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Business Intelligence

Prospect: Entry Points and Qualification


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2009 IBM Corporation

Setting the Stage.


Why this is important to know Speaking to you today

To understand how to successfully identify good Business Intelligence opportunities, so you do not spend your valuable, finite selling time on low probability ventures.

Jason Yeung
Sales Plays & Enablement BI &PM Jason.Yeung@ca.ibm.com

2009 IBM Corporation

After this session, you will be able to


Successfully identify Business Intelligence opportunities:
Entry Points for Prospecting Identify target personas/titles for prospecting entry points (who do we sell to) Effectively formulate questions for prospects to uncover needs, pains, urgency and commitment to solve. Opportunity Qualification Distinguish the characteristics of good opportunities vs. those with low probability of success Be prepared to respond to common known objections for the specific buying agenda Identify critical aspects of a prospects technical infrastructure that will support or hinder a successful Cognos implementation

2009 IBM Corporation

Agenda
Understand: Business Problem and Solution Recap Prospect: Where and Who Prepare: Prospecting Conversations Initiate: Conversations that Expose Quantified Value Qualify: Characteristics of Success Respond: to Common Objections

2009 IBM Corporation

The BI Led Performance Management Play


Prepare Prospect Progress
Agendas, Competitive, and Win Strategy

Propose

Close

Get prepared and enabled

Dashboards

Create a BI opportunity

Reporting Analytics Scorecards

Prove Business and Technology Superiority of Cognos Solution

Justify selection

Prepare
Business acumen IBM Cognos BI solution basics Competitive basics
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Prospect
Entry points to prospecting Opportunity identification

Progress
Uncover business context and pains Competitive differentiation

Propose
Business proof Technical capabilities and demonstrating proof

BI Led PM Sales Play

2009 IBM Corporation

Understanding How Decisions Get Made


Lack of an overall end-to-end process leads to heavy people costs AND skepticism in the information presented

How are we doing?

Why?

What should we be doing?

HR 6

ERP

RECRUITING

HEADCOUNT & COMPENSATION PLANNING

FINANCE

CRM

2009 IBM Corporation

Why is Business Intelligence Important?

47% of users dont have confidence in their information (1) 59% say they missed information they should have used (1) 42% of managers use wrong information at least once a week (1) 24% user adoption within organizations (2) 95% of the typical workforce does not understand the strategy (3) 60% of organizations do not link budgets to strategy (3)

(1) AIIM

& Accenture Surveys, 2007; (2) TDWI 2008; (3) Palladium Study, 2006
2009 IBM Corporation

BI is Top of Mind for CIOs


Gartner: 2008 CIO Agenda

Gartner EXP Gartner: Making the Difference - The 2008 CIO Agenda, Mark P. McDonald Tina Nunno Dave Aron, January 2008 8
2009 IBM Corporation

BI Solution Capabilities

How are we doing?


Scorecards and Dashboards
Dashboard provide a very graphical and summarized way to visualize performance

Finance

Sales

Scorecards provide a way to measure organizational KPIs or Metrics against targets, assign owners, and understand the corresponding impact on other metrics e.g. Dashboard shows Branch Sales for current quarter is below plan

Why?
Marketing

Reporting & Analytics


Reporting provides highly formatted, tabular, and detailed information in a variety of different formats (e.g. Web, PDF, Mobile, and Search) Analysis enables guided exploration of information
across all dimensions of your business to gets to the why behind an event or action.

Customer Service IT/Systems

HR

e.g. Analysis shows specific Stores are unprofitable due to a particular customer segment and product combination
2009 IBM Corporation

Business Intelligence Competitive Landscape

Niche Vendors Open Source


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Everybody Else

2009 IBM Corporation

6 Key Differentiators
1.Only complete PM system on a single, purpose-built, SOA platform No gaps/overlaps in decision-making 2.Most complete, timely and relevant information information for confident, efficient decision-making Trusted

3.Author once, consume anywhere Eliminates redundant development, ensures consistent results, reaches all users 4.Most intuitive and complete self-service Greater user satisfaction and increased business agility with lower IT costs 5.Easiest for IT to deploy and manage administration for cost-effective IT scale Proactive, simplified Partnership for

6.Deepest expertise and proven practices customer success


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2009 IBM Corporation

Agenda
Understand: Business Problem and Solution Recap Prospect: Where and Who Prepare: Prospecting Conversations Initiate: Conversations that Expose Quantified Value Qualify: Characteristics of Success Respond: to Common Objections

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2009 IBM Corporation

The BI Led Performance Management Play


Prepare Prospect Progress
Agendas, Competitive, and Win Strategy

Propose

Close

Get prepared and enabled

Dashboards

Create a BI opportunity

Reporting Analytics Scorecards

Prove Business and Technology Superiority of Cognos Solution

Justify selection

Prospect
Entry points to prospecting Opportunity identification

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2009 IBM Corporation

Basic Premise
Every organization needs BI Everybody has some BI already.and likely a number of vendors, across departments or applications They have reportingthey have to get it done somehow.

