Make Better & Faster Strategic Business Decisions

Transcription

1 Make Better & Faster Strategic Business Decisions October 27, 2016 Brad Dziamba Paul Sharman Peter Coghill John Sabec Prophix Regional Manager Focused Management Information Entertainment One Prophix Solution Engineer Co-sponsored with:

2 Agenda Welcome & Introduction Company Background Using CPM to Increase Shareholder Value Paul Sharman President Focused Management Information Inc. Leveraging CPM to automate financial processes and analyze the company s data Peter Coghill Solution Architect, Entertainment One Prophix at eone CPM Demonstration Closing Q&A Feedback forms

3 About Prophix Established in 1987 by finance executives More than 3000 customers in over 100 countries Laser focused on the Corporate Management Software (CPM) space Recognized by Industry Analysts for superior user experience Prophix empowers organizations to bring together all data sources on a single platform Headquarters: Toronto, Canada area. Other locations: UK, US, South America, Denmark, Germany

4 The Prophix Difference Single, unified solution Comprehensive CPM capabilities Finance owned, less reliance on IT Direct integration & drill-back Built for collaborative workflow Prophix is with you every step of the way Multiple deployment options

5 Prophix Canadian Sample Clients

6 Using Corporate Performance Management to Create Shareholder Value Paul Sharman President Focused Management Information Inc. Co-sponsored with:

7 Speaker Paul Sharman President Focused Management Information Inc. Phone:

8 Global Business Change World Market Capitalization of Listed Companies Note: Global Manufacturing = 15% of Business Activities

9 Making informed decisions Feels impossible due to the accelerated pace of change Business risk increases with rate of change Beginning of mankind Jesus Industrial Revolution Now Time

10 Change = increased risk that is difficult to predict

11 Change = increased opportunities equally difficult to predict

12 Increased volatility leads to increased power of good information

13 Question: What does that mean when Increased competition Unforeseen market demand/ conditions Fluctuation in currencies and investments

14 Key Objective Create (increase) (shareholder) Value = Making informed decisions with a focus on future performance

15 Requires great strategy Based on the answers to 13 critical questions

16 Critical Questions Q1: What values are going to guide our Business? Q2: How far down the road are we going to look? Q3: What assumptions about the external environment underpin our strategy? Q4: What existing and new products/ services will we offer (or not offer)? Q5: What criteria will we use to evaluate new product opportunities? Q6: What existing and new customer groups will we serve (and not serve)?

17 Critical Questions Q7: What criteria will we use to evaluate a new market opportunity? Q8: What factors (price and/or quality aspects) are meaningful to our customers? Q9: Which factors will represent our competitive advantage? Q10: In which of our current productmarket areas will we place the greatest emphasis? Q11: In what new product or market areas will we place the greatest emphasis? Q12: What financial and non-financial measures will we use to assess the viability of the strategy?

18 Critical Questions Q13: How does our implementation plan ensure that goals, designs, and management for departments, processes, and positions/people support the strategy?

19 How can all of the relevant information be gathered, analyzed and delivered in a way that will inform the exact decision to be made?

20 Improving Insight and Business Value Source:

21 Multi-dimensional data can be COLLECTED REVIEWED ANALYZED PROJECTED INTERPRETED HARNESSED

22 Integrated Planning + Reporting Informed Decisions = Increased Value

23 Bringing it together Strategy, Finance, Sales and Operations Strategic Plan Operating Plan Rolling forecasts Budgeting Forecasting Reporting Disclosure Mgmt. Consolidations Cash Planning Driver based simulation Balanced scorecard What-if and ad hoc analysis Customer and product profitability (driver based) Communication: BI and one version of the truth Sales planning Workforce planning Project planning Marketing/promo planning Long term strategic planning Supply/Demand planning CapEx planning

24 Good news for companies and shareholders: With this power, finance professionals become the orchestra leader

25 All of the relevant information can be communicated real time, displayed in a way that is compelling!

26 CPM Dashboard

27 The CPM Maturity Model Source:

28 Paul Sharman President Focused Management Information Inc. Phone:

29 Leveraging CPM to automate financial processes and analyze the company s data Peter Coghill Solution Architect Co-sponsored with:

30 Company Background Established in 1971 Head office location: Toronto, Ontario Website: Annual revenue: $979 million (USD) Number of employees: 1,500 ERP: Microsoft Dynamics NAV (many others used overall) Company Description: Through established film and television divisions, Entertainment One provides extensive expertise in film distribution, television and music production, family programming, merchandising and licensing, and digital content.

31 Speaker Peter Coghill Solution Architect Entertainment One Responsibilities: Develop corporate roadmap for integrated IT solutions Work with all departments on software purchases Work with PMO to ensure all solutions adhere to IT standards

32 Business Challenges Underlying problem Locating the proper technology with the ability to generate financial statements with acquired entities in and out. Underlying problem Entertainment One uses 23 G/L solutions, 13 of them actively. Underlying problem New G/L needed costeffective reporting. 1 Symptom Acquisition integration. Symptom 2 3 Absence of quick and consistent reporting. Symptom Timelines and costs of creating reports. Inability to alter reports internally.

33 Weighing Potential Solutions Desired features of a potential solution: Ability to create ad hoc reports Work with multiple currencies and generate multiple forecasts with different rates Reasonable costs for licensing and external assistance Reasonable implementation timeframe

34 Implementation & First 100 Days Implementation Initial implementation was completed within 90 days Focus During the First 100 Days Still implementing across the organization (multiple projects) We consider Prophix a major program within the organization Financial reporting Statement of position reporting for royalties accruals

35 Automating Finance Processes Budgeting Roll forward of long term forecast into new budgets Forecasting Reduced effort, as budget no longer needs to be loaded into the GL Single source for reporting and all reports can generate in seconds Roll forward and inclusion of the actual results to date Single source for reporting and all reports can generate in seconds

36 Automating Finance Processes Reporting Future Plans All financial results generate within Prophix Combines data from 10 retired GLs and 13 current GLs in addition to 3 sub-ledgers The only report that exists with the GL is the trial balance Plus additional data sources from external partners Single source for reporting and all reports can generate in seconds All of this data helps to generate a complete revenue and expense report for each title that must be shared with the Owning Producer

37 Automating Finance Processes Revenue planning Currently implementing a comprehensive tool to plan both revenue and expenses for each new release Additional plans Also implementing an enterprise data warehouse with Prophix as the frontend tool for accessing data Plan will be for each stage from theatrical release to DVD / Blu-Ray Will integrate social media data from external sources to give us insight into social media s impact on theatrical releases

38 Improved Analysis & Decision Improved Analysis Making Green-light process for TV and film Need to find comparable titles that involve any combination of metadata (producer, genre, actors, budget) Global results for consolidated title reporting that has the ability to combine royalties paid and earned External IMDB information Data-Driven Decision Making Intention: use the data warehouse to help decide where to invest Negotiate smarter deals globally rather than multiple deals for the same property in each territory Social media data. What was trending leading up to a release? Did it impact the results?

39 Keys to Getting the Most out of CPM Software Focus on integrating data from multiple sources Access your data in Prophix from multiple sources, mining data using the tools within the Microsoft BI Stack

40 QUESTIONS

41 Corporate Performance Management Demonstration

42 Thank you for attending Co-sponsored with: