business intelligence booklet

ORACLE BUSINESS INTELLIGENCE &ENTERPRISE PERFORMANCE MANAGEMENTCustomer Successes

ORACLE IS THE INFORMATION COMPANYi

Oracle Business Intelligence &Enterprise Performance ManagementCustomer Successes

Oracle Business Intelligence (BI) is a portfolio of technology and applications thatprovides the industry’s first integrated, end-to-end Enterprise Performance Management(EPM) System, including category-leading performance management applications,BI applications, BI foundation and tools, and data warehousing.

• Pervasive—Deliver intuitive, role-based intelligence for everyone in an organization—from front-line employees to senior management—that enables better decisions, actions,and business processes

• Comprehensive—Leverage Oracle’s comprehensive range of performance managementapplications, business intelligence applications, and business intelligence technologies

• Hot-Pluggable—Integrate heterogeneous enterprise applications, data sources, andinfrastructure technologies

With Oracle’s industry-leading BI and EPM solutions, organizations gain better insight,make better decisions, and drive better results that are delivered more quickly.

Read how organizations gain timely and accurate insight into operations, customers, andsuppliers for greater profitability with Oracle Business Intelligence solutions.

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Table of Contents

1 Ver�zon Bus�ness

3 Wh�rlpool Corporat�on

4 P�tney Bowes Inc.

9 Cerner Corporat�on

10 Medtron�c, Inc.

12 Hormel Foods Corp.

13 F�fth Th�rd Bancorp

18 The Stanley Works

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U N I T E D S T A T E S

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Verizon Business Dr�ves More Informed andAg�le Dec�s�ons w�th Bus�ness Intell�gence Solut�on

“W�th Oracle’s pre-bu�lt analyt�c solut�ons for sales, market�ng, and serv�ce, we were able to

deploy a powerful bus�ness �ntell�gence solut�on �n under three months. Ver�zon Bus�ness

employees across the enterpr�se are now empowered w�th relevant, complete �nformat�on

ta�lored to the�r role.”

Rob Moore, Execut�ve D�rector, Ver�zon Bus�ness

One of three operating units of Verizon Communications Inc., Verizon Businessdelivers advanced IP, data, voice, and wireless solutions to large business and government.e company, which operates more than 300 offices in 75 countries, represents theculmination of a series of focused acquisitions of industry leaders, including Verizon,MCI, UUNET, and Digex.

Challenges

• Improve and streamline sales forecasting and reporting

• Enhance ability to interpret data to drive more informed decisions

• Enhance regulatory visibility

Solution

• Implemented Oracle Business Intelligence Sales Analytics and Service Analytics for14,500 users across the enterprise

• Improved Verizon Business’ ability to gain complete and timely insight into salesprocesses, distribute intelligence pervasively, and drive more effective decisions andprocesses

• Reduced the number of staff days spent on sales analysis and report distribution,increasing productivity

• Enabled the sales organization to rapidly analyze and adjust to changing conditions

• Gained the ability to measure the impact of marketing campaigns against expectedsales and make adjustments

• Provided greater visibility into contracting, quoting, and proposal activity

• Allowed the company to manage the entire service portfolio and change strategies innear real-time

Oracle Customer:

Verizon Business

Alpharetta, GA

www.ver�zonbus�ness.com

Industry:

Commun�cat�ons

Annual Revenue:

US$20 b�ll�on

Employees:

30,000

Oracle Products & Services:

• Oracle Bus�ness Intell�gence Su�te

Enterpr�se Ed�t�on

• Oracle Sales Analyt�cs

• Oracle Serv�ce Analyt�cs


• Gained the ability to assess exposure to business challenges within specific solutionpricing

• Ensured a rapid deployment—rolling out Oracle Business Intelligence to more than3,000 users in approximately three months

• Enabled Sarbanes-Oxley and regulatory compliance to be achieved while gainingtransparency into the sales and marketing organizations’ business processes that fellunder new regulatory review

V E R I Z O N B U S I N E S S

2

Whirlpool Corporation Enhances CustomerServ�ce and Saves M�ll�ons Opt�m�z�ngMarket�ng Programs

“W�th Oracle, Wh�rlpool bus�ness un�ts are cap�tal�z�ng on the �ntegrat�on between our bus�ness

�ntell�gence, call center, and market�ng solut�ons to dr�ve revenue creat�on and customer loyalty

�ncent�ves. Prev�ously, our organ�zat�on spent m�ll�ons on outs�de vendors and t�me to market

was slow. Today, we have a solut�on that enables us to rap�dly serve m�ll�ons of customers

worldw�de.”

