Leverage Analytics for Decision Support and Improved Retail Performance
Download as PPTX, PDF1 like1,061 views
The document outlines Perficient's capabilities in retail analytics and finance, emphasizing their partnership with IBM and various analytics solutions for performance management. It highlights the services provided to Romano's Macaroni Grill, including dashboards, financial planning, and operational reporting to enhance decision-making. The focus is on leveraging data analytics to improve financial performance, operational efficiency, and overall business insights in the retail sector.
Leverage Analytics for Decision Support and Improved Retail Performance
- 1. AGENDA PERFICIENT Erik Duffield Director, Retail • Retail Industry & Drivers for Analytics & Finance Analytics • Market Basket Analysis Erik.Duffield@perficient.com • Retail Pathways™ & Perficient 303-629-9206 ROMANO’S MACARONI GRILL • Store/Restaurant Performance • Executive, Operational & Sales Tim Dungan Vice President Dashboards Financial Planning • Customer Ad-Hoc Analysis Reporting & Analysis • Benchmarking, Ranking & Scorecards • Inter-Departmental Collaboration Tim.Dungan@MacGrill.com • Labor, P&L and General Ledger Planning www.macaronigrill.com and Insights
- 2. Perficient Profile Ideally positioned as the GO TO Partner for IBM An IBM “5-Star Premier” Business Partner since 1997 SVP, SVI and VAP Authorized Reseller across all Brands in U.S. Healthcare and Retail Industry Authorized Solution provider IBM Lab Services (ISSL, ISSW and ISSIM) go-to market partner IBM Education Authorized Training Partner/ATP and Training reseller Thriving and Growing Organically and via Acquisition Public, NASDAQ: PRFT 1700 Colleagues $250 M 2011 Revenue Run Rate Local Sales/Delivery offices Offshore Development Center in Hangzhou China IBM Recognition Business Analytics Award Winner - 2012 IOD Best of Show “Retail Pathways – 2011 Lotus Most Distinguished Partner – 2006, 2008, 2011 2010 IOD Industry Warehouse Pack Partner of the Year 2010 Impact Smarter Decision Management Award Winner 2010 Lotusphere Best WebSphere Portal Solution – Finalist
- 3. Areas of Work Financial Transformation • Benchmarking Governance & Competency Center • Process Engineering Data Integration Budgeting & Data Discovery Data Modeling Information Analytics / • Cleansing • Analytic Structures Planning • Profiling Delivery Strategy • Quality • Best Practices • Gap Analysis • Standardization • Portals / Mobile • Best Practices • Performance • Demand Planning • Availability / Perform. • Performance • Dashboards • Predictive Models • 3rd Party Data • Risk Mgmt • Reporting Consolidations & Reporting • Compliance • Governance
- 4. Retail, CG, Hospitality, Restaurants The intersection of high volume, multivariate data with financial models. Finance Transformation Operations Managerial Management Annual Budgeting Retail Analytics Improve Close / Analysis Consolidations Speed of Service Financial Plan Market Basket Analysis Ladder Planning Metrics Merch / Revenue Channel Profitability Driver Based Open-To-Buy Restaurant Scorecards Planning Planning Labor Planning BICC Financial Analysis With/ InfoSphere, RBIS Data Management Others: Customer / Promotion Customer Seg. Model Marketing Promotion Mgmt
- 5. Our Work Industry Expertise Information Management Business Analytics Financial Performance Polling solutions for Transaction level Budgeting / forecasting reliable, cost saving data Market basket / affinity Demand planning / sales acquisition Customer / loyalty forecasting Analytical data models Food cost reporting Capex / new store models supporting industry best Labor Franchise models practices analysis Fraud / Discount Cannibalization models 3rd party data in for Revenue assurance Finance organization mystery shop, web Speed of service benchmarking comments, demographic Menu placement data, etc… Bundling & “your way” GL integration Marketing and promotions Pricing Multi channel Competency Center development
- 6. Perficient’s Retail Pathways™ utilizes IBM Cognos Analytics for Finance, Operations & Market Analysis IBM Retail Industry Authorized Basket & Traffic Metrics Customer Grouping & Loyalty Operational & Financial KPI Tracking Up-sell & Cross-sell Evaluation
- 7. Data to Information General Ledger 7
