challenges within specific solution pricing • Ensured a rapid deployment—rolling out Oracle Business Intelligence to more than 3,000 users in approximately three months • Enabled Sarbanes-Oxley and regulatory compliance to be achieved while gaining transparency into the sales and marketing organizations’ business processes that fell under new regulatory review
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U N I T E D S TAT E S
Whirlpool Corporation Enhances Customer Serv ce and Saves M ll ons Opt m z ng Market ng Programs “W th Oracle, Wh rlpool bus ness un ts are cap tal z ng on the ntegrat on between our bus ness ntell gence, call center, and market ng solut ons to dr ve revenue creat on and customer loyalty ncent ves. Prev ously, our organ zat on spent m ll ons on outs de vendors and t me to market was slow. Today, we have a solut on that enables us to rap dly serve m ll ons of customers worldw de.” Thomas Mender, Manager, Sensus Bus ness Intell gence & Campa gn Management, Wh rlpool Corporat on
Oracle Customer: Whirlpool Corporation Benton Harbor, MI www.wh rlpoolcorp.com
Whirlpool Corporation is the world’s leading manufacturer and marketer of major home appliances, with more than 70 global manufacturing and technology research centers. e company markets Amana, Brastemp, Bauknecht, Jenn-Air, KitchenAid, Maytag, Whirlpool, and other major brand names to consumers in nearly every country around the world.
Industry: Reta l
Challenges
Annual Revenue:
• Centralize customer information to optimize business processes
US$ 8 b ll on
• Allow the organization to manage marketing campaigns internally
Employees:
• Align customer data with call center capabilities to enhance service and capitalize on sales opportunities
73,000 Solution Oracle Products & Services: • Oracle Bus ness Intell gence Su te Enterpr se Ed t on • Oracle Market ng Analyt cs • S ebel Contact Center
• Implemented Oracle Business Intelligence Suite Enterprise Edition to deliver companywide visibility into customer information • Eliminated data redundancy and enhanced data accuracy by consolidating three siloed customer databases into one common data set • Gained a holistic view of information by customer, household, and Whirlpool asset while retaining all transaction information • Established “closed loop” marketing response capabilities and provided call centers with enhanced tools to upsell customers by integrating Oracle Business Intelligence Suite Enterprise Edition with Oracle’s Siebel Contact Center • Accelerated marketing campaign introductions to capitalize on market trends quickly • Extended the system to the Service Contract and Customer Loyalty teams
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Pitney Bowes Inc. Improves Total Cost of Ownersh p w th Enhanced Bus ness Intell gence
"W th Oracle’s bus ness ntell gence solut on, we were able to del ver more than 400 reports to a large organ zat on w th just one person—now that’s cost effect ve.” William Duffy, Data Warehouse Project Manager, P tney Bowes Inc.
Oracle Customer:
Pitney Bowes Inc. Stamford, CT www.pb.com Industry: H gh Technology Annual Revenue: US$5.5 b ll on Employees: 35,000
Pitney Bowes Inc. is the world’s largest producer of postage meters, laying claim to some 2 million customers worldwide, 1.6 million of them in North America. e company also makes other mailing equipment and provides shipping and weighing systems, as well as online postage services, financing for office equipment purchases, and facilities management services. Pitney Bowes also develops software to create mailers and manage shipping, transportation, and logistics for government agencies and corporations. To manage its massive customer base, Pitney Bowes operates four call centers and employs 1,250 sales associates and 1,500 field service representatives in North America, alone. Despite this huge commitment of resources, the company lacked a unified, coordinated approach to its vast customer service, marketing, and sales operations. To remedy the situation, Pitney Bowes turned to Oracle for a comprehensive business intelligence solution that not only brought cohesiveness and greater analytical capabilities to its sales and marketing operations, but also would work in the context of Pitney Bowes’ multifaceted IT infrastructure. “Our technology requirement spans more than 10 legacy systems deployed on different technologies,” said William Duffy, data warehouse project manager at Pitney Bowes Inc. “Oracle Business Intelligence Enterprise Edition was one of the few business intelligence tools capable of meeting the challenge.” The Case for Change Over the past few years, Pitney Bowes has been on a nonstop growth trajectory, fueled by a string of acquisitions and a worldwide push to expand its service operations.
