Concepts Presented to: TheWhereBusienss
San Jose, CA22-23 September 2009
Stephen Ulanoski+1.612.309.7514
Strategy and Innovation Business Transformation Through
Technology and DataMobile Data/Analytics
2 /09/18/09
Background:• Not a Scientist, Mathematician or Actuary
• Business / Marketing “guy” who thinks, applies and understands the future value of data….new models…
• Focus on the “business-side” of data, location and spatial relationship – the value
• Strategy Development
• The business value of variety of heterogeneous data sources multiple databases, ERP’s, data marts, etc…
• Usefulness of data sources relevant in the success of future business models and growth platforms CEO and CFO…revenue and net income
3 /09/18/09
RFID Tags – 30 Billion – 2012 IBM
Machine-to-Machine – 50 billion machines - 2013Future World Consultancy, RSA
Wireless In-HomeAssisted Living – 450% growth in next 6-10 yearsGE Healthcare
Telematics and MRM will grow at a 26% CAGR in next 5 yearsAberdeen Group 2009, GE Commercial Finance
Managing Business Data – Top 5 Issues for IT Organzations in next 3 years Sandhill.com
Mobile Handset and Smart Phones (GPS enabled) – 350 Million Globally 2010 CTIA
Why we are here…
4
Cultural ChallengesCIO or Analytics Driving Revenue Growth? • Do your business partners see you as revenue or cost?
• Are you driving strategy, product management and marketing...?
• Segmentation or management – is that it?
Increased need of differentiation... • Cost effective approaches to growth.
• Create significant data value in 90-120 days?
• Using technology, data and analytics to drive revenue.
• Impact: Ops, Product Management, Marketing, Sales?
Increased need for upgrades...• No “data as a business” domain knowledge
• Cloud computing, Relational Data (non), ERP, SAAS.
• Your own application software will need to be upgraded?
Competitive positioning -
New leaders post recession…?
“Tics” - Unaligned & Non-Strategic
Informatics - is the science of information, the practice of information processing, and the engineering of information systems.
Prognostics - is an engineering discipline focused on predicting the future condition of a component and/or system of components.
Analytics “simplest definition…the science of analysis,“ defined by mathematical modeling.
Repeatable ROI or Meet the Users Emotional Value Proposition
Or You Can “Delete The Data/Information to Save Space…”
6 /09/18/09
Disparate Data RepositoriesDemand
ManagementPlanning
Applications
LegacyApplications /Data Sources
CorporateDatabases
GlobalData
Warehouse
Collaboration
CustomerOrder
Fulfillment
ManufacturingExecution
Procurement
DemandManagement
PlanningApplications
LegacyApplications /Data Sources
CorporateDatabases
GlobalData
Warehouse
Collaboration
CustomerOrder
Fulfillment
ManufacturingExecution
Procurement
• Value Intersect?
• Does your business understand?
• Do your clients get it?
• Can you articulate the Value?
• So What…?
Does the business understand the gold
mine?
7 /09/18/09
Telematics/MRM EvolutionWhat was before: What is now:
A hardware device generating large volumes of data,few stakeholders
engaged, data use underutilized
A solution that turns data into business
intelligence to improve safety, compliance
and operational efficiencies
8 /09/18/09
What is happening?Why is it happening?
New Stakeholders…
Source: Competing on Analytics Harvard Business School Press
Stakeholders:Commercial
CMOCOOCFO
Product ManagersMarketing
SalesSourcing / Pricing
Customers
…engaging a broad set of stakeholdersC
om
pet
itiv
e A
dva
nta
ge
Degree of Intelligence
Competitiveness
Business Intellig
enceInsight
Optimizatio
n
What needs to change?Who needs to change?
Awareness
Strategy
Differentia
tion
Capabilities - M
arket
ROI - Differentiation?Revenue – New Markets?
Awareness Insight Optimization
Low (Data clean-up, report customization)
High(Business modeling, Predictive)
“Analytics” Continuum
9 /09/18/09
Methodology - Example
AnalyticsMGPP
Marketing
Product Management
ROI
Annual Sales
ROI – customer, business, creating new value and new revenue opptys
Expand product offering, appeal, enable adjacencies
VOC
Behavior
Segment
Market
Performance
Integrated
Real Time VOC, agile messaging and positioning
Behaviors, interrelationships, selling channels, tools, at risk customers
Filtered by SIC Code and Segment Coding - messaging
Actual Usage vs. market prediction
Product performance and actual use – accountability
Integrated product teams, IT, Prod Mgt, MKT, Ops
Cultural evolution to create demand, differentiation and product performance…analytics and data as a driver. Creating Organizational Understanding.