Find out what is causing them to look for something better Do they have a plan to resolve the pain associated with the way it gets done today?

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2009 IBM Corporation

Where to Hunt?
Existing Accounts New initiatives New departments Expand capabilities of existing users New application initiatives New Accounts Competitor accounts

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2009 IBM Corporation

Scenarios that may signal a potential opportunity


Business Initiatives: Sales reporting expense management asset management quality initiatives customer, extranet reporting compliance

scorecards, strategy management IT Projects: Business Intelligence Data warehouse IT cost consolidation Data quality ERP consolidation

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2009 IBM Corporation

The Target Buyers and Users


Personas = business and IT roles with different BI & PM needs Business Users Executives Managers Business Analysts & Financial Analysts Knowledge Worker Other Employees Business Partner Orgs. The Public IT CTO/Architect IT Director Report Author Data Modeler/Data Analyst BI System Administrators Application Developer Database Admin, Data warehouse Mgr, data Steward

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2009 IBM Corporation

Agenda
Understand: Business Problem and Solution Recap Prospect: Where and Who Prepare: Prospecting Conversations Initiate: Conversations that Expose Quantified Value Qualify: Characteristics of Success Respond: to Common Objections

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2009 IBM Corporation

Strategies for Prospecting


1.

What are their current processes and challenges making decisions?


How are decisions made today? How do they get this information? How many people are involved? How many data sources?

2.

How sophisticated and mature are they using information to make decisions?
What measures and dimensions across what decision areas do they track? How accurate is the information? How automated is their process? What governance and controls are in place to ensure that the information consistent and accurate across the organization?

3.

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What are their Business / IT priorities areas towards improving?


What goals do they have for process improvements? What are the priorities of these improvement areas? What other groups and stakeholders are involved?
2009 IBM Corporation

Functional Areas have specific needs


Finance Human Resources Product Development Operations
Who is spending what, when, how and why, etc. Who works for us, how are they being compensated, where did they come from, how do we compare in the job market, etc. What products do we have, whats broken, what do customers like/dislike, etc. What do we need to build our products, where are the supplies coming from, who is the best supplier, how much we will we need to meet demands, etc Customer characteristics, market research, leads, marketing program details, etc. Who are our customers/prospect, what did/will they buy, how much did they spend, who owns the account, where are they located, etc Who/when/why/how are customers contacting us, etc. What technology do we currently have deployed, who is using what, where and how are they using it, etc
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2009 IBM Corporation

Marketing Sales Customer Service IT

Industries have specific needs


Banking Insurance Retail Industrial Government Education Life Sciences Healthcare
Whats our level of financial and investment risk? Which products and services are our most profitable? Whats our agent productivity? Which plans and policies are selling and sell well together? What claims are our most expensive? What products are selling the fastest/slowest? Whats the impact of promotions on our store sales? Where are there breakdowns in our supply chain? What % of deliveries are late? Who are our at-risk vendors? Where are we spending taxpayer $? Whats our response time to citizen requests? Which schools perform the best/worst? Where are students at risk of dropping out? What are our attrition rates? How are we doing with our clinical trial testing? What new risks have been introduced at this stage of testing? What are our patient wait times? Are patients following up with postcare services?

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2009 IBM Corporation

Roles within the Organization have specific needs


EXECUTIVE BUSINESS MANAGER/DIRECTOR FINANCIAL & BUSINESS ANALYST REPORT AUTHORS EMPLOYEES DATA MODELER & DATA ANALYST APPLICATION DEVELOPER ARCHITECTS, DBAs, ADMINISTRATORS
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CTO IT DIRECTOR

PMO/PROJECT DIRECTOR PUBLIC BI SYSTEM MANAGER

2009 IBM Corporation

EXERCISE: Picture Gallery


Take a few minutes to write down typical information needs/pains the following role/persona(s): Executives Report Authors Business Managers Data Modelers Financial and Business Analysts CTOs Casual Users

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2009 IBM Corporation

Exercise Review

Executive Persona: Goals and Key Tasks


Ed, Executive
It better be simple, fast and help me understand the business.