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Managing its customers has always been a top priority for Pitney Bowes. To assure that all customers—new or old—receive fast, appropriate services and offerings, the company launched a program called “e Power of One” in 2002. e program sought to provide customers with a consistent experience across all business units. “We needed a business intelligence solution that would provide all customer-facing associates with the same customer information in real time so they understand who the customer is—regardless of the customer’s location, history, and time with Pitney Bowes,” Duffy said. “We also wanted to be able to analyze productivity and performance, which is key to helping us deliver the best possible service.”
Oracle Products & Services: • Oracle Bus ness Intell gence Su te Enterpr se Ed t on • S ebel Sales Analyt cs • S ebel Market ng Analyt cs • S ebel Serv ce Analyt cs • S ebel CRM • Oracle Database • Oracle Real Appl cat on Clusters Key Benefits:
Dashboards and Analytics Pitney Bowes implemented Oracle’s Siebel applications for sales, service, and marketing analytics to manage its call centers, field service organization, and sales force. Oracle Business Intelligence Suite Enterprise Edition marries the information together to provide key information to the management team. “Oracle’s business intelligence solution gives us a 360-degree view of our customers and an infrastructure to keep on growing,” Duffy said. As the company hoped, the information has translated to better service.
• Reduced total cost of ownersh p • Enhanced sales product v ty through better customer ns ght • Increased respons veness of sales assoc ates, lead ng to greater customer sat sfact on • Improved market ng effect veness w th better segmentat on and target ng
“By providing analytics to all customer-facing associates, we provide a consistent and positive experience to Pitney Bowes customers,” Duffy said. Building on Oracle e new Pitney Bowes business intelligence component was part of a series of technological advances the company has undertaken in the past few years. In 2002, Pitney Bowes embarked on a vision to scrap a decades-old legacy system that was interfering with its ability to develop new business opportunities. It started replacing it with Oracle’s Siebel CRM. e solution called for deploying a nationwide wireless field technology that improved the speed, consistency, and predictability of response times to service requests, increased the rate of first-call resolutions, and enhanced customer service. In considering its business intelligence solution, Pitney Bowes wanted continuity and compatibility with the CRM solution and its larger IT infrastructure, which is made up of several Oracle databases for its data warehouse environment. “Oracle is our primary database platform, with well over 600 different production databases installed. We are running Oracle Real Application Clusters in some of our high availability environments,” Duffy said. 5
PITNEY BOWES INC.
“One of the most mportant values of Oracle s the total cost of ownersh p. It has been totally cost-effect ve.” William Duffy, Data Warehouse Project Manager, P tney Bowes Inc.
Ultimately, Oracle’s business intelligence solution was the simplest and most sensible way to integrate and maximize the company’s legacy systems and applications while adding new analytic and marketing capabilities to the mix. “It was a good way to bring all the information together to provide key information to management,” Duffy said. As presently configured, the “basic hardware topology” for the Oracle Business Intelligence solution, Duffy explained, includes a database server, Web server, and two Unix servers on IBM platforms—each with eight CPU servers and various Windows clients. Assessing Performance Pitney Bowes receives approximately 30,000 calls a day from its customers. “On any given day, each of those customers has the potential to speak to a salesperson, request a repair on a piece of equipment, or need to talk to someone about a bill,” Duffy said. “Managing all that information is a huge challenge.” Pitney Bowes needed to enable its sales representatives to associate each customer inquiry with a type of account—large or small—to make sure they were providing the appropriate level of service. e Oracle solution allows each representative to immediately access all information on each customer. With Oracle’s Siebel Service Analytics, Pitney Bowes can measure the performance of its call centers and effectively manage productivity of its 1,250 agents, ensuring responsiveness and improving customer satisfaction. “Oracle business intelligence provides laser-like visibility into the performance of every sales rep,” Duffy said. “We can better understand how agents are spending their time and what’s not working. Oracle’s business intelligence is key to our success in managing key performance indicators in call center productivity, field service organization, and effective campaigns.” Refining Campaigns On the marketing side, Duffy noted, “Our biggest challenge was creating campaigns and using the data effectively to understand the buying and service behaviors of the customer.” Oracle’s Siebel Marketing Analytics has helped drive important customer retention campaigns, including targeting customers with expiring leases. It further helps Pitney Bowes segment customers and understand the potential of new customers.
