Our Enterprise Reporting Journey

BI in Action at Merial Limited

David Bergeron – Senior Cognos Administrator

Arvind Purushothaman – BI and Reporting Director

April 2008

© 2008 Merial Limited. All rights reserved.

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Why The Extensive Disciplined Approach? To avoid 60% failure rate in CRM Implementations

CIO/Exec. says “Wow! We need to buy that system!”

Merial has a strong appetite for usable data, but that should not drive a hasty decision about how Merial thinks it can get it.

The learning experience from the US ERP implementation

Business and IS needs pushed the issue of building what we really needed rather than piecing together a sub-optimal system

Insufficient sales reporting

Reps, DMs, RMs and Sales Leadership were driving with inadequate information

Existing Data came from multiple sources causing potential inconsistencies and integrity issues

Reps spending unnecessary time reconciling data

Potential data integrity issues

*Gartner Study 2004

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The Dark Ages (pre 2004)

10 years ago – joint venture created by Merck and sanofi-aventis

Business silos

Business units separate and independent – and so was data!

Sales force received 26 different reports per week

Where did the reports come from?

How did one business relate to another?

Business problems: Several sources promote inconsistent reporting Tools have limited support to lifecycle and no metadata

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The Renaissance (2004-2006)

Initial ideas:

Go to top level management first?

Single source of the truth

Salesmen don’t write their own reports (or they’ll ALWAYS hit their numbers!)

Get a small subset and deliver quick hitter success

Get the right business sponsor

Iterative development

Get the right people

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Renaissance Masterpieces

Incremental releases at a rate that the business can absorb

Governance by leaders – not of leaders

When to deliver?

Who goes first?

Who pays?

Business sponsor – “The only reports you will get are from me!”

Quit asking questions about the numbers – Analyze the numbers

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US Business Intelligence has Evolved to Provide More Analytical Capabilities

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BICC

Reporting Capabilities

Canned Reports

Parameterized Reports

Ad Hoc Queries

BI Platform

ReportWhat happened?

UnderstandWhy has it happened?

PredictWhat will happen?

Sub Optimized•Overbought Infrastructure•Invested Poorly

Sub Optimized•Lack of Organization•Lack of Data Quality•Invested Poorly

Northeast

Analytics (Cubes, Reporting, Metrics)

Real-Time Recommendations(BAM)

Predictive Analytics

Planning

Single Source MDW

Dynamic Business Rules Engine

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The Industrial Age (2006-present)

Other groups smell success! They want in the game.

Keep moving forward

BICC – Convince them of the value and they’ll jump on board

Marry Planning and BI: plan vs actual

Standards, best practices

1000+ users

Online and offline

Burst reports

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The Offline story

Slice and dice analytics offline

Burst targeted reports offline

Burst targeted reports to a dashboard (somebody else’s)

We want off-line reporting!

Reports and cubes off the same model (single source of the truth)

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What’s it all worth?

ROI is NOT – we need less people to do the work.

ROI IS: our people are more productive

Fear, accept, manage, EXPLOIT change

What happened -> Why did it happen -> What will happen

The $50 million story

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What Were the Benefits of This Approach?

Increase in Sales Reporting Effectiveness and Productivity

Decrease in Sync times

Increase Clinic Interaction Reporting

less rep queries, calls and searches on sales-related data; increased rep trust and confidence in metrics

Improved visibility on sales performance

more clearly links strategy with sales reporting and decision-making

single, accurate and timely source for all sales-related data; elimination of data inaccuracies and variation

standard and non-standard reports easily developed and pushed by Business Operations, Entity Finance, RMs, DMs and reps without need for IS!

drives sales activity visibility and accountability

Trust is no longer an issue

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What Could We Have Done Better or Differently?

Improved quantification of business objectives and impact

Better understanding of project impact on sales force productivity

Good measurement of “before and after” impact on time required to generate reports

Ask the question…What are you not going to have to do because of this effort?

Made more of an effort (and an earlier one) to communicate to reps the value of better sales reporting and data

How it aligns with business strategy

How good data enables better decision-making

How it can help them directly – more efficiency, better focus and investing where it makes a difference

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Quotes

“IS folks attend our sales meetings and are viewed as much a part of the sales team as anyone in the sales organization”. (Marketing)

“Analyst (from Business Operations) was able to build and deploy a new report for tracking a promotion’s performance without ever calling IS” (IT Director)

“We are characterized by strong leadership, an appreciation for each areas’ contributions, and constant formal and informal dialogue across each of the functions at every level” (Finance)

To Business Operations Analyst, “Thanks for your great work on developing these tools for the team in such a short period of time.  It is greatly appreciated by all to allow us to plan and sell correctly.” (Marketing)

We were able to change the direction of our entire Sales Force utilizing a Key Report Target List and quota Report and we did that in a matter of hours” – “This type of quick turnaround was simply not possible before your (IS) work and great work of our Business Analysts” (Finance)

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Future perceptions

What we propose: More automation More analytics Dashboards/Scorecards/Charting Bells and Whistles Less reliance on reports and more on events

What the users want: Get the core functions WORKING Get data to Excel – QUICKLY Get the Excel spreadsheet formatted right the FIRST time Off-line reporting