- 8. Analytical Pathways Scenario: You take pricing on selected items amounting to a weighted average 2.44% - based on the current mix. Marketing Spend Your Retail Pathways systems alerts you that your +2.44% price increase was off set by a (1.56)% in Mix shift and a 0.33% decline in Traffic resulting in only a +0.55% SSS increase and negative trends in Traffic and Secret Shopper buyer behavior. Having the relationships of leading indicators defined Traffic : (0.33)% Speed of Service and the information visible enables proactive management. SSS: + 0.55% Mix : (1.56)% Avg. Ticket: + 0.88% Price : +2.44% 8
- 9. Strategic Context Strategic Plan Specific initiatives to drive discontinuous change Baseline Trajectory Performance Specific metrics to watch Financial in managing risk @Risk Plan History Future 9
- 11. Established in 1988 Former Brinker Portfolio Concept (Chili’s, Maggiano’s, On The Border) Purchased in 2008 by Golden Gate Capital (Private Equity Firm) 11
- 12. 182 Company / 36 Franchise 12
- 13. Multi-million brand renewal 13
- 14. Menu refresh 14
- 15. Mezzo prezzo 15
- 16. Why bi? Why IBM Cognos? • Reporting post-Brinker – New point-of-sales, back office, and Accounting systems • Reporting Void – Dark for 3 months ~ zero reporting – Consolidation issues ~ rollups by Region, etc. – Manual processes • IBM Cognos Express – Previous experience with IBM Cognos • Finding Perfect Consulting Partner - Perficient 16
- 17. How are we set up? A. Planning & Analysis maintains Cognos Framework B. IT Mantains Polling Responsibility C. Executive or Operations Mandate Dashboard Content D. Content Accessible thru internal Intranet E. Ad-Hoc Analysis performed by Finance 17
- 18. What are we doing today? A. Providing Business Users value added content B. Dashboarding for Executive Team C. Dashboarding for Operations Team D. Analysis Team more Customer oriented with Ad-Hoc E. Inter-Department Collaboration 18
- 19. Romano’s macaroni grill Reporting and analytics - current
- 20. Balanced scorecard 20
- 21. Mac grill - Sales dashboard Sales Dashboard provides Leadership Team quick access to Sales related statistics by Region, Area, State, DMA, Marketing Tier, and Restaurant levels. 21
- 22. Mac grill – sales reporting Reporting allows Leadership Team ability to see results across organization by day, week, and defined time periods customized for brand.
- 23. Mac grill – benchmarking For a Company of our size, Benchmarking becomes the emphasis for comparison purposes. You gain insight from category leaders.
- 24. Mac grill – ranking Compliment to Benchmarking is Ranking. Allowing Leaders to see how they stack up against similar volumes. Adds healthy competition.
- 25. Mac grill – pictures Pictures or Graphs, technically. Some would rather view charts then tables with numbers. That capability exisits with our current dashboarding.
- 26. Mac grill – menu reporting Until recently, we were unable to view menu performance on a consolidated basis. We now have insight at enterprise, region and restaurant level. Allowing for better labor and procurement planning.
- 27. Mac grill – complimentary transactions In all restaurant operations there is a level of discounting and complimentary transactions taking place. Leadership can now view these types of transactions at the lowest level.
- 28. Mac grill – check detail Easy to view Check detail across system for all locations.
- 29. Mac grill – ad hoc query Ad Hoc for Team is critical to answer Leadership questions on the fly. Express provides flexibility and access to data that wasn't present before.
- 30. Mac grill – general ledger As part of System transition, General Ledger processing was moved to third party. With Express we now have flexibility to provide robust P&L analysis that needed to be contracted out with third party.
- 31. scorecard 31
- 32. Plans for the future? A. Expanding Source Data B. Enrich Team Member Experience with Training C. Develop Planning Models C. Increasing Users 32
- 33. 33
- 34. Conclusion www.slideshare.net/PerficientInc www.facebook.com/Perficient www.perficient.com/Thought-Leadership/Social- Media/Blogs Erik Duffield Director, Retail & Finance Analytics www.macaronigrill.com 34
Editor's Notes
- #10: There is a significant amount of focus on technology around performance management and for good reason, technology is enabling