PITNEY BOWES INC.
“Analytic dashboards drive every important customer retention campaign, including identifying and targeting customers with expiring leases,” Duffy said. “By enabling marketing to segment customers, we can ensure that we call the right customers at the right time so we can retain those customers and generate new business.” Improvement in the Field Pitney Bowes is using Oracle in its field service organization to track outstanding customer cases day-by-day. “For example, if a customer has an issue with a meter, inserter, or sorter, they can call into one of our call centers, and the agent will open a ticket in the CRM application,” Duffy said. Each day, that information is fed into the Oracle applications, which provide dashboards and metrics so districts know where to dispatch their agents and how the field service technicians are performing with regard to response time. “We very carefully track how long a call has been open to make sure the customer is assigned the right priority and receives service as quickly as possible,” Duffy said. “Our goal is same-day service. Our business intelligence is helping us get there.” Why Oracle? Pitney Bowes chose Oracle’s business intelligence solution for three primary reasons. It is a long-time Oracle customer; it considers Oracle’s business intelligence solution to be the most capable and comprehensive platform on the market; and because it wanted to take advantage of the pre-built business intelligence applications. In addition, because the solution has what is known as “hot-pluggable” architecture that allows its components to integrate easily with third-party solutions, Pitney Bowes was able to integrate its business intelligence into its business processes, get insight from its legacy system, and analyze information from historical and real-time data sources, Duffy said. Ultimately, however, what sold Pitney Bowes on Oracle was the possibility of lowering ownership costs even as it gained new functionality. “One of the most important values of Oracle’s business intelligence solution is its TCO,” Duffy said. “e productivity we can achieve is astounding. We created 400 reports used by 1,250 users with a staff of one within a few months—that is very cost effective.”
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Implementation Process e key factors to Pitney Bowes’ success in implementing a comprehensive business intelligence solution include gathering feedback directly from the business users, delivering the information that the business users requested, having the ability to deliver the right information to the right people at the right time, and ease of use of the business intelligence tools. Pitney Bowes created over 400 reports by a staff of one in a matter of a few months—a very rapid and cost-effective business intelligence deployment.
Pitney Bowes Inc. provides the world’s most comprehensive suite of mail stream software, hardware, services, and solutions to help companies manage their flow of mail, documents, and packages, and improve communication.
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Cerner Corporation Leverages Act onable Intell gence to Dr ve Data-dr ven Dec s ons Across the Enterpr se “Our goal s to prov de ‘the perfect exper ence’ to our cl ents. To make that poss ble, we needed act onable ntell gence. W th Oracle, we are able to prov de targeted, t mely data and reports to assoc ates enterpr se-w de.” Kevin Smyth, V ce Pres dent, Ch ef Informat on Officer, Cerner Corporat on
Cerner Corporation Kansas C ty, MO www.cerner.com
Cerner Corporation is a leading supplier of healthcare information technology (HIT) and healthcare devices that connect physician offices, hospitals, clinics, laboratories, pharmacies, and consumers’ homes to relevant healthcare information. Cerner provides secure, real-time access to clinical, administrative, and financial data. Cerner’s unified, person-centric Cerner Millennium® architecture provides access to an individual’s electronic health record at the point of care and organizes and delivers information to meet the specific needs of the care provider.
Industry:
Challenges
H gh Technology
• Meet the goal of providing “the perfect experience” for clients, both internal and external
Annual Revenue:
• Gain a greater understanding of client and financial data
More than US$ b ll on
• Provide intelligence to associates across the enterprise by pulling information from a variety of data sources
Oracle Customer:
Employees: 7,300 Oracle Products & Services: • Oracle Bus ness Intell gence Su te Enterpr se Ed t on • S ebel Market ng Analyt cs • S ebel CRM • S ebel Sales • PeopleSoft Enterpr se F nanc al Management • PeopleSoft Enterpr se Human Cap tal Management
Solution • Enabled 7,000 users to leverage Oracle Business Intelligence Suite Enterprise Edition to unify data from several sources • Provided each associate, at all levels of the company, access to information required for their job • Created a single view of the client and deep understanding of company financial data • Improved management of travel expenses, cash reporting, and profit/loss statements • Increased quality of service provided to clients • Saved time with exception-based reporting and targeting certain groups for performance improvements • Rapidly increased accounts receivables rates each quarter • Improved data quality by exposing large amounts of data to the entire company
U N I T E D S TAT E S
Medtronic, Inc. Enhances Sales Force Intell gence to Ma nta n Compet t ve Advantage
“Oracle Bus ness Intell gence Enterpr se Ed t on allows us to opt m ze our sales performance by prov d ng transparency to ntegrated customer nformat on updated da ly.” Chad Kirchner, Analyt cs and Content Management, Medtron c, Inc.
