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Premium member Presentation Transcript Slide 1: Rudra Narayan Pandey Nividh Consulting Nividh Business Intelligence 919448119930 http://www.nividh.com/bi/ondemand/finance_bi.jsp “F i n a n c i a l p e r f o rma n c e a n d c o s t ma n a g eme n t—O n e d o m a i n o f b u s i n e s s v a l u e f o r a n a l y t i c s c a n r e v o l v e a r o u n d p e r f o r m a n c e m a n a g e m e n t . M o n i t o r i n g a n d d e c i s i o n m a k i n g o n f i n a n c i a l i n f o r m a t i o n i s n o t o f t e n t h o u g h t o f a s a c o m p e t i t i v e s t r a t e g y, b u t i t c a n b e” Key - T h e m o s t i m p o r t a n t f a c t o r i n b e i n g p r e p a r e d f o r s o p h i s t i c a t e da n a l y t i c s i s t h e a v a i l a b i l i t y o f s u f f i c i e n t v o l u m e s o f h i g h - q u a l i t y d a t a .Slide 2: What is Nividh BI IT-enabled business decision making based on simple to complex data analysis processes Database development and administration Data mining Data queries and report writing Data analytics and simulations Benchmarking of business performance Dashboards Decision support systems Why Nividh BI -Make more informed business decisions: Competitive and location analysis Customer behavior analysis Targeted marketing and sales strategies Business scenarios and forecasting Business service management Business planning and operation optimization Financial management and compliance Nividh Financial Reporting is a powerful tool for designing and presenting analytic data graphically. You can design traditional financial report formats such as cash management reports, profit and loss statements, and balance sheets. You can also design non traditional formats for financial or analytic data that include text and graphicsSlide 3: The importance of Business Analytics • Analytics driven organisations are shaping their own business outcomes and delivering exceptional economic performance as a result • For finance executives the benefit is clear: good data brings discipline to business unit planning and performance management and gives finance teams the insight to make fact-based decisions • By understanding the strategic implications of the data , finance teams and decision makers gain the ability to change course in volatile circumstances and achieve competitive advantage It is a defined process Business Analytics has a defined order: – Data has been cleansed – Clean data is converted to valid information – Underlying logic of the model is correct – Appropriate forecasting techniques have been Applied Financial data quality management is a business issue, and is defined as the practice by which companies can effectively and consistently combine the following four factors: Financial data collection and transformation Repeatable financial processes Internal controls Audit trailsSlide 4: Challenges BI deployments across apps and departments Fragmented view of information No consistent definition of business metrics Are metrics such as product profitability, customer lifetime value, and marketing campaign ROI calculated consistently? Each analyst with a BI tool may have their own answer Report-centric model with backlog of new requests in IT Top management requests get first priority, while needs of other Business users go unmet Few users have timely and actionable information needed to optimize actions and decisions Particularly middle management and “front line” users Analysis and reporting on Financial AnalyticsSlide 5: Analytical review • High level overview: an overall sense check on the data, model structure and outputs – Hence, need to be clear what the key outputs are • Do the results appear reasonable under the base case? • Flex inputs to ensure that the outputs change as expected – e.g. if Sales Volume is increased by 20%, what happens to Costs Of Goods Sold (and Sales)? • Attempt to break the model (this will not always be an error) • Chart key items to examine the patterns: – Increasing / decreasing trend – “Blips” – Time lags or leading indicators • Precedents / dependents analysis Illustrative examples • Is the company insolvent? • Do Non-Current Assets over depreciate? • What happens to the outputs if all inputs are deleted? – Tests for hard code in formulae – Tests for ‘plugs’ – Tests for #DIV/0! errors • Chart key items such as EBITDA, debt waterfalls, ratios • Create control accounts • Is interest being treated correctly: rolled up vs. capitalised, etc. • Ratios: – Ensure they relate to key outputs – Confirm definitions – Enter some extreme numbers and review corresponding outputsSlide 6: BI TrendsSlide 7: The Analysis of Financial Statements The Use Of Financial Ratios Analyzing Liquidity Analyzing Activity Analyzing Debt Analyzing Profitability A Complete Ratio Analysis Ratio Analysis involves methods of calculating and interpreting financial ratios in order to assess a firm's performance and status Liquidity refers to the solvency of the firm's overall financial position, i.e. a "liquid firm" is one that can easily meet its short-term obligations as they come due. Activity is a more sophisticated analysis of a firm's liquidity, evaluating the speed with which certain accounts are converted into sales or cash; also measures a firm's efficiency Debt is a true "double-edged" sword as it allows for the generation of profits with the use of other people's (creditors) money, but creates claims on earnings with a higher priority than those of the firm's owners. Profitability Measures assess the firm's ability to operate efficiently and are of concern to owners, creditors, and managementSlide 8: Profitability • Gross Margin = Gross Profit / Revenue – High level, “quick and dirty analysis” – Provides contribution analysis at product and / or segment level • Net Margin = EBIT / Revenue Ratio analysis – Not always defined consistently – Takes into account overheads – Easier to manipulate, but basis for some valuations, e.g. EVA® • Compound Annual Growth Rates (CAGR) – Looks at growth in profit (or other metrics) over multiple periods and provides an average annual growth rate (on a compounding basis) – Assists with identifying performance against CPI, etc. http://www.nividh.com/viewDemoDashboard.action?fr=syAd&dashboard.dashboardID=158&oq=window.open+ma&fp=1320138907855Slide 9: Liquidity Current ratio = Current Assets / Current Liabilities – Frequently used ratio – Short-term creditors prefer high current ratio – Shareholders prefer lower current ratio Ratio analysis Quick ratio = (Current Assets – Inventory) / Current Liabilities – An alternative measure of liquidity that does not include inventory (because it may be hard to liquidate inventory quickly) – It is often referred to as the acid test Cash ratio = (Cash + Marketable Securities) / Current Liabilities – This is the most conservative liquidity ratio – Excludes all current assets except the most liquid: cash and cash equivalents – Indicates ability to pay of current liabilities if immediate payment demanded http://www.nividh.com/viewDemoDashboard.action?fr=syAd&dashboard.dashboardID=158&oq=window.open+ma&fp=1320138907855 Liquidity • Debtor days = Closing Debtors x Days in Period / Credit Sales – Very common ratio – Frequently miscalculated • Creditor days = Closing Creditors x Days in Period / Credit Payments – Also, often miscalculated Ratio analysis • Inventory turnover = Cost of Inventory Sold / Inventory – Identifies slow moving stock if broken down – Can be calculated in days also Gearing • Gearing ratio = Debt / Equity – Proxy for financial leverageSlide 10: Finance professionals need to learn efficient and effective data forecasting methods in order to make effective decisions • Almost all managerial decisions are based on forecasts of future conditions • Forecasts are needed throughout an organisation – and they should certainly not be produced by an isolated group of forecasters • Forecasting is never “finished” • Forecasts are needed continually, and as time moves on, the impact of the forecasts on actual performance is measured, original forecasts are updated, variance analysis assessed and decisions modified , etc. Managers are required to make decisions under uncertainty about the future • In order to make those decisions, it is necessary to forecast key variables • The choice of forecast models can have a significant impact on the accuracy of forecasts • It is necessary to understand forecasting methods ( and their limitations) in order to make reliable and timely business decisionsSlide 11: Break-even Analysis For Month Ended June 30, 2010 Fixed Costs (Operating Expenses) $ 962 Variable Costs (Cost of Goods Sold) 3,680 Break-even in Sales = Fixed Costs + Variable Costs = $4,642 Formula to calculate the break-even point: Break-even = Fixed Costs (Operating Expenses) + Variable Costs (COGS) OR Break-even = Operating Expenses ÷ Gross Margin per unit Fixed Costs: These are expenses that do not fluctuate in relation to the amount of sales. They can be considered operating expenses. Examples of fixed costs are monthly phone bill, insurance payments, rent, etc. Variable Costs: These expenses vary. (If these expenses contribute directly to the production of a business’s service or product, then they can be considered Costs of Goods Sold as well.) Some examples are supplies, wages, etc. http://www.nividh.com/viewDemoDashboard.action?fr=syAd&dashboard.dashboardID=158&oq=window.open+ma&fp=1320138907855 (Break-even) Sales = Fixed Costs + (Variable Costs / Estimated Revenues) x SalesSlide 12: The key relation for CVP analysis is the profi t equation. Every organization’s fi nancial operations can be stated as a simple relation among total revenues ( TR ), total costs ( TC ), and operating profi t: Operating profi t = Total revenues - Total costs Profi t = TR - TC (For not-for- profi t and government organizations, the “ profi t” may go by different names such as “surplus” or “contribution to fund,” but the analysis is the same.) Both total revenues and total costs are likely to be affected by changes in the amount of output. 1 We rewrite the profi t equation to explicitly include volume, allowing us to analyze the relations among volume, costs, and profi t. Total revenue ( TR ) equals average selling price per unit ( P ) times the units of output ( X ): Total revenue = Price *Units of output produced and sold TR = PX In our profi t equation, total costs ( TC ) may be divided into a fi xed component that does not vary with changes in output levels and a variable component that does vary. The fixed component is made up of total fixed costs ( F ) per period; the variable component is the product of the average variable cost per unit ( V ) multiplied by the quantity of output ( X ). Therefore, the cost function is Total costs = (Variable costs per unit Units of output) + Fixed costs TC = VX + F Profi t = Contribution margin - Fixed costs ( P - V ) X - FSlide 14: Nividh BI RDBMS Maintain Dashboards & Reports Ad-hoc Query Analysis Nividh BI Enhance Dashboards & Reports Ad-hoc Query Analysis Customer Choice - Move when readySlide 15: Nividh Provides Actionable Intelligence Configurable Best Practices Role based Analytics, Metrics and Reporting Designed for Finance, executives and line managers throughout the organization Adaptive Application Framework Flexibility to change as business needs change Reduces IT complexity Reduces need for highly scarce IT resources and lengthy development initiatives Immediate access to critical information, throughout the organization Sales – Vipul Sharma +91-9483-265110 email@example.com , firstname.lastname@example.org email@example.com You do not have the permission to view this presentation. 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