Thomas Mender, Manager, Sensus Bus�ness Intell�gence & Campa�gn Management,

Wh�rlpool Corporat�on

Whirlpool Corporation is the world’s leading manufacturer and marketer of major homeappliances, with more than 70 global manufacturing and technology research centers.e company markets Amana, Brastemp, Bauknecht, Jenn-Air, KitchenAid, Maytag,Whirlpool, and other major brand names to consumers in nearly every country aroundthe world.

Challenges

• Centralize customer information to optimize business processes

• Allow the organization to manage marketing campaigns internally

• Align customer data with call center capabilities to enhance service and capitalize onsales opportunities

Solution

• Implemented Oracle Business Intelligence Suite Enterprise Edition to delivercompanywide visibility into customer information

• Eliminated data redundancy and enhanced data accuracy by consolidating three siloedcustomer databases into one common data set

• Gained a holistic view of information by customer, household, and Whirlpool assetwhile retaining all transaction information

• Established “closed loop” marketing response capabilities and provided call centers withenhanced tools to upsell customers by integrating Oracle Business Intelligence SuiteEnterprise Edition with Oracle’s Siebel Contact Center

• Accelerated marketing campaign introductions to capitalize on market trends quickly

• Extended the system to the Service Contract and Customer Loyalty teams

Oracle Customer:

Whirlpool Corporation

Benton Harbor, MI

www.wh�rlpoolcorp.com

Industry:

Reta�l

Annual Revenue:

US$�8 b�ll�on

Employees:

73,000




• Oracle Market�ng Analyt�cs

• S�ebel Contact Center


3



4

Pitney Bowes Inc. Improves Total Cost ofOwnersh�p w�th Enhanced Bus�ness Intell�gence

"W�th Oracle’s bus�ness �ntell�gence solut�on, we were able to del�ver more than 400 reports to a

large organ�zat�on w�th just one person—now that’s cost effect�ve.”

William Duffy, Data Warehouse Project Manager, P�tney Bowes Inc.

Pitney Bowes Inc. is the world’s largest producer of postage meters, laying claim to some2 million customers worldwide, 1.6 million of them in North America.

e company also makes other mailing equipment and provides shipping and weighingsystems, as well as online postage services, financing for office equipment purchases, andfacilities management services. Pitney Bowes also develops software to create mailers andmanage shipping, transportation, and logistics for government agencies and corporations.

To manage its massive customer base, Pitney Bowes operates four call centers andemploys 1,250 sales associates and 1,500 field service representatives in North America,alone. Despite this huge commitment of resources, the company lacked a unified,coordinated approach to its vast customer service, marketing, and sales operations.

To remedy the situation, Pitney Bowes turned to Oracle for a comprehensive businessintelligence solution that not only brought cohesiveness and greater analytical capabilitiesto its sales and marketing operations, but also would work in the context of Pitney Bowes’multifaceted IT infrastructure.

“Our technology requirement spans more than 10 legacy systems deployed on differenttechnologies,” said William Duffy, data warehouse project manager at Pitney Bowes Inc.“Oracle Business Intelligence Enterprise Edition was one of the few business intelligencetools capable of meeting the challenge.”

The Case for Change

Over the past few years, Pitney Bowes has been on a nonstop growth trajectory, fueled bya string of acquisitions and a worldwide push to expand its service operations.

Oracle Customer:

Pitney Bowes Inc.

Stamford, CT

www.pb.com

Industry:

H�gh Technology

Annual Revenue:

US$5.5 b�ll�on

Employees:

35,000

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Managing its customers has always been a top priority for Pitney Bowes. To assure thatall customers—new or old—receive fast, appropriate services and offerings, the companylaunched a program called “e Power of One” in 2002. e program sought to providecustomers with a consistent experience across all business units.