Oracle Customer:
Medtronic, Inc. is a global leader in medical technology, providing lifelong solutions for people with chronic disease. e company offers products, therapies, and services that enhance or extend the lives of millions of people. Each year, 5 million patients benefit from Medtronic’s technology, used to treat conditions such as diabetes, heart disease, neurological disorders, and vascular illnesses. Challenges
Medtronic, Inc. M nneapol s, MN www.medtron c.com Industry: L fe Sc ences Annual Revenue: US$ .3 b ll on Employees: 3 ,000 Oracle Products & Services: • Oracle Bus ness Intell gence Enterpr se Ed t on
• Maintain a competitive advantage—physician/customer loyalty—as the company grows • Optimize sales force performance and customer service by providing the sales team with accurate customer data • Provide reporting functionality not present in the company’s Business Objects system • Provide transparency to integrated data from disparate source systems Solution • Worked with BI Consulting Group to implement Oracle Business Intelligence Enterprise Edition, creating a business analytics system that measures and monitors key sales metrics • Provided the sales team with an accurate, 360-degree view of customer information • Delivered timely reports and analysis to company executives • Improved insight into key data such as devices sold per region, physician loyalty, pending purchase orders, etc. • Created a “Command and Control” dashboard, available to a variety of departments, that decreased the reporting production and distribution overhead
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MEDTRONIC, INC.
• Enabled tracking of new products sold versus old, allowing management to correct an existing problem where sales teams were more focused on selling older, more familiar products than newer, less familiar products
Oracle Partner: BI Consult ng Group www.b consult nggroup.com
• Achieved high adoption rate of 65% of users employing the tool at least once per month • Realized over 45,000 productivity hours saved annually among the company’s user group • Deployed the first solution after only three months
U N I T E D S TAT E S
Hormel Foods Corp. Improves Market ng Processes, Increases V s b l ty, and Ga ns Shelf Space “Oracle Bus ness Intell gence Enterpr se Ed t on allows us to br ng d sparate sources of data together n one system and analyze the nformat on to create act onable plans. Turn ng raw data nto ns ghtful nformat on enables us to better plan, execute, and manage our trade promot ons and bu ld more mean ngful customer relat onsh ps.” Chris Boever, V ce Pres dent of Category Sales, Hormel Foods Corp.
