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Competing with Analytics
Success Story
2006
 • MAIA Intelligence established with 1KEY BI product offering
 • postXBRL – Interactive Data Publishing was released.
2007
 • Featured in NASSCOM 100 IT Innovators
 • Gets Microsoft Gold Partner Status
 • Participated in 1st World Wide BI conference held by Microsoft in Seattle 2008
2008
 •   1KEY Agile BI Suite featured in Microsoft Solution Directory SQL 2008 launch.
 •   1KEY the 1st Indian BI to be recognized by NICSI for tender (Government of India )
 •   Gartner’s Hype Cycle for ICT in India, Report mentioned MAIA
 •   Red Herring Asia Finalist 100
 •   Launch of 1KEY FCM (Financial Consolidation Module)
 •   Winner of India’s Most Trusted IT Vendor in BI category by Survey The CTOForum
Success Story
2009
 • ‘Most Successful Startup’ to watch out by readers and editorial board of I.T. Magz
 • Government NIC BIDW division recommends MAIA 1KEY for National Award.
 • Gartner Report on BI Trends mentions MAIA Intelligence .
 • Becomes a Microsoft ISV Case Study & Compatibility Testing logo with Windows 7
 • Emerging Technology Analysis Report from Gartner mentions MAIA Intelligence
 • Red Herring Asia 100 Winner & Forbes.com mentions MAIA Intelligence as company to watch.
2010

 • Winner of Microsoft Innovation Award for ISV
 • Managed partner of Microsoft
 • Finalist in UTV Bloomberg ISV Innovation Award.
 • Launched Vertical Solutions DW model for Financial Services Industry, SAP customers, Ports & Terminals

2011
 • First ISV to get under new MPN Gold Status
 • Certification from Indiamart ET - Leaders of Tomorrow
 • Launched 1KEY Touch Dashboards Product & Released Frame work for building Executive Dashboards
 • Launched Vertical Solutions DW model for , Banks on Finacle Core Banking Software,
 • Crossed 30000+ users of 1KEY BI
 • Working with Ministry of Corporate Affairs (MCA) for XBRL
Case Studies


• R & T customer data to   • Used for both operational   • Getting the single view of
  analyze the sales and      real time data for month      the customer and sending
  channel performance.       end bucket analysis and       timely data to relationship
  Tightly integrated         strategic reporting for       executives for cross sell up
  reporting to CRM for       tracking inventory SCM        sell. Incentive calculation
  customer analytics         and exceptions alerts via     1000 user on Web .
                             interactive dashboards

Reliance                   Pidilite                      India
Capital                    Industries                    Infoline
Case Studies


• Integrated dashboard        • Product segmentation       • SAP and Lab data used
  views from CRM and SAP        with budgeting and           for tracking sales and
  ERP data for distributors     performance                  collection overdue with
  scheduled proactively.        management of product        buckets on multiple
  Helped increase sales         categories with multiple     dimension increased the
  person efficiency on          dimensions on Oracle         cash flow
  volumes and value             Apps & Dynamics CRM

                                                           Super
CEAT                          Emerson
                                                           Religare Labs
Sales Revenue
                                       $1,383,593

          What does this number reveal? Is this pretty good, bad or ugly?


    $1,295,213                $1,374,876        $1,242,871             $1,383,593
        Q1                        Q2                Q3                     Q4
The Sales revenue for fourth Quarter is pretty good as compared to earlier quarter


             Data is not enough
                 $1,102,304
                  2004 Q4
                                       $1,395,478
                                        2005 Q4
                                                             $1,383,593
                                                              2006 Q4

 The Sales revenue for 2006 Quarter IV is down as compared to earlier years

                            $1,598,604                  $1,383,593
                          Target 2006 Q4              Actual 2006 Q4
           However in comparison to the targets, the actual turnover appears ugly
Hitting the sweet spots - Analytics

Demand Generation
                      Corporate Image &
    & Business
                      Brand Identity 20%
  Acquisition 50%

                  CMO


 Product Innovation   Corporate Vision and
and acceptance 20%      Leadership 10%
Onus is on marketers for ROMI
        “It’s difficult to generate
        comprehensive reports            “It’s difficult to modify existing software so
        without technical                users are able to see only the reports that
        assistance”                      are important and relevant to their jobs”

“Management do not know what
questions to ask about the data. It is
difficult to investigate issues to                    “…Business users are spending
understand why”                                       more time on analysis than
                                                      action”




“Business users are drawing incorrect    “ We wish to share information with
conclusions and missing opportunities”   external parties such as customers,
                                         suppliers and partners”
Obstacles for effective analytics


         Lack of         Chasing too
        enterprise         many
          wide            different
       perspective.       metrics.