“We needed a business intelligence solution that would provide all customer-facingassociates with the same customer information in real time so they understand who thecustomer is—regardless of the customer’s location, history, and time with Pitney Bowes,”Duffy said. “We also wanted to be able to analyze productivity and performance, which iskey to helping us deliver the best possible service.”

Dashboards and Analytics

Pitney Bowes implemented Oracle’s Siebel applications for sales, service, and marketinganalytics to manage its call centers, field service organization, and sales force. OracleBusiness Intelligence Suite Enterprise Edition marries the information together toprovide key information to the management team.

“Oracle’s business intelligence solution gives us a 360-degree view of our customers andan infrastructure to keep on growing,” Duffy said.

As the company hoped, the information has translated to better service.

“By providing analytics to all customer-facing associates, we provide a consistent andpositive experience to Pitney Bowes customers,” Duffy said.

Building on Oracle

e new Pitney Bowes business intelligence component was part of a series oftechnological advances the company has undertaken in the past few years.

In 2002, Pitney Bowes embarked on a vision to scrap a decades-old legacy system thatwas interfering with its ability to develop new business opportunities. It started replacingit with Oracle’s Siebel CRM. e solution called for deploying a nationwide wireless fieldtechnology that improved the speed, consistency, and predictability of response times toservice requests, increased the rate of first-call resolutions, and enhanced customer service.

In considering its business intelligence solution, Pitney Bowes wanted continuity andcompatibility with the CRM solution and its larger IT infrastructure, which is made upof several Oracle databases for its data warehouse environment.

“Oracle is our primary database platform, with well over 600 different productiondatabases installed. We are running Oracle Real Application Clusters in some of ourhigh availability environments,” Duffy said.




• S�ebel Sales Analyt�cs

• S�ebel Market�ng Analyt�cs

• S�ebel Serv�ce Analyt�cs

• S�ebel CRM

• Oracle Database

• Oracle Real Appl�cat�on Clusters

Key Benefits:

• Reduced total cost of ownersh�p

• Enhanced sales product�v�ty

through better customer �ns�ght

• Increased respons�veness of sales

assoc�ates, lead�ng to greater

customer sat�sfact�on

• Improved market�ng

effect�veness w�th better

segmentat�on and target�ng

P I T N E Y B O W E S I N C .

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Ultimately, Oracle’s business intelligence solution was the simplest and most sensible wayto integrate and maximize the company’s legacy systems and applications while addingnew analytic and marketing capabilities to the mix.

“It was a good way to bring all the information together to provide key information tomanagement,” Duffy said.

As presently configured, the “basic hardware topology” for the Oracle BusinessIntelligence solution, Duffy explained, includes a database server, Web server, andtwo Unix servers on IBM platforms—each with eight CPU servers and variousWindows clients.

Assessing Performance

Pitney Bowes receives approximately 30,000 calls a day from its customers.

“On any given day, each of those customers has the potential to speak to a salesperson,request a repair on a piece of equipment, or need to talk to someone about a bill,” Duffysaid. “Managing all that information is a huge challenge.”

Pitney Bowes needed to enable its sales representatives to associate each customer inquirywith a type of account—large or small—to make sure they were providing the appropriatelevel of service. e Oracle solution allows each representative to immediately access allinformation on each customer.

With Oracle’s Siebel Service Analytics, Pitney Bowes can measure the performance ofits call centers and effectively manage productivity of its 1,250 agents, ensuringresponsiveness and improving customer satisfaction.

“Oracle business intelligence provides laser-like visibility into the performance of everysales rep,” Duffy said. “We can better understand how agents are spending their timeand what’s not working. Oracle’s business intelligence is key to our success in managingkey performance indicators in call center productivity, field service organization, andeffective campaigns.”

Refining Campaigns

On the marketing side, Duffy noted, “Our biggest challenge was creating campaigns andusing the data effectively to understand the buying and service behaviors of the customer.”

Oracle’s Siebel Marketing Analytics has helped drive important customer retentioncampaigns, including targeting customers with expiring leases. It further helps PitneyBowes segment customers and understand the potential of new customers.