Oracle Customer:
Hormel Foods Corp. Aust n, MN www.hormel.com Industry: Consumer Goods Annual Revenue: US$5.7 b ll on Employees: 7, 00 Oracle Products & Services: • Oracle Bus ness Intell gence Enterpr se Ed t on
Hormel Foods Corp. is a multinational manufacturer and marketer of consumer-branded meat and food products. e company manufactures products such as Stagg® Chili, the Spam® family of products, Dinty Moore® products, and Jennie-O Turkey Store® products. e company sells its broad portfolio of meat and grocery items to retailers, wholesalers, food service distributors and operators, and other outlets throughout the United States. Challenges • Merge grocery products and meat products sales units • Replace an inefficient, fragmented collection of separate, homegrown legacy systems to support sales and marketing • Improve trade promotion processes and target marketing spending more effectively, adjusting quickly to increased sales volume Solution • Implemented Oracle Business Intelligence Enterprise Edition to provide 450 users with complete, up-to-the-minute customer information, enabling the company to better plan and execute effective trade promotions • Replaced outdated and homegrown legacy systems • Allowed Hormel to increase visibility into its customer base • Improved sales promotion process • Received a higher return on investment for marketing spending • Gained shelf space with retailers through more effective marketing campaigns • Enabled the Hormel sales team to analyze distribution, product movement, and pricing—leading to better promotional decisions
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Fifth Third Bancorp Increases F nanc al V s b l ty Across Bus nesses for Increased Effic ency
"W thout Hyper on Data Relat onsh p Management, I do not th nk we would be able to have the breadth of appl cat ons we have. W thout t, we would be n a constant state of try ng to figure out how to make sure all structures are the same, wh ch would be a d s ncent ve to creat ng add t onal, funct onally spec fic appl cat ons." Bret Furtwengler, V ce Pres dent, F nanc al Systems, F fth Th rd Bancorp
Oracle Customer:
Fifth Third Bancorp C nc nnat , OH www.53.com Industry: F nanc al Serv ces Annual Revenue: US$8.4 b ll on Employees: 22,000
Fifth ird Bancorp is a Fortune 500 company and diversified financial services company headquartered in Cincinnati, Ohio. e company has provided quality financial products and services to its customers for almost 150 years. One of the largest banks in the United States by asset size and market capitalization, Fifth ird Bancorp operates five main businesses: Commercial Banking, Branch Banking, Consumer Lending, Investment Advisors, and Fifth ird Processing Solutions. e company drives revenue and quality loan and deposit growth by adding new customers, increasing market share, and striving to meet the financial services needs of its 6 million customers. As a result, the company has grown to almost US$100 billion in assets and operates 18 affiliates with 1,161 full-service banking centers primarily in the Midwest and Florida—including 109 Bank Mart locations inside select grocery stores and 2,104 Jeanie ATMs. Faced with the need to improve decision making, reporting, and planning during a period of rapid expansion via organic growth and acquisition, Fifth ird Bancorp turned to Oracle’s Hyperion applications to build a business performance management (BPM) infrastructure solution to accommodate growth. anks to Hyperion products, the company is improving its processes while increasing accountability and transparency, revenue and costs predictability, flexibility, and scalability. Ensuring Data Management Consistency Acquisitions can wreak havoc on a company’s data consistency. For example, Fifth ird Bancorp’s 2001 Old Kent Bank acquisition, which was approximately a third of Fifth ird Bancorp’s size, caused a massive explosion in the number of general ledger data points. At one time, Fifth ird Bancorp had more than 2.5 million data points, along
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FIFTH THIRD BANCORP
Oracle Products & Services: • Hyper on Essbase • Hyper on Data Relat onsh p Management • Hyper on Plann ng Partner: Wh ttmanHart www.wh ttmanhart.com
with 30 to 40 new financial accounts per month. With no single group overseeing master data hierarchy consistency across all systems, employees manually entered master data hierarchy changes monthly—a costly and time-consuming process. In addition, the company’s data environment contained vast interdependencies and implications among individual systems. e general ledger included more than 11,000 cost centers and 2,500 accounts that represented more than 1 million open relationships and more than 100 companies. Within Hyperion business intelligence applications, this translated to approximately 20,000 entities—more than 1 million entities when including duplicate hierarchies.
Key Benefits: • Prov ded cons stent master data across var ous systems • Reduced costs v a central zed ma ntenance of master data changes across systems • Enabled cons stent and t mely enterpr se report ng • Made officers more accountable v a ncreased data transparency • Prov ded platform to accommodate growth and manage change eas ly • El m nated ncons stenc es throughout ntegrated system appl cat ons
Senior management recognized the need to address the inconsistencies and established a new Financial Systems Support Group. In addition to managing master data hierarchies, the group oversees new cost centers, companies, and accounts added to the general ledger or other financial systems. e group developed a rigorous workflow-based submission and review process, which included a formal review board—with representatives from the regulatory, tax, general accounting, finance, and financial systems groups—to eliminate duplicate, immaterial, or inappropriate cost centers and accounts. e group also ensures approved accounts and cost centers are managed in the correct hierarchies. is process reduced account additions by 75%. e group used Hyperion Data Relationship Management as the catalyst for establishing and improving processes. e application infrastructure is significant, as the group uses Hyperion Data Relationship Management to manage change across all financial master data hierarchies—including cost centers, entities, companies, as well as their respective relationships, attributes, and properties. Addressing Data Hierarchy Challenges e reporting and consolidation system served three significant but separate purposes (internal management reporting, external reporting, and regulatory reporting) with only one application. Each purpose had diverse functional requirements. As a result, the effort to meet each functional requirement through only one application failed to meet any one purpose effectively. Additionally, there were multiple master data owners and versions. No single group owned management of the data hierarchies, making it impossible to ensure data consistency through single cost center and account definitions.