        Difficulty in      Lack of
        measuring       accountability.
       performance      Culture issues
Crack the measurement barrier

  Which customer          Which customer                                 What response rate
                                                  What’s the top-
segment will respond     segment offers the                              per region are we
                                               selling product mix in
 best to a particular      most revenue                                 getting for marketing
                                                    each region?
        offer?              potential?                                      promotions?


 Who are my top
                        What is the cost per   How quickly do leads     What is my market
 customers? How
                          qualified sales       move through the        penetration in each
have their purchase
                          opportunity?              pipeline?                region?
patterns changed?


                                                Which product has
                        Which customers are
                                                   the highest
                               loyal?
                                                  profitability?
Top 10        % Change in      % Change in
Product Sales
                 Products by     Sales Period-   Margin Period-
  by Region
                Profit Margin      to-Period       to-Period




  Profit by        Cost per      Top 10 Orders      ROI per
  Channel         Campaign        per Region        Product




                Total Delivery                       Top
                                  % Delivery
Units Ordered      Time by                       Competitor by
                                     Late
                Shipping Point                     Category
Why SKU Rationalization



                                         High return     Product line
Slow moving                                rates to      extensions of
                                          suppliers                       Reducing
 (significant                Costly to                    other SKUs
                Low volume                                               assortment
   tied up                    handle        due to        that can be
                                                                             mix
   capital)                              defects/stale       easily
                                            dates         substituted
SKU Rationalization Solution




Segmenting are
                      Profitability            SKUs will be           Efficient and
  on volume,
                    Components:               removed and               effective
  profit, and
                    Revenue, Cost                others               product line
 category role
                     and Capacity              emphasized             management
 and strategy


           Steps to accurately determine SKU cost and net profitability
SKU Rationalization Review
          Has product volume changed as I projected for the substitute SKUs in the categories?

       How has the category profitability changed for categories where SKUs have been removed?

        How do my customers buy this/these products? What channels consume what resources?

                     If I change something about how they buy, can I reverse the loss?

Why is this product(s) unprofitable? Is it how the customer buys it, how I merchandise it, how I package it?

        What has been the net impact on carrying costs for the category since removing the SKUs?

      Has my order mix of truckload/pallet/tier changed positively since the removal of these SKUs?

Which region orders have changed negatively for the key categories where I had the most SKU removals?

       What is the net effect on category profitability for my top N region in the subject categories?

                           What is the profitability of different market baskets?
Pockets of Performance

Dashboards
Promotions

              Analysis
 Campaign
                     Brand


               Customer Loyalty       Metric
 Customer     Product Profitability


             Top-Bottom Customer        Cost Per Lead   Percentage Close


 Product       Product Category
Trade Spend Analytics

• Trade Spend V
  Budget
• Trade Spend
                     Roles
  Efficiency &
  Effectiveness
• Trade Send
  Uplift – Sales &
  margin               Marketing
• Spend by
  Merchandize
  Method
                       Manager;
                       Customer
                        Account
                                       Metrics & Dimensions
• Promotion ROI      Managers; Sales
• Promotion          Execs; Finance;
  OverUnder-         Promotional      Volume; Revenue (& growth); Total Promotion Profit; Targets; Market
  spend                 Analyst;       (volume $s); Market Share; Price; Margin %; Trade Spend; Promotion
• Promotion           Business Unit        ROI; Promotional Uplift; Order Fulfillment %; Consumer pass
  Impact –           Heads; Category   through%; Stock Cover Customers; Events; Sales Channels; Products;
  Cannibalization    Manager; Brand        Brands Categories; Promotion; Media types; Time; Locations
  & Halo effect        Managers
Which region has the best sales & in which month?
            Jan      Feb      Mar      Apr      May      Jun       Jul     Aug      Sep      Oct      Nov      Dec
Central   21,923   21,696   21,820   22,247   21,922   22,451   23,081   22,770   22,156   21,857   21,101   22,024
East      14,367   14,294   14,297   14,900   14,617   15,720   16,024   15,536   14,718   14,668   14,414   15,024
South      8,425    8,432    8,376    8,397    8,355    8,643    8,856    9,241    8,812    8,841    8,686    8,864
West      22,149   21,869   22,115   22,506   22,191   23,122   24,038   24,190   22,671   22,489   21,906   23,026
Interactive Dashboard Types