ITInformation
Db
Ability to manage and combine real-time data, BI and meta-data
DB, ERP, CRM, Performance, SOA – design and sizing…
10 /09/18/09
Challenges
IT
Strategy
Micro-blogging
Intellectual Property
Product Management
Marketing “Hard data” combined with “fluffy data”
SOA, Cloud, Terabytes/Data…design/focus
Create & Protect…social networking issue!
Rapid NPI, Multiple MGPPs, Analytics
Protect your strategy and IP…
Create new/parallel strategies for growth
Nim
ble
an
d A
gile
“Gro
wth
Orie
nte
d”
Bu
sin
ess
Org
anizatio
ns
Immediate Impacts – Groups
Predictive Modeling Integration into business processes
Cultural and Strategy Changes Lead by ?
11 /09/18/09
Conclusion:
• Cultural Change – understanding across the org (existing businesses)
• Not just product, a strategy – apps & processes meet customer
objectives and “ways of doing business…the way they live”
• Articulate Business Value – revenue , relationship (CRM) &
commoditization
• Demystify – translate value into “business speak”
• Not an NPI – has to be part of the “new” growth strategy…New Growth
Platform (NGP).
12 /09/18/09
New Businesses - New Business Models
Examples of Using Data and Analytics:
Strategy and Business Models
GEO Spatial Social Networking
EHR, MRM, Architecture as a Strategy
Wireless Home Assisted Living
Reference for Bridging the Communication Gap with your Business Teams:
13 /09/18/09
Case Studies
• Business Models – Different Way of Seeing the Same Market
• Location, Spatial Relationship, Real-Time Information – Changing Existing Businesses
• Creation of New Models…
14 /09/18/09
Dynamic Capacity ManagementConcept Premise
Fleets and Customers need:
Using optimization technologies, same
capacity is provisioned with
fewer vehicles/labor
Resources aligned to meet projected
demand
Customers lease capacity, not vehicles
•Establish baseline
•Customer agrees to operate using tools
•Lessor provisions to agreed capacity levels
•Capacity to increase deliveries and fulfill orders
•Freedom from managing the cost elements to create capacity
Today: Future:
Rem ove Prior To Presentation
15 /09/18/09
Case Study 1Delivery Fleet - 275 UnitsTotal Fleet 2200
Annual Fleet Spend (275 Vehicles) =$ 1,122,000Annual Labor Spend (275 Technicians) = $ 12,100,000
Annual Savings Opportunity Entire Fleet = $ 4,275, 712Annual Telematics Cost Entire Fleet = $ 297,00013.4 x Return on Investment = $ 3,978,172
32%
Annual Savings Opportunity(pilot fleet – 275)
Seek beyond the obvious or initial requirements – drive ROI impact and differentiation…
16 /09/18/09
LiveHelp Advisor
• Caregiver selects parameters for alerts and thresholds for activity or, in-activity (bedroom, kitchen, bathroom, living room/or entrance)
• Motion sensors detect activity in the home based on parameters (predictive models)
• Sensor data captured and transmitted wirelessly through panel
• Caregiver, Family can be alerted via e-mail, phone
• If emergency-related, then alert is immediately passed through to 911
• Real Time “real use” drug testing and monitoring. How the drugs are “really used”
Wireless Assisted Living72% product appeal for
“Wellness monitoring and alert dispatch for caregivers”*
• Prof. Caregiver
• Family member• Friend
Alerts
Location: • Assisted Living• Independent Living• Private Homes
Rem ove Prior To Presentation
17 /09/18/09
Appendix
18 /09/18/09
Additional Background – Stephen N. Ulanoski
Web Profile• Linkedin – http://www.linkedin.com/in/stephenulanoski
Business Awards – award winning solutions
• Technology as a Service Award (Tekne) – http://www.telematics.info/news/1041/GE-Fleet-Services-Receives-2008-Tekne-Award.html
Speeches/Industry Representation• 2009 MetaPlaces/TheWhereBusiness –
http://www.thewherebusiness.com/metaplaces/agenda.shtml