“One of the most �mportant values of

Oracle �s the total cost of ownersh�p.

It has been totally cost-effect�ve.”

William Duffy, Data Warehouse

Project Manager, P�tney Bowes Inc.

7

“Analytic dashboards drive every important customer retention campaign, includingidentifying and targeting customers with expiring leases,” Duffy said. “By enablingmarketing to segment customers, we can ensure that we call the right customers at theright time so we can retain those customers and generate new business.”

Improvement in the Field

Pitney Bowes is using Oracle in its field service organization to track outstandingcustomer cases day-by-day.

“For example, if a customer has an issue with a meter, inserter, or sorter, they can callinto one of our call centers, and the agent will open a ticket in the CRM application,”Duffy said.

Each day, that information is fed into the Oracle applications, which provide dashboardsand metrics so districts know where to dispatch their agents and how the field servicetechnicians are performing with regard to response time.

“We very carefully track how long a call has been open to make sure the customer isassigned the right priority and receives service as quickly as possible,” Duffy said. “Ourgoal is same-day service. Our business intelligence is helping us get there.”

Why Oracle?

Pitney Bowes chose Oracle’s business intelligence solution for three primary reasons. It isa long-time Oracle customer; it considers Oracle’s business intelligence solution to be themost capable and comprehensive platform on the market; and because it wanted to takeadvantage of the pre-built business intelligence applications.

In addition, because the solution has what is known as “hot-pluggable” architecture thatallows its components to integrate easily with third-party solutions, Pitney Bowes was ableto integrate its business intelligence into its business processes, get insight from its legacysystem, and analyze information from historical and real-time data sources, Duffy said.

Ultimately, however, what sold Pitney Bowes on Oracle was the possibility of loweringownership costs even as it gained new functionality.

“One of the most important values of Oracle’s business intelligence solution is its TCO,”Duffy said. “e productivity we can achieve is astounding. We created 400 reports usedby 1,250 users with a staff of one within a few months—that is very cost effective.”


8


Implementation Process

e key factors to Pitney Bowes’ success in implementing a comprehensive businessintelligence solution include gathering feedback directly from the business users,delivering the information that the business users requested, having the ability to deliverthe right information to the right people at the right time, and ease of use of the businessintelligence tools. Pitney Bowes created over 400 reports by a staff of one in a matterof a few months—a very rapid and cost-effective business intelligence deployment.

Pitney Bowes Inc. provides the world’s most comprehensive suite of mail stream software,hardware, services, and solutions to help companies manage their flow of mail, documents,and packages, and improve communication.


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Cerner Corporation Leverages Act�onableIntell�gence to Dr�ve Data-dr�ven Dec�s�onsAcross the Enterpr�se

“Our goal �s to prov�de ‘the perfect exper�ence’ to our cl�ents. To make that poss�ble, we needed

act�onable �ntell�gence. W�th Oracle, we are able to prov�de targeted, t�mely data and reports to

assoc�ates enterpr�se-w�de.”

Kevin Smyth, V�ce Pres�dent, Ch�ef Informat�on Officer, Cerner Corporat�on

Cerner Corporation is a leading supplier of healthcare information technology (HIT)and healthcare devices that connect physician offices, hospitals, clinics, laboratories,pharmacies, and consumers’ homes to relevant healthcare information. Cerner providessecure, real-time access to clinical, administrative, and financial data. Cerner’s unified,person-centric Cerner Millennium® architecture provides access to an individual’selectronic health record at the point of care and organizes and delivers information tomeet the specific needs of the care provider.