     Scope          Business role      Time horizon       Customization      Level of detail      Point of view

• Broad:           • Strategic:       • Historical:      • One-size-fits-   • High:              • Prescriptive:
  Displaying         Provides a         Looking            all: Presented     Presenting           The dashboard
  information        high-level,        backwards to       as a single        only the most        explicitly tells
  about the          broad, and         track trends       view for all       critical top-        the user what
  entire             long-term        • Snapshot:          users              level numbers        the data
  organization       view of            Showing          • Customizable:    • Drill-able:          means and
• Specific:          performance        performance        Functionality      Providing the        what to do
  Focusing on a    • Operational:       at a single        to let users       ability to drill     about it
  specific           Provides a         point in time      create a view      drill down to      • Exploratory:
  function,          focused, near-   • Real-time:         that reflects      detailed             User has
  process,           term, and          Monitoring         their needs        numbers to           latitude to
  product, etc.      tactical view      activity as it                        gain more            interpret the
                     of                 happens                               context              results as they
                     performance      • Predictive:                                                see fit
                                        Using past
                                        performance
                                        to predict
                                        future
                                        performance
% Discount Offered             What marketing tactics are driving sales?

                                    How much discounting are we doing relative to
Return on Investment on Campaign                    last year?
                                       What discounts are most popular? Least
                                                     popular?
    Coupon Redemption Rate            What promotions are most popular? Least
                                                    popular?
    % Variance from List Price      What are the geographic discount/promotional
                                                      trends?
                                     What is the cost of the discount/promotion
      Net Cost of Campaign              compared to the increase in sales?
                                    What promotions are resonating with different
                                              customer segments?
  Forecast Sales from Promotion
                                       Which sales people are more reliant on
                                              discounts/promotions?
Bottom 10% of Promotions by Sales    Which promotions most significantly impact
                                      sales for my most profitable products?
Best in Class Marketers in Performance
PACE Framework
  Pressures            Actions                    Capabilities                    Enablers
•Need to         •Gain insight into     •Track, measure and report on       •Website visitor
 deliver          effectiveness of       all marketing campaign results      tracking
 higher           specific marketing    •KPIs defined to track overall      •Web analytics
 quality sales    campaigns and          marketing performance              •Lead management
 leads            channels              •Process to test effectiveness of    solution
•Pressure to     •Improve the            campaign content                   •Marketing content /
 deliver ROI      targeting of          •Executive support of using          asset management
 on               marketing offers to    customer analytics in marketing    •CMO dashboard
 marketing        optimize marketing     programs                           •Lead scoring
 spend            ROI                   •Defined process to disseminate     •Marketing
                 •Optimize marketing     knowledge on marketing              automation
                  activities at each     campaigns to key decision          •Revenue
                  touch-point along      makers/stakeholders                 performance
                  the customer          •Dedicated staff to collect and      management
                  lifecycle              manage all campaign/resource
                                         data
The Competitive Framework
                          Best-in-Class              Average                  Laggards
Enabling Technology   • 86% website visitor   • 77% website visitor    • 68% website visitor
or Service              tracking                tracking                 tracking
                      • 82% web analytics     • 68% web analytics      • 58% web analytics
                      • 73% Dashboards        • 64% Dashboards         • 44% Dashboards
                      • 64% Lead              • 59% Lead               • 45% Lead
                        Management              Management               Management
                      • 59% Marketing         • 35% Marketing          • 29% Marketing
                        content / asset         content / asset          content / asset
                        management              management               management
                      • 52% Revenue           • 43% Revenue            • 39% Revenue
                        performance             performance              performance
                        management              management               management


                             KPIs are defined to track overall marketing performance
Performance                    64%                     45%                       27%
                          Ability to identify which marketing channels drive offline sales
                               45%                     25%                       18%
Proposed Data Flow Architecture




Data Sources        Customer              Data                Marketing
• ERP, CRM & SFA    Databases             Warehouse           Analytics
• Loyalty Program   • Sales & Marketing   • MS SQL 2008       • Cube Charts Views
• Excel Files       • Orders Complaints   • SQL Integration     Trends Dashboard
                      Support               Services ETL        KPI
Data Design Study
                What is the scope of process standardization? What is the efficiency &
  Process
                                    effectiveness of this process?


                How is your company currently organized to manage and optimize this
Organization
                                        particular process?


                 What visibility do you have into key data and intelligence required to
Knowledge
                                         manage this process?


