Transcript About this Presentation • Audience: Finance and IT Executives, New or Existing Customers, Partners • Speaker: Sales Execs, Product Marketing Staff (needs to.

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.
1
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
2
<Insert Picture Here>
Hyperion Planning – Delivering Predictable Results
Presenter’s Name
Presenter’s Title
Agenda
•
•
•
•
Understanding customer needs
Solving planning issues
Our unique value
Summary and questions
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
4
How does One Build the Budget?
• Management
reviews the
budget
“Repeat
this cycle
and…
until either the management
team is happy with the budget or budget
managers lose their will to live”
• Finance
aggregates
the budget
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
• Finance
creates theGartner
forms
• Managers
input their
data by
accounting
period
5
<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.
6
<Insert Picture Here>
Oracle Addresses These
Challenges.
See What Our Customers
Have to Say…
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
7
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.
BEFORE
AFTER
Variance between budget
and actual
20%
7%
Variance between forecast
and actual
15%
3%
FTE (full time employees)
15
8
Processing time
5 ½ Months
6 Weeks
ROI: $1.5 Million Annually
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
8
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
BEFORE
AFTER
• 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
• 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 threedimensional reporting
• Several new reports enable managers
to analyze the business (i.e. year over
year quarterly comparison)
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
9
Improving Strategic Planning at Telenor
• Ranked 12th in mobile operators field
• Revenues of 10.9 billion USD (2005)
• Over 23 thousand full time employees
BEFORE
AFTER
• 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
• Manage strategy and initiatives on
a regular basis
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
– 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
10
Challenges Solved…
CHALLENGE
RESULTS AFTER IMPLEMENTING
ORACLE’S HYPERION PLANNING –
SYSTEM 9
Process time reduction
50-82% time reduction
Improved accuracy (variance)
65-80% improvement in accuracy
Increased level of detail for the budget
700 accounts and over 60,000 employees
Number of Excel sheets replaced
2000+ Excel spreadsheets
Number of full time employees
transferred to analysis
8 FTE transferred from budget to analysis
ROI
$1.5M return on investment
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.
11
<Insert Picture Here>
Solving Planning Issues
How?
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
12
Capital Planning
Operational Planning
Strategic Planning
Revenue / P&L Planning
Rolling Forecasting
Integrated Business Planning
ONE
Budgeting
Project Planning
Planning Platform
Enterprise Planning
Organization-wide Planning
Capacity Planning
Closed-loop Budgeting
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
13
Hyperion Planning
Shortens 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.
14
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.
15
Fundamental Capabilities
CAPABILITY
DETAIL
Planning 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.
16
Top Hyperion Planning Customers
Number of Users
20,000
British
Telecom
Lockheed
Martin
Credit
Suisse
Telenor
Dell
Alcoa
Toyota
Hyatt
Turkiye
IS Bank
Norway
Post
3,000
Newmont
Petrobras
Number of Users
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
17
<Insert Picture Here>
Unique Value. Market Leader,
Check for Yourself.
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
18
<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.
19
Customer Adoption has Been Rapid
1800
1600
1400
1200
1000
800
600
400
200
0
2000
2001
2002
2003
2004
2005
2006
2007
Planning Customers
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
20
1992 Morgan Stanley
2000 Olympus
1992 Toshiba
2000 Motive Communications
1992 Logitech
Budgeting & Planning
2001 All Seasons Services Inc.,
Autonation
1995 Carnival Cruise Lines
1996 Nationwide
Customers
2002 Pepsi, Wellpoint
1989 Philip Morris USA
2003 Telenor
1997 Pfizer
2004 Toyota, UMB Bank
1999 Heineken
2005 Norway Post
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
21
Oracle Leads the Market
Gartner: 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.
22
Some Key Numbers
5
In the last 5 years we increased the number
of planning clients 5 times
13
We’ve provided planning solutions for 13 years
3000
Oracle has over 3000 clients using its planning
solutions
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
23
Delivering Predictable Results
1
Accuracy
Unique Value
Performance
Simplicity
2
Customers
Over 3000 clients’ ROI
Next Steps
Discovery session
3
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
24
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
25
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.
26