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FIFTH THIRD BANCORP
In addition, the data-capturing methodology favored a general ledger orientation, which eliminated the ability to provide background details regarding key drivers and assumptions. An affiliate might invest time into modeling how many new loans needed to be generated with specific rate assumptions to calculate a commercial loan portfolio general ledger number. However, there was no way to retain the assumptions that went into the planning calculation.
“Hyper on appl cat ons prov de F fth Th rd Bancorp w th a s ngle vers on of the truth, wh ch g ves us a hol st c look at our bus ness. Th s s huge.” Bret Furtwengler, V ce Pres dent, F nanc al Systems, F fth Th rd Bancorp
Without the ability to capture such information, it was difficult to compare affiliates. “We had more than 2 million data points in our chart of accounts. If you’re familiar with trying to manage that size of an accounting structure, it was unwieldy,” said Bret Furtwengler, vice president, Financial Systems, Fifth ird Bancorp. “So the first thing that we did was to put in a formalized process just to request new accounts. We put in an actual board of review if you wanted to have a new account added. And it was great for Sarbanes-Oxley. On top of that, we created one version of the truth on our metadata. Everyone comes to our Hyperion Data Relationship Management product to get the financial hierarchy.” Automated Master Data Synchronization Across Multiple Systems Numerous systems share master data, including the SAP human resources system, multiple Hyperion Essbase cubes, Oracle financial services applications (FTP and allocation system), several Hyperion business intelligence applications, and three Hyperion Planning applications. Master data is also fed indirectly into an IBM DB2 data warehouse and into the Westport compensation system. Hyperion Data Relationship Management allows Fifth ird Bancorp to manage monthly data updates across multiple systems easily. “We manage arduously to ensure there is consistency across all systems from our general ledger to Hyperion business intelligence applications, to Hyperion Planning, to Hyperion Essbase dashboards that link to SAP and Oracle data,” Furtwengler said. “All these systems use the standard hierarchy. From my past experience, Hyperion Data Relationship Management makes my life 10 times easier.” Fifth ird Bancorp has more than 80 master data hierarchies in Hyperion Data Relationship Management with more than 450 applicable attributes, which one or more downstream systems may use. Hyperion Data Relationship Management’s robust business rules engine, inheritance, and derived calculation capabilities make it easier for Fifth ird Bancorp to maintain those attributes consistently across all hierarchies. “A key feature of Hyperion Data Relationship Management is that of those 450 plus attributes, we only need to enter fewer than 10 of them manually. All the rest are derived,
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defaulted, or inherited, which is pretty incredible when you think about it,” Furtwengler said. “Without Hyperion Data Relationship Management, I do not think we would be able to have the breadth of applications we have. Without it, we would be in a constant state of trying to figure out how to make sure all structures are the same, which would be a disincentive to creating additional functionally specific applications.” Centralized Master Data, Distributed Change Management Hyperion Data Relationship Management allows Fifth ird Bancorp to empower business users and distribute responsibilities for managing master data change, making the process much more efficient, while the Financial Systems Support Group maintains process control. ere are three central Hyperion administrators, approximately 40 “light” administrators, and 20 view-only users. For example, the Retail group has 19 administrators to manage master data structures from remote locations. Some master data changes—such as sales organization changes— originate in the different business areas, not the Financial Systems Support Group. is prompted the need for “light” administrators who are organized by line of business and then geography, since central Hyperion Data Relationship Management administrators are not as close to the business and would not be aware of managerial changes taking place. Improved data duality and consistency are key new system benefits. Previously, different groups presented the same information types, but reports were not consistent because the data originated from different sources. e Financial Systems Support Group forced a common answer among the groups to the same set of questions by using Hyperion Data Relationship Management to implement common definition sets and data views. “e whole bottom-up top-down process is integrated like never before,” Furtwengler said. “When we present information to the various affiliate presidents and to corporate, we are not presenting two different stories. Now, all groups, whether they are the lines of business, human resources, corporate, or treasury, look at and see the same numbers. Hyperion provides Fifth ird Bancorp with a single version of the truth, which gives us a holistic look at our business. is is huge.” Achieving a Closed-loop Performance Process Fifth ird Bancorp’s business performance management vision is the integration of operational analytics and financial analytics (and eventually the incorporation of workforce analytics, sales force analytics, and marketing analytics) with the objective of monitoring, measuring, and improving its overall performance.