               What level of automation have you used to support this process? How is
Technology
                               this automation integrated and aligned?



Performance    What do you measure? How frequently? What’s your actual performance?
End Deliverables
                        Decision making at
  Meaningful &                                   Provide an early-
                        all levels strategic,
   Actionable                                   warning system with
                              tactical &
  Information                                           KPI
                             operational


                         Create Compelling
                                                1KEY BI will be used
Connect Users with      user experience that
                                                 in all the meetings
   Information           requires very little
                                                 and presentations
                              training


                          Deliver reports
Increase business       anytime anywhere        Know what should
users productivity      in any format users     have been known
                                need



                          Enable Creative
Move out of Excel                               Investigate issues to
                         thinking with data
    Culture                                       understand why
                              analysis
Why MAIA Intelligence – 1KEY BI
Faster response time • Niche we are, hence faster we
 to customer needs.    move

We are proud to have
 you as a customer
                     • We offer sincere personal attention


Can send the experts • Our clients see us as a specialist
for at affordable cost despite our size

                       • Customers know that they can get
Small is the new big
                         in touch easily with us. Trust people
Thank You



    www.maia-intelligence.com

sanjaymehta@maia-intelligence.com

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Competing with Analytics

  • 2. Success Story 2006 • MAIA Intelligence established with 1KEY BI product offering • postXBRL – Interactive Data Publishing was released. 2007 • Featured in NASSCOM 100 IT Innovators • Gets Microsoft Gold Partner Status • Participated in 1st World Wide BI conference held by Microsoft in Seattle 2008 2008 • 1KEY Agile BI Suite featured in Microsoft Solution Directory SQL 2008 launch. • 1KEY the 1st Indian BI to be recognized by NICSI for tender (Government of India ) • Gartner’s Hype Cycle for ICT in India, Report mentioned MAIA • Red Herring Asia Finalist 100 • Launch of 1KEY FCM (Financial Consolidation Module) • Winner of India’s Most Trusted IT Vendor in BI category by Survey The CTOForum
  • 3. Success Story 2009 • ‘Most Successful Startup’ to watch out by readers and editorial board of I.T. Magz • Government NIC BIDW division recommends MAIA 1KEY for National Award. • Gartner Report on BI Trends mentions MAIA Intelligence . • Becomes a Microsoft ISV Case Study & Compatibility Testing logo with Windows 7 • Emerging Technology Analysis Report from Gartner mentions MAIA Intelligence • Red Herring Asia 100 Winner & Forbes.com mentions MAIA Intelligence as company to watch. 2010 • Winner of Microsoft Innovation Award for ISV • Managed partner of Microsoft • Finalist in UTV Bloomberg ISV Innovation Award. • Launched Vertical Solutions DW model for Financial Services Industry, SAP customers, Ports & Terminals 2011 • First ISV to get under new MPN Gold Status • Certification from Indiamart ET - Leaders of Tomorrow • Launched 1KEY Touch Dashboards Product & Released Frame work for building Executive Dashboards • Launched Vertical Solutions DW model for , Banks on Finacle Core Banking Software, • Crossed 30000+ users of 1KEY BI • Working with Ministry of Corporate Affairs (MCA) for XBRL
  • 4. Case Studies • R & T customer data to • Used for both operational • Getting the single view of analyze the sales and real time data for month the customer and sending channel performance. end bucket analysis and timely data to relationship Tightly integrated strategic reporting for executives for cross sell up reporting to CRM for tracking inventory SCM sell. Incentive calculation customer analytics and exceptions alerts via 1000 user on Web . interactive dashboards Reliance Pidilite India Capital Industries Infoline
  • 5. Case Studies • Integrated dashboard • Product segmentation • SAP and Lab data used views from CRM and SAP with budgeting and for tracking sales and ERP data for distributors performance collection overdue with scheduled proactively. management of product buckets on multiple Helped increase sales categories with multiple dimension increased the person efficiency on dimensions on Oracle cash flow volumes and value Apps & Dynamics CRM Super CEAT Emerson Religare Labs
  • 6. Sales Revenue $1,383,593 What does this number reveal? Is this pretty good, bad or ugly? $1,295,213 $1,374,876 $1,242,871 $1,383,593 Q1 Q2 Q3 Q4 The Sales revenue for fourth Quarter is pretty good as compared to earlier quarter Data is not enough $1,102,304 2004 Q4 $1,395,478 2005 Q4 $1,383,593 2006 Q4 The Sales revenue for 2006 Quarter IV is down as compared to earlier years $1,598,604 $1,383,593 Target 2006 Q4 Actual 2006 Q4 However in comparison to the targets, the actual turnover appears ugly