Challenges

• Meet the goal of providing “the perfect experience” for clients, both internal and external

• Gain a greater understanding of client and financial data

• Provide intelligence to associates across the enterprise by pulling information from avariety of data sources

Solution

• Enabled 7,000 users to leverage Oracle Business Intelligence Suite Enterprise Editionto unify data from several sources

• Provided each associate, at all levels of the company, access to information required fortheir job

• Created a single view of the client and deep understanding of company financial data

• Improved management of travel expenses, cash reporting, and profit/loss statements

• Increased quality of service provided to clients

• Saved time with exception-based reporting and targeting certain groups forperformance improvements

• Rapidly increased accounts receivables rates each quarter

• Improved data quality by exposing large amounts of data to the entire company

Oracle Customer:

Cerner Corporation

Kansas C�ty, MO

www.cerner.com

Industry:

H�gh Technology

Annual Revenue:

More than US$� b�ll�on

Employees:

7,300




• S�ebel Market�ng Analyt�cs

• S�ebel CRM

• S�ebel Sales

• PeopleSoft Enterpr�se F�nanc�al

Management

• PeopleSoft Enterpr�se Human

Cap�tal Management


�0

Medtronic, Inc. Enhances Sales Force Intell�genceto Ma�nta�n Compet�t�ve Advantage

“Oracle Bus�ness Intell�gence Enterpr�se Ed�t�on allows us to opt�m�ze our sales performance by

prov�d�ng transparency to �ntegrated customer �nformat�on updated da�ly.”

Chad Kirchner, Analyt�cs and Content Management, Medtron�c, Inc.

Medtronic, Inc. is a global leader in medical technology, providing lifelong solutions forpeople with chronic disease. e company offers products, therapies, and services thatenhance or extend the lives of millions of people. Each year, 5 million patients benefitfrom Medtronic’s technology, used to treat conditions such as diabetes, heart disease,neurological disorders, and vascular illnesses.

Challenges

• Maintain a competitive advantage—physician/customer loyalty—as the company grows

• Optimize sales force performance and customer service by providing the sales team withaccurate customer data

• Provide reporting functionality not present in the company’s Business Objects system

• Provide transparency to integrated data from disparate source systems

Solution

• Worked with BI Consulting Group to implement Oracle Business IntelligenceEnterprise Edition, creating a business analytics system that measures and monitorskey sales metrics

• Provided the sales team with an accurate, 360-degree view of customer information

• Delivered timely reports and analysis to company executives

• Improved insight into key data such as devices sold per region, physician loyalty,pending purchase orders, etc.

• Created a “Command and Control” dashboard, available to a variety of departments,that decreased the reporting production and distribution overhead

Oracle Customer:

Medtronic, Inc.

M�nneapol�s, MN

www.medtron�c.com

Industry:

L�fe Sc�ences

Annual Revenue:

US$��.3 b�ll�on

Employees:

3�,000


• Oracle Bus�ness Intell�gence


��

M E D T R O N I C , I N C .

• Enabled tracking of new products sold versus old, allowing management to correct anexisting problem where sales teams were more focused on selling older, more familiarproducts than newer, less familiar products

• Achieved high adoption rate of 65% of users employing the tool at least once per month

• Realized over 45,000 productivity hours saved annually among the company’suser group

• Deployed the first solution after only three months

Oracle Partner:

BI Consult�ng Group

www.b�consult�nggroup.com


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Hormel Foods Corp. Improves Market�ngProcesses, Increases V�s�b�l�ty, and Ga�nsShelf Space

“Oracle Bus�ness Intell�gence Enterpr�se Ed�t�on allows us to br�ng d�sparate sources of data

together �n one system and analyze the �nformat�on to create act�onable plans. Turn�ng raw

data �nto �ns�ghtful �nformat�on enables us to better plan, execute, and manage our trade

promot�ons and bu�ld more mean�ngful customer relat�onsh�ps.”

Chris Boever, V�ce Pres�dent of Category Sales, Hormel Foods Corp.

Hormel Foods Corp. is a multinational manufacturer and marketer of consumer-brandedmeat and food products. e company manufactures products such as Stagg® Chili,the Spam® family of products, Dinty Moore® products, and Jennie-O Turkey Store®products. e company sells its broad portfolio of meat and grocery items to retailers,wholesalers, food service distributors and operators, and other outlets throughout theUnited States.