FIFTH THIRD BANCORP
“In my opinion, there is no such thing as an IT project—there are only business initiatives that are supported by technology solutions,” Furtwengler said. “Our aim is to get to a truly closed-loop performance process, which means translating executive-level goals into department-level metrics. Metrics cannot be effectively defined, or at a minimum, be enforced unless there is executive buy-in to the definition process coupled with technology to enforce standardization. Many technology solutions support the measurement, however, business performance management is about moving from measurement toward management. Integration of existing systems is a key component of this effort. Hyperion applications are at the center of our plans toward closed-loop performance management.” Why Oracle? Fifth ird Bancorp wanted to provide a technology infrastructure to support rapid growth, standardize reporting templates, manage global changes, provide credible data to foster a competitive sales culture, and enable true business performance management. Oracle’s Hyperion applications helped the company meet these objectives.
Fifth ird Bancorp is a Fortune 500 diversified financial services company that manages US$99.8 billion in assets. Headquartered in Cincinnati, Ohio, Fifth ird Bancorp operates 18 affiliates with 1,161 full-service Banking Centers primarily in the Midwest and Florida— including 109 Bank Mart® locations inside select grocery stores and 2,104 Jeanie® ATMs.
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The Stanley Works Increases Product v ty and Enhances F nanc al Report ng Capab l t es
“S nce our first close after mplement ng Hyper on F nanc al Management, we have not had one of our 400 plus global users contact us to ask for access back to Hyper on Enterpr se. We meet our clos ng schedules, roll up the numbers, t e everyth ng together, and everyth ng makes sense.” Ken Kordana, Internal Report ng Manager, The Stanley Works
Oracle Customer:
e Stanley Works is known worldwide as a leading manufacturer of tools, hardware, and specialty hardware products for home improvement, consumer, industrial, and professional use. e company has gained a reputation for seamless integration of new companies into its core business. Part of the secret of its success is a continual focus on data integration and consolidation.
The Stanley Works New Br ta n, CT www.stanleyworks.com
A long-time customer of Oracle’s Hyperion software, e Stanley Works wanted to implement a Web-based data delivery system that would allow for the transmission of data with the same quality and assurances that came with the existing enterprise environment.
Industry: Consumer Goods Annual Revenue: US$4 b ll on
In 2005, the company completed its migration from Hyperion Enterprise to Hyperion Financial Management. e Stanley Works now uses Hyperion Financial Management as the company’s financial consolidation engine, extending flexibility and nimbleness through Web-based capabilities to over 400 users worldwide.
Employees:
Increased Productivity and New Reporting Capabilities
7, 00
Once e Stanley Works internal reporting team made the transition to Hyperion Financial Management, it began to experience an increase in productivity while enjoying new and unexpected capabilities. One of the team’s first efforts focused on finding a more efficient process to produce a financial book for senior management that included 106 pages of reports.
Oracle Products & Services: • Hyper on F nanc al Management • Hyper on Enterpr se
“In the enterprise world, a lot of those report pages consisted of retrieves,” said Ken Kordana, internal reporting manager for e Stanley Works. “It took my team five to seven hours to gather up these reports during our closing cycle and put them in book form. If something changed in the hierarchy or in the account structure, we’d have to
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make adjustments in the related retrieves, check logic, and basically start over in one way or another. Today this 106-page book takes my team about 15 minutes to produce.” Complementing The Stanley Works ERP Systems Relying on SAP as well as many other systems for its general ledger and enterprise resource palnning (ERP) systems, e Stanley Works produces output files, which it then transfers to Hyperion Financial Management using Hyperion Financial Data Quality Management Module, which it added to its suite of tools early in 2007. With Hyperion Financial Management, the company has automated reporting processes, and users have taken advantage of the multidimensionality capabilities at their fingertips. As a result, team members can create customized financial books that span the globe of reporting needs requested by senior managers. “We do some departmental reporting in which we create reports for specific groups and divisions within the company,” Kordana said. “We can now customize dimensions, and we have been able to automate the process to where we can efficiently produce departmental reports—literally, within minutes.”
