ROI - Capgemini

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Figure 8: Developing the Future-State Operating Model Source: <strong>Capgemini</strong> Pain Points Strategic Aspirations KPI Reporting Frequency and Latency Supporting Technology Opportunities Organizational Design & Staffing Allocation Opportunities • Corporate priorities for the next 2-5 years • Marketing and Sales strategy across channels and markets Corporate Goals • Experiential process design options and alternatives • Leading vs. bleeding Leading Practices Business Case • Tangible financial improvement opportunities • Qualitative competitive advantages Future Capabilities Requirements • High-level integrated conceptual design • Clear design considerations and impact on KPIs Future-State Operating Straw Model • Key focus areas that differentiate alternative solutions • Business scenarios focusing on differentiating requirements Key Business Requirements • Deep dive sessions to cover identified gaps • 20/80 rule Software Validation/ Selection • Best-of- breed vs. single platform corporate vision • Service level agreements with the business IT Strategy • Distinct competitive advantage KPIs • Core competency vs. “must have to play” • Tie- in with the business case drivers • Consistent Analytics framework to improve decisions against planned budget and trade spend • Realistic plan to achieve defined criteria across Process, Technology and People dimensions The use of for-purpose models in isolation is no longer effective. Modeling must now be done in a framework driven from the same data using a consistent set of modeling disciplines that allow for use of common drivers. This type of Predictive Decision Framework (Figure 9) allows for common metrics to emerge that inform forecasts which become meaningful to all stakeholders. There are specific analytics activities, long done in silos, which if done within a common framework, using standardized modeling processes and a common set of data informed by demand signals, can provide a unified language that enables coordination between operational and financial plans. This framework becomes the foundation for incorporating predictive information into operational decisions. It can enable optimization across the product portfolio, corporate/customer trade plans, category/assortment plans, calendars, competition and price. 20
Integrated financial and trade planning: Inte Integrated financial a Integrated F perspectives and approaches Figure 9: Predictive Decision Framework Source: <strong>Capgemini</strong> Consumer Sensitive Demand Actions Financial Plans Headquarters Trade Plan Marketing Plan Customer Trade Plans Category/ Assortment Plans Coordinated Scenario Analysis Optimize Portfolio Optimize Promotions Optimize Category/ Assortment Plan Cross-Elasticity Analysis Optimize Promotion Calendar Optimize Price Consistent Modeling Framework Sensory Data Data Transformation Past Performance Operational Data, Financial Plans, Trade Plans Outputs for each optimization can inform coordinated scenario analysis, allowing for each promotional decision to be made in the context of the financial KPIs and operational plans. This information makes true collaboration between operational stakeholders possible by removing debates and discussions about specific trade actions taken. Combining visibility, proven historical analytics processes and demand signals into a common framework can help coordinate financial, marketing, brand, assortment and trade plans for both CPG companies and their retail partners. To-be states should evolve to take advantage of technological advances that can provide a standardized set of analysis that models the future based on a common set of drivers. 21
Page 1 and 2: SALES ROI CASH-TO-CASH ECONOMIC VAL
Page 3 and 4: CONTENTS CONTENTS TS CONTENTS CONTE
Page 5 and 6: dgments Acknowledgments Acknowledgm
Page 7 and 8: ROI ROI ROI ROI ROI ROI ROI ROI ROI
Page 9 and 10: understanding and addressingUnderst
Page 17 and 18: Integrated financial and trade plan
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Page 23 and 24: Integrated financial and trade plan
Page 25 and 26: the big ideas HE BIG IDEAS THE BIG
Page 31 and 32: conclusion NCLUSION CONCLUSION C CO
Page 33 and 34: conclusion NCLUSION CONCLUSION C CO
Page 35 and 36: S SPONSORS SPONSORS SPONSORS SPONSO

ROI - Capgemini

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