  • 7. Hitting the sweet spots - Analytics Demand Generation Corporate Image & & Business Brand Identity 20% Acquisition 50% CMO Product Innovation Corporate Vision and and acceptance 20% Leadership 10%
  • 8. Onus is on marketers for ROMI “It’s difficult to generate comprehensive reports “It’s difficult to modify existing software so without technical users are able to see only the reports that assistance” are important and relevant to their jobs” “Management do not know what questions to ask about the data. It is difficult to investigate issues to “…Business users are spending understand why” more time on analysis than action” “Business users are drawing incorrect “ We wish to share information with conclusions and missing opportunities” external parties such as customers, suppliers and partners”
  • 9. Obstacles for effective analytics Lack of Chasing too enterprise many wide different perspective. metrics. Difficulty in Lack of measuring accountability. performance Culture issues
  • 10. Crack the measurement barrier Which customer Which customer What response rate What’s the top- segment will respond segment offers the per region are we selling product mix in best to a particular most revenue getting for marketing each region? offer? potential? promotions? Who are my top What is the cost per How quickly do leads What is my market customers? How qualified sales move through the penetration in each have their purchase opportunity? pipeline? region? patterns changed? Which product has Which customers are the highest loyal? profitability?
  • 11. Top 10 % Change in % Change in Product Sales Products by Sales Period- Margin Period- by Region Profit Margin to-Period to-Period Profit by Cost per Top 10 Orders ROI per Channel Campaign per Region Product Total Delivery Top % Delivery Units Ordered Time by Competitor by Late Shipping Point Category
  • 12. Why SKU Rationalization High return Product line Slow moving rates to extensions of suppliers Reducing (significant Costly to other SKUs Low volume assortment tied up handle due to that can be mix capital) defects/stale easily dates substituted
  • 13. SKU Rationalization Solution Segmenting are Profitability SKUs will be Efficient and on volume, Components: removed and effective profit, and Revenue, Cost others product line category role and Capacity emphasized management and strategy Steps to accurately determine SKU cost and net profitability
  • 14. SKU Rationalization Review Has product volume changed as I projected for the substitute SKUs in the categories? How has the category profitability changed for categories where SKUs have been removed? How do my customers buy this/these products? What channels consume what resources? If I change something about how they buy, can I reverse the loss? Why is this product(s) unprofitable? Is it how the customer buys it, how I merchandise it, how I package it? What has been the net impact on carrying costs for the category since removing the SKUs? Has my order mix of truckload/pallet/tier changed positively since the removal of these SKUs? Which region orders have changed negatively for the key categories where I had the most SKU removals? What is the net effect on category profitability for my top N region in the subject categories? What is the profitability of different market baskets?
  • 15. Pockets of Performance Dashboards Promotions Analysis Campaign Brand Customer Loyalty Metric Customer Product Profitability Top-Bottom Customer Cost Per Lead Percentage Close Product Product Category
  • 16. Trade Spend Analytics • Trade Spend V Budget • Trade Spend Roles Efficiency & Effectiveness • Trade Send Uplift – Sales & margin Marketing • Spend by Merchandize Method Manager; Customer Account Metrics & Dimensions • Promotion ROI Managers; Sales • Promotion Execs; Finance; OverUnder- Promotional Volume; Revenue (& growth); Total Promotion Profit; Targets; Market spend Analyst; (volume $s); Market Share; Price; Margin %; Trade Spend; Promotion • Promotion Business Unit ROI; Promotional Uplift; Order Fulfillment %; Consumer pass Impact – Heads; Category through%; Stock Cover Customers; Events; Sales Channels; Products; Cannibalization Manager; Brand Brands Categories; Promotion; Media types; Time; Locations & Halo effect Managers
  • 17. Which region has the best sales & in which month? Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Central 21,923 21,696 21,820 22,247 21,922 22,451 23,081 22,770 22,156 21,857 21,101 22,024 East 14,367 14,294 14,297 14,900 14,617 15,720 16,024 15,536 14,718 14,668 14,414 15,024 South 8,425 8,432 8,376 8,397 8,355 8,643 8,856 9,241 8,812 8,841 8,686 8,864 West 22,149 21,869 22,115 22,506 22,191 23,122 24,038 24,190 22,671 22,489 21,906 23,026