Key Benefits: • Rolled out the report ng solut on to more than 400 global users w th 00% acceptance • Reduced the t me needed to produce the monthly finance book from seven hours to 5 m nutes • Returned up to 2 hours a month to sen or analysts to focus on analys s and nterpretat on versus access ng and organ z ng nformat on • Encouraged a culture res stant to change to trust the new system
Kordana also appreciates the increase in productivity that came with expanded functionality. He estimates that senior-level analysts have gained between eight to 12 hours a month, during which they can focus on true analysis and interpretation versus accessing and organizing information. Supporting the Stanley Fulfillment System With a supportive senior management team, Kordana’s team is empowered and working hard to create new and better reports while implementing better business processes within the company. ese activities support the charter of e Stanley Fulfillment System (SFS), a system the company created to encompass and improve on Stanley’s long tradition of operations excellence. e SFS program focuses on continuously improving the key areas in which Stanley interacts with customers every day. At the heart of SFS are three simple, customer-facing goals: improve service, increase quality, and reduce costs. e internal reporting team at e Stanley Works is currently exploring System 9, along with Hyperion Analyzer, so that the group can provide even more timely access and detailed data to senior managers. Committing to Change Since e Stanley Works went live with Hyperion Financial Management in April 2005, users have embraced the new system.
T H E S TA N E LY W O R K S
“We’re del ghted w th our dec s on to bu ld our cr t cal finance nfrastructure w th Hyper on appl cat ons. We are able to see true, tang ble value from our nvestment, and we cont nue to find ways to do more w th Hyper on F nanc al Management than we thought we could. We bel eve we w ll be work ng w th Hyper on appl cat ons for a long t me.” Ken Kordana, Internal Report ng Manager, The Stanley Works
“Our biggest challenge was helping our user community overcome a natural fear of change,” Kordana said. “e data was in place; the formulas worked; and the hierarchies and reports all made sense. We had successfully transitioned data from our enterprise environment into our Hyperion Financial Management environment, yet some users wanted to conduct ‘one more test’ or ‘try one more thing.’ It was time to help our users take the plunge.” “Since our first close after implementing Hyperion Financial Management, we have not had one of our 400 plus global users contact us to ask for access back to Hyperion Enterprise,” Kordana said. “We meet our closing schedules, roll up the numbers, tie everything together, and everything makes sense. We have had 100% acceptance of this tool, and the implementation process was, without question, truly a success.” Why Oracle? “We looked at many different products and completed our own analysis of providers and products,” Kordana said. “We chose Hyperion Financial Management because we felt it was best suited to help us implement a Web-based solution on a global scale.” Implementation Process e Stanley Works identified and dedicated individuals from strategic points throughout the business to participate in implementing Hyperion Financial Management. e implementation team worked to define goals and design the necessary infrastructure required to achieve them. e team reviewed all the accounts, the logic, the formulas, and the necessary and desired hierarchies required to efficiently roll up data. An important part of the implementation included training as well as “train-the-trainer” programs to help e Stanley Works user community understand how to set up a cube environment and create multidimensional features that would deliver a variety of new ways to organize, review, and retrieve data. “We’re delighted with our decision to build our critical finance infrastructure with Hyperion applications,” Kordana said. “We are able to see true, tangible value from our investment, and we continue to find ways to do more with Hyperion Financial Management than we thought we could. I believe we will be working with Oracle’s Hyperion applications for a long time.”
e Stanley Works is an S&P 500 company and worldwide manufacturer of tools, hardware, and specialty hardware products for home improvement, consumer, industrial, and professional use. Today, the company has three core business lines—construction DIY, industrial tools, and security solutions—and is well known for its trademarks including Bostitch, Facom, Husky, Monarch, and Mac tools. 20
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