1. Generating Business Value through High Quality Insight
CSI SAP Northern User Forum
Presented by: Danea Chandler, Business Intelligence Manager, Arco Limited 17th March 2016

2. It started as a small graph or two

3. That sparked further interest…
Sales and calls (12 month moving average, normalised). The large drop in calls (by approx. 20%) to July ‘07 coincided with a very low sales growth rate.

4. So it went further
Started with advanced predictive analytical modelling using our high quality customer data
Proactive work created by the Business Intelligence Manager looking for key drivers of customer behaviour
One stream focused on what makes customers leave Arco – also known as propensity to churn
Heavily correlated to a number of factors - one of the key correlations is less than 4 – 5 calls per site per year
Other correlations relate to how often we issue marketing communications to our contact persons, which we cannot do if we don’t know who they are or have their details and address

5. Ding, Dong – Arco Calling
BodyZone generates understanding of potential at each customer site for our product mix

6. The Silent Salesman – Marketing Communications
For customers spending more than prior year increased mailings correlate with greater increase in sales
For customers spending less than prior year the drop in sales is more likely to be greater if mailings decreased
BodyZone generates understanding of potential at each customer site for our product mix

7. What happened next?
The BI team were asked to produce a dashboard to surface the sales opportunity pipeline from our SAP Cloud for Customer mobile CRM system
This software, utilised by our Account Managers and Telephone Account Managers, allows Arco to record customer visits, calls, tasks, contact persons with their opt-in status and their sales opportunity pipeline
Using the sprint methodology learnt from CSI and by taking the ‘calls & mails’ insight previously generated and validated by predictive analytics, we created a dashboard to revolutionise the business
Both Arco Average and Arco Top Quartile figures were used to push performance
Telephone Account Managers were measured against Telephone Account Managers and Account Managers against Account Managers to ensure consistency
Sales Managers and above can see across the entire organisation to ensure they can compare themselves with their peers and ask others about what made them more successful
Monthly audit reports are issued by the Sales and Marketing Director to ensure that the tool is being used effectively
Drill-out reports for monthly meetings are available at the push of a button to facilitate effective coaching and mentoring

8. What is measured is managed
We compare sales activity levels with sales performance
Ranking each seller/region against top and bottom quartile
These stats are used to drive seller activity improvements, measuring the call rate
Part of a wider initiative around selling methodologies, one way of doing things, big cultural change
Introduced on 1st November 2015, within a week of launching we had increased appointments per day by 15%

9. What is measured is transformed
From 1st November 2015 – 1st March 2016 average Arco account manager appointments per trading day have increased from 4 to 6
Top quartile has increased from 6.3 to 8.6 and this is our stretch target

10. We can see the future and shape what happens
May 2016 is looking too low – we still have time to take action to change this to ensure the right outcome. Without recording and monitoring the pipeline we have no visibility of the gaps that we need to fill

11. Insight allows understanding new opportunities
BodyZone generates understanding of potential at each customer site for our product mix

12. What other value can we add?
By using drawing in other data – sales revenue, forecast, sales pipeline and customer potential – we can build powerful coaching and motivation tools
Managers can then use these to guide the sales teams to improve their performance, get more out of their current customers, generate new customers or improve their current pipeline
The sales people can see their colleagues and use them as a benchmark and motivation tool

13. By making data visible we can drive change and generate measureable ROI
Built in 6 weeks in partnership with CSI and their sprint methodology, the Debt Management dashboard has:
Reduced overall debt by 15%
Cut the amount of debt that is more than 90 days overdue by 35%
Reduced the amount of debt in query by 43%
Provided a training and coaching tool for the Customer Service Managers to improve behaviours in the sales office
Allowed the Cash Collection team to target overdue payments in the most effective manner
Given predictive cash flow tools to senior management
Provided information to the sales teams to allow better customer conversations
Allows account managers to see which customers are on stop or at 90% of their credit limit, resolve the issues and then allow the customer to continue purchasing as normal

14. What else have we delivered to generate ROI?
The Debt Management dashboard
Has reduced overall debt by 15%
Has cut the amount of debt that is more than 90 days overdue by 35%
Has reduced the amount of debt in query by 43%

15. Key Learnings Knowing what the business needs before they do
Listening to what the business wants and acting on it
Gaining buy-in from the business and getting them to trust your work
Great data is the backbone to all your work
Keep abreast of BI best practice and how to apply it in your own business
Understanding the macro environment and bringing this into your work
Prioritising the good from the best as your work will always be oversubscribed

16. Questions?
Thank You Danea Chandler, Business Intelligence Manager, Arco Limited (01482) ,