  • 18. Interactive Dashboard Types Scope Business role Time horizon Customization Level of detail Point of view • Broad: • Strategic: • Historical: • One-size-fits- • High: • Prescriptive: Displaying Provides a Looking all: Presented Presenting The dashboard information high-level, backwards to as a single only the most explicitly tells about the broad, and track trends view for all critical top- the user what entire long-term • Snapshot: users level numbers the data organization view of Showing • Customizable: • Drill-able: means and • Specific: performance performance Functionality Providing the what to do Focusing on a • Operational: at a single to let users ability to drill about it specific Provides a point in time create a view drill down to • Exploratory: function, focused, near- • Real-time: that reflects detailed User has process, term, and Monitoring their needs numbers to latitude to product, etc. tactical view activity as it gain more interpret the of happens context results as they performance • Predictive: see fit Using past performance to predict future performance
  • 19. % Discount Offered What marketing tactics are driving sales? How much discounting are we doing relative to Return on Investment on Campaign last year? What discounts are most popular? Least popular? Coupon Redemption Rate What promotions are most popular? Least popular? % Variance from List Price What are the geographic discount/promotional trends? What is the cost of the discount/promotion Net Cost of Campaign compared to the increase in sales? What promotions are resonating with different customer segments? Forecast Sales from Promotion Which sales people are more reliant on discounts/promotions? Bottom 10% of Promotions by Sales Which promotions most significantly impact sales for my most profitable products?
  • 20. Best in Class Marketers in Performance
  • 21. PACE Framework Pressures Actions Capabilities Enablers •Need to •Gain insight into •Track, measure and report on •Website visitor deliver effectiveness of all marketing campaign results tracking higher specific marketing •KPIs defined to track overall •Web analytics quality sales campaigns and marketing performance •Lead management leads channels •Process to test effectiveness of solution •Pressure to •Improve the campaign content •Marketing content / deliver ROI targeting of •Executive support of using asset management on marketing offers to customer analytics in marketing •CMO dashboard marketing optimize marketing programs •Lead scoring spend ROI •Defined process to disseminate •Marketing •Optimize marketing knowledge on marketing automation activities at each campaigns to key decision •Revenue touch-point along makers/stakeholders performance the customer •Dedicated staff to collect and management lifecycle manage all campaign/resource data
  • 22. The Competitive Framework Best-in-Class Average Laggards Enabling Technology • 86% website visitor • 77% website visitor • 68% website visitor or Service tracking tracking tracking • 82% web analytics • 68% web analytics • 58% web analytics • 73% Dashboards • 64% Dashboards • 44% Dashboards • 64% Lead • 59% Lead • 45% Lead Management Management Management • 59% Marketing • 35% Marketing • 29% Marketing content / asset content / asset content / asset management management management • 52% Revenue • 43% Revenue • 39% Revenue performance performance performance management management management KPIs are defined to track overall marketing performance Performance 64% 45% 27% Ability to identify which marketing channels drive offline sales 45% 25% 18%
  • 23. Proposed Data Flow Architecture Data Sources Customer Data Marketing • ERP, CRM & SFA Databases Warehouse Analytics • Loyalty Program • Sales & Marketing • MS SQL 2008 • Cube Charts Views • Excel Files • Orders Complaints • SQL Integration Trends Dashboard Support Services ETL KPI
  • 24. Data Design Study What is the scope of process standardization? What is the efficiency & Process effectiveness of this process? How is your company currently organized to manage and optimize this Organization particular process? What visibility do you have into key data and intelligence required to Knowledge manage this process? What level of automation have you used to support this process? How is Technology this automation integrated and aligned? Performance What do you measure? How frequently? What’s your actual performance?
  • 25. End Deliverables Decision making at Meaningful & Provide an early- all levels strategic, Actionable warning system with tactical & Information KPI operational Create Compelling 1KEY BI will be used Connect Users with user experience that in all the meetings Information requires very little and presentations training Deliver reports Increase business anytime anywhere Know what should users productivity in any format users have been known need Enable Creative Move out of Excel Investigate issues to thinking with data Culture understand why analysis
  • 26. Why MAIA Intelligence – 1KEY BI Faster response time • Niche we are, hence faster we to customer needs. move We are proud to have you as a customer • We offer sincere personal attention Can send the experts • Our clients see us as a specialist for at affordable cost despite our size • Customers know that they can get Small is the new big in touch easily with us. Trust people
  • 27. Thank You www.maia-intelligence.com sanjaymehta@maia-intelligence.com