Requirements Fast, accurate info, no time to sift through to get to what is relevant. Needs to be able to detect trends, changes, and exceptions easily and how they map to strategy. Needs cross-functional views, ability to keep information from various sources in one context (one place). Needs up-to-the minute information Wants to understand client needs, would prefer to anticipate them

Dashboard for immediate at-a-glance view Scorecards report metrics in context Briefing books combine key findings Go! Mobile, so they are always in touch

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2009 IBM Corporation

Exercise Review Mangers


NEEDS Ability to find fast answers to business questions Information they can own and trust Help finding and filtering information On demand notification and alerting COGNOS provides Simplified ad hoc reporting (Query Studio) Common business model (FM) Portal integration Cognos Go! Search and Go! Mobile

ANALYSTS

Analyze large and/or complex data sets Explore data from new perspective and dimension Identify relationships and trends Specific style and formatting capabilities

Exploration and deep comparative analysis (Report Studio, Analysis Studio) Support for multiple perspectives and hierarchies (OLAP) Self-Service Authoring (Express Authoring, TM1) Office integration (Go! Office, CAF)

CASUAL USERS
Access anywhere No investment in training or software Simple, intuitive interface
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Cognos Go! Search Cognos Go! Dashboard Portal integration Secure, zero footprint access Guided navigation (Report Studio)
2009 IBM Corporation

Cognos Meets the Needs of IT


NEEDS Scale to meet the needs of different user REPORT AUTHORS types Quality content for all locales/environments Streamlined development environment Enhanced collaboration with business users

Exercise Review
COGNOS Provides Flexible one-to-many report authoring Full range of reports, analysis, dashboards Workflow and collaboration Publish to all devices without duplicated effort Common business model across data sources, interfaces Model advisor, impact analysis Flexible data sourcing & info packaging

DATA MODELERS

Complete and consistent information Fewer iterations of models Ability to develop and change quickly

IT ARCHITECT
Develop and govern IT standards Best fit with enterprise architecture Complies with the technical environment strategy Modern SOA architecture Standards-based platform Environment-neutral platform Infrastructure flexibility

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2009 IBM Corporation

How to uncover the problem by role


Sales When looking at your customers are you able to determine which of them is likely to be the most profitable, costly or most satisfied so you can to be proactive in managing them? HR Do you have difficulty accessing and using data from your HR management systems (i.e. Peoplesoft, Oracle, SAP) for your HR team to improve HR performance and to strategically advise management? Customer Service Can you tell me how you track the daily volume of my call centers by region and service center? Do your managers and individual reps have insight into their weekly, daily, hourly, and even real-time performance?

IT What happens when management is not able to get information they need in a timely manner for decision making or does not have the visibility they need across the multitude of business systems? How does the business get access to corporate data today? Do you have an ERP or data warehouse strategy in place? Are you able to get the necessary insight into these systems to provide the value and return on investment that you would expect? Does your user community have self-service access and personalization in their current reporting environment? Have they requested more control? Have "rogue" applications appeared to fill gaps in service?
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2009 IBM Corporation

Available Play Resources to Help You

BI Led PM Play: http://w3103.ibm.com/software/xl/portal/viewcontent?type=doc&srcID=CGSP&docID=D744407H22779C89#overview 28 2009 IBM Corporation

Agenda
Understand: Business Problem and Solution Recap Prospect: Where and Who Prepare: Prospecting Conversations Initiate: Conversations that Expose Quantified Value Qualify: Characteristics of Success Respond: to Common Objections

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2009 IBM Corporation

Initiate Conversations to Expose Quantified Value


1. 2. 3. 4. 5. 6. What is the prospects revenue?
What would a 1% increase be?

What is the prospects Cost of Goods Sold (COGS)?


What would a .5% reduction be?

What is the cost of hiring and training a new sales/channel rep?


What would be the value of 1% less attrition?

What is the time to productivity of a new sales/channel rep?


If a new rep produced one month sooner, what would the effect be?

What does the average marketing campaign cost? What return does a marketing campaign need to produce for it to be deemed successful?
If you have one more successful campaign, how many leads are produced?

7. 8.

What is your ratio of successful/unsuccessful marketing campaigns?


If you have one fewer failed or mediocre campaign what are the savings?

How much do you sell to your existing customer base?