• Telematics Update 2009 – http://www.telematicsupdate.com/detroit/conference_commercial.shtml
• Logistics & Fleet Management Systems USA 2008 – http://www.telematicsupdate.com/lfms08usa/agenda.shtml
• NAFA 2008 – http://www.nafa.org/Content/NavigationMenu/IandE/Welcome/Attendee_Information/Detailed_Program/2009AP_Monday.pdf
Board Membership• Board Membership Minnesota High
Tech Association (MHTA) – http://www.mhta.org/board_staff.php http://www.fleetfinancials.com/News/Story/2009/01/GE-Fleet-Services-Names-Ulanoski-to-Minnesota-High-Tech-Association-Board-of-Directors.aspx
Patents• Patents (Mobile Service Delivery) –
http://www.faqs.org/patents/app/20090093236
(USPTO # 20090093236)
Press Releases• Telematics/MRM Canada Launch –
http://www.genewscenter.com/Content/Detail.asp?ReleaseID=5420&NewsAreaID=2&MenuSearchCategoryID=
• Logistics Presentations – http://www.automotive-fleet.com/Channel/GPS-Telematics/News/Story/2008/11/GE-Fleet-Services-Presents-at-Logistics-Fleet-Management-Systems-Conference.aspx?interstitial=1
• Telematics Awards – http://www.fleetfinancials.com/News/Story/2008/09/GE-Fleet-Services-Telematics-Solution-Selected-as-Tekne-Award-Finalist.aspx
19 /09/18/09
Traditional Fleet Costs
Avg. Costs related to Mobile Resources for Commercial Customers
Sources: Automotive Fleet 2007, Aberdeen Group 2007,
Potential Savings
Without TelematicsWith Telematics(Monitor/Optimize)
Fleet Savings
~5-10%~15-20%
Labor Savings
N/A~15-25%
Total Savings
1-2%10-17%
Data – Analytics Solutions Drive ROI Value
20 /09/18/09
Transformational Business Strategy Evolving a Commercial Finance Business
Rem ove Prior To Presentation
21 /09/18/09
Business Intelligence is the strategyDrive growth via real-time business intelligence/data management
Source: Competing on Analytics Harvard Business School Press
What is happening?
Why is it happening?
How do I improve it?
Increasing Competitiveness
Increasing Business Intelligence
Average Windshield Time by Customer - May 2008
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
502 552 586 588 589 646 502b 502c 552d 552e 588B 588CCust. 1 Cust.2 Cust 3 Cust. 4 Cust. 5 Cust.6 . …………………………………………………………………………………………………..Cust. N
Avg.
Win
dshi
eld
Tim
e (M
inut
es)
Average Windshield Time by Customer - May 2008
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
502 552 586 588 589 646 502b 502c 552d 552e 588B 588CCust. 1 Cust.2 Cust 3 Cust. 4 Cust. 5 Cust.6 . …………………………………………………………………………………………………..Cust. N
Average Windshield Time by Customer - May 2008
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
502 552 586 588 589 646 502b 502c 552d 552e 588B 588CCust. 1 Cust.2 Cust 3 Cust. 4 Cust. 5 Cust.6 . …………………………………………………………………………………………………..Cust. N
Avg.
Win
dshi
eld
Tim
e (M
inut
es)
Baseline(as run)
Re-sequenceexisting routes
Re-sequence Routes +Re-assign deliveries
to different drivers
Re-sequence Routes+ Re-assign deliveries+ Reduce One truck
11121212Trucks
21.521.927.036.5Drive Time
7407509901,300Miles
124124124124Jobs
11121212Trucks
21.521.927.036.5Drive Time
7407509901,300Miles
124124124124Jobs
Customer Strategy• Asset/Resource use…?• Productivity…?• Non-Vehicle Asset
costs…?
• Routing – non-linear• Dispatch – real-time• Efficient “windshield time”• Cost - per customer• Capacity Planning - asset
• Asset Allocation - people, vehicles, stuff…
• Fuel, Time & Productivity• Net Operating Costs
Visibility
Competitive Advantage
Knowledge
• Software /Data as a Service (SAAS) – Telematics
• Business Intelligence – Competitive Intelligence
• Partnership – integrated into their operations
• Understanding – insight into actual cost drivers
• Loyalty & Retention
Source: Competing on Analytics - Harvard Business School Press
Rem ove Prior To Presentation
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