What would a 1% increase be?
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2009 IBM Corporation

High Yield Opener and Win Theme


You can unlock the business value of your information to make faster, better, and more aligned decisions
1. Cognos 8 BI provides the full breadth of BI capabilities through a single Performance Management platform to address the demands of business for usability, accessibility and control without compromising IT's high standards for conformance and flexibility. 2. Customers, such as Harrahs Entertainment, US Army Ardec, and Trillium Health Centre have been able to drastically reduce costs and improve margins using IBM Cognos 8 BI. Is this something that you believe is important to you and your organization at this time? 3. How important will it be to provide your users with a single, trusted, and consistent view of information across all parts of your organization and to provide them with the ability to create their reports and do their own analysis increasing their confidence in the data and reducing the number of information requests? Would that help to improve your decision making process? Do you think we should share that with the people who will be making this decision?
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2009 IBM Corporation

Agenda
Understand: Business Problem and Solution Recap Prospect: Where and Who Prepare: Prospecting Conversations Initiate: Conversations that Expose Quantified Value Qualify: Characteristics of Success Respond: to Common Objections

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2009 IBM Corporation

Factors for Qualifying BI Opportunities


High Probability Political Potential to tie this to a strategic initiative. Business partnering with IT. Potential Challenges Business users not engaged. No specific initiative Tied to ERP implementation Economic LOB and/or executive sponsor partnered with IT Budget not identified or tied to ERP implementation Wall to wall Microsoft, enamored of Oracle/Fusion. Price is primary consideration. No clarity Probing questions Who else will be involved in the decision making process? Who has final approval? What other initiatives are high priority in the organization right now? Who is funding the initiative? Are there limits on the funding available? How have you solved this problem in the past? What other alternatives are you considering now? What happens if you do nothing? Are there key dates/milestones that we should be aware of to help you be successful?
2009 IBM Corporation

Competitive

Past experience with competitor bad or Cognos good

Timing

Some urgency to complete project and we are in early

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Objection Handling
Objections
We dont have any budget or the authority to make this decision We have many reporting systems and tools already

Response
At times like this, we want to invest in your relationship to reduce your risk and to creating lasting value. We would be delighted to explore the challenges you articulated and determine at intervals whether it is worth proceeding based upon the type of ROI that can make it worth your while to create sponsorship for funding. Nevertheless, we remain committed to our investment in your education if you will make the time. We find that most of our customers use information that comes from multiple data sources. IBM Cognos was designed to take information from multiple applications (right down to spreadsheets), pull together in a single data platform providing the breadth of intelligence for a 360 degree customer view. Is there any reason you cant share some insight into your current solution as education for me and to potentially identify gaps that my team can use to deliver value in the future.

Why buy a single product vs. a best-ofbreed? My people are not very technical; they need a usable solution to deliver information fast IT doesnt pay attention to my needs for reporting
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IBM Cognos is the best of both worlds. We allow organizations to select the appropriate role(s) that matches their user behaviors ensuring they can expand these capabilities as needed on a fully integrated platform. IBM Cognos solution is designed with the business user in mind. The user interface and drill-down capabilities are designed to give business users the information they need; report detailed data, analysis (without the intervention from IT) freeing up technical resources and empowers business users with the knowledge to make the right decisions. The IBM Cognos industry and functional packages are tailored to the specific needs of business users, requiring little or no IT intervention. The self-service capabilities ensure that your inquiries are handled within the package without relying on IT.
2009 IBM Corporation

You should now be able to


Successfully identify Business Intelligence opportunities:
Entry Points for Prospecting Identify target personas/titles for prospecting entry points (who do we sell to) Effectively formulate questions for prospects to uncover needs, pains, urgency and commitment to solve. Opportunity Qualification Distinguish the characteristics of good opportunities vs. those with low probability of success Be prepared to respond to common known objections for the specific buying agenda Identify critical aspects of a prospects technical infrastructure that will support or hinder a successful Cognos implementation

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2009 IBM Corporation

APPENDIX

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2009 IBM Corporation

Uncover the Pains with High Yield Questions


EXECUTIVE
Can you share with me how you monitor and visualize your key business metrics today?...how easy is it to determine
Is your revenue growing? How fast? In what regionswith what products/services? How does it compares with projections? What your operating margin is and how it compares to your competitors? How fast do you need to know this type of information? Who provides the answers to these questions? What is the cost of a delay in answering these types of questions?

What you want to hear: It is time consuming to obtain Difficult to confirm Reliant upon others Hard to ensure accuracy Currently need to access multiple tools to gather information

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2009 IBM Corporation

Uncover the Pains with High Yield Questions


SENIOR MANAGER Can you share with me how you monitor and visualize your key business metrics today?...
HR: Who your most successful new hires are, where they came from and how many similar positions you will need to fill in the next 6 months to meet operational requirements? Cust Service: Who your best customers are, what their last purchase was, what their buying habits are, how their last experience went with the company? Operations: What our forecasted sales are for each product and if we will be able to meet demand with our current production schedule? Marketing: Whos our target market, what drives them to purchase and whats the best way to reach them? What you want to hear: Too many versions of the truth Dont have the data to make decisions Difficult to see the big picture and connect the dots in a timely manner Difficult to identify top customers, reps, products, etc. Cant easily segment employees, products, etc Inability to track marketing programs, sales initiatives, rep effectiveness, etc

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2009 IBM Corporation

Uncover the Pains with High Yield Questions


ANALYSTS Can you share with me how you analyze your key business metrics today?...
HR: Staff turnover? High-performer retention rates? Headcount growth? Sales: How sales are trending in different regions and why? How incentives are affecting your ability to meet revenue targets? Which customers are highest value? Operations: Which suppliers consistently meet requirements? What the most efficient delivery method is and why? Analyze customer demand and inventory requirements? Marketing: Which campaigns are contributing to your revenue objectives and why? Can you close the loop of leads to customers? What you want to hear: Difficult to trend and compare data Report creation is difficult Not sure which information source is accurate .Large volumes of data are hard to sift through Spend too much time gathering data, not analyzing it Compiling a summary of our business metrics is manual and time consuming

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2009 IBM Corporation

Uncover the Pains with High Yield Questions


CASUAL USERS Can you share with me how you currently access your corporate information assets today?...
Sales: Customer sales by product or order type, exception reporting, open calls/tickets, pipeline versus actual reporting Operations: Daily, weekly, monthly customer demand, downtime alerts, forecasted demand versus actual, inventory tracking Marketing: Event success measurements, market segmentation, campaign costs versus budget versus revenue generation Cust Service: Time to resolution, number of customer touch points, marketing campaign visibility What you want to hear: Unable to access the information Current systems are too complex Takes too long to get the needed information .Only have access when in the office Inaccurate reporting No exception reporting, must dig through large amounts of data

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2009 IBM Corporation

Conversation Starters in IT
How do users perform complex analysis today? How difficult would they say to isolate best/worst performers against corporate data sets? How do users navigate from summary level to transaction level detail information? What is your process for responding to information requests? What is the perception of IT and the requesting organization for this process? What is the impact of having the data stored in multiple heterogeneous data stores in terms of data accuracy, completeness of information, and effort to integrate? Are you struggling with multiple overlapping BI tools and all the associated support and maintenance? What costs do you associate to having multiple tools? Are you frustrated that past BI projects have not been as broadly adopted by users as you had expected? What is the perception of the BI projects to date? Are you able to compare information easily between fiscal periods? QTD, Previous QTR, Same QTR Previous Year, etc? How do you derive value from the volumes of information you collect today? Is it difficult to get to just the data you need to make decisions?

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2009 IBM Corporation

Prospecting Questions for Senior, Mid-Level IT


How do you currently handle? large reporting backlog? continuous request for information? requests for actionable reports? lack of end user service? creating ad-hoc reports? data from multiple sources
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What happens when? What do you do when this happens? your user community requires training, selfservice access and personalization for your current reporting environment? your user community requires too high a level of IT involvement to get the business reports they need?

If we could provide a solution that would

What to listen for

promote user selfservice; IT can spend more time addressing strategic issues provide ability to monitor key events and produce events, and execute other business processes to bring issues to resolution reduce time-todecision

requests for information take a long time to iterate dissatisfied users data resides in multiple databases on different platform, we spend a lot of time fighting about the numbers vs. making decisions

2009 IBM Corporation

Uncover the Pains with High Yield Questions


IT ORGANIZATION Can you share with me how you currently enable your business users to monitor and analyze their business metrics?...
Report Authors: Is everyone getting the reports they need? Are you currently using multiple reporting tools? Is there a lot of back and forth with the business on what information to use and how? Does the information need to be personalized per request? Data Modelers: Multiple data sources? How do you shield the business users from the complexity of the data model? Is there a lot of back and forth with the business users? Current flexibility with model development? IT Architect: Does the current solution meet the infrastructure standards and those moving forward? Is the current solution difficult/time-consuming to maintain? What you want to hear: Large reporting backlogs Dissatisfied users Iterative report development process .Data resides in multiple data sources Business users question the validity of the data

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2009 IBM Corporation