Challenges

• Merge grocery products and meat products sales units

• Replace an inefficient, fragmented collection of separate, homegrown legacy systems tosupport sales and marketing

• Improve trade promotion processes and target marketing spending more effectively,adjusting quickly to increased sales volume

Solution

• Implemented Oracle Business Intelligence Enterprise Edition to provide 450 users withcomplete, up-to-the-minute customer information, enabling the company to better planand execute effective trade promotions

• Replaced outdated and homegrown legacy systems

• Allowed Hormel to increase visibility into its customer base

• Improved sales promotion process

• Received a higher return on investment for marketing spending

• Gained shelf space with retailers through more effective marketing campaigns

• Enabled the Hormel sales team to analyze distribution, product movement, andpricing—leading to better promotional decisions

Oracle Customer:

Hormel Foods Corp.

Aust�n, MN

www.hormel.com

Industry:

Consumer Goods

Annual Revenue:

US$5.7 b�ll�on

Employees:

�7,�00


• Oracle Bus�ness Intell�gence



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Fifth Third Bancorp Increases F�nanc�al V�s�b�l�tyAcross Bus�nesses for Increased Effic�ency

"W�thout Hyper�on Data Relat�onsh�p Management, I do not th�nk we would be able to have the

breadth of appl�cat�ons we have. W�thout �t, we would be �n a constant state of try�ng to figure

out how to make sure all structures are the same, wh�ch would be a d�s�ncent�ve to creat�ng

add�t�onal, funct�onally spec�fic appl�cat�ons."

Bret Furtwengler, V�ce Pres�dent, F�nanc�al Systems, F�fth Th�rd Bancorp

Fifth ird Bancorp is a Fortune 500 company and diversified financial services companyheadquartered in Cincinnati, Ohio. e company has provided quality financial productsand services to its customers for almost 150 years. One of the largest banks in the UnitedStates by asset size and market capitalization, Fifth ird Bancorp operates five mainbusinesses: Commercial Banking, Branch Banking, Consumer Lending, InvestmentAdvisors, and Fifth ird Processing Solutions.

e company drives revenue and quality loan and deposit growth by adding newcustomers, increasing market share, and striving to meet the financial services needsof its 6 million customers. As a result, the company has grown to almost US$100 billionin assets and operates 18 affiliates with 1,161 full-service banking centers primarily inthe Midwest and Florida—including 109 Bank Mart locations inside select grocery storesand 2,104 Jeanie ATMs.

Faced with the need to improve decision making, reporting, and planning during a periodof rapid expansion via organic growth and acquisition, Fifth ird Bancorp turned toOracle’s Hyperion applications to build a business performance management (BPM)infrastructure solution to accommodate growth. anks to Hyperion products, thecompany is improving its processes while increasing accountability and transparency,revenue and costs predictability, flexibility, and scalability.

Ensuring Data Management Consistency

Acquisitions can wreak havoc on a company’s data consistency. For example, Fifth irdBancorp’s 2001 Old Kent Bank acquisition, which was approximately a third of Fifthird Bancorp’s size, caused a massive explosion in the number of general ledger datapoints. At one time, Fifth ird Bancorp had more than 2.5 million data points, along

Oracle Customer:

Fifth Third Bancorp

C�nc�nnat�, OH

www.53.com

Industry:

F�nanc�al Serv�ces

Annual Revenue:

US$8.4 b�ll�on

Employees:

22,000

F I F T H T H I R D B A N C O R P

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with 30 to 40 new financial accounts per month. With no single group overseeing masterdata hierarchy consistency across all systems, employees manually entered master datahierarchy changes monthly—a costly and time-consuming process.

In addition, the company’s data environment contained vast interdependencies andimplications among individual systems. e general ledger included more than11,000 cost centers and 2,500 accounts that represented more than 1 million openrelationships and more than 100 companies. Within Hyperion business intelligenceapplications, this translated to approximately 20,000 entities—more than 1 millionentities when including duplicate hierarchies.

Senior management recognized the need to address the inconsistencies and established anew Financial Systems Support Group. In addition to managing master data hierarchies,the group oversees new cost centers, companies, and accounts added to the general ledgeror other financial systems.

e group developed a rigorous workflow-based submission and review process, whichincluded a formal review board—with representatives from the regulatory, tax, generalaccounting, finance, and financial systems groups—to eliminate duplicate, immaterial,or inappropriate cost centers and accounts. e group also ensures approved accountsand cost centers are managed in the correct hierarchies. is process reduced accountadditions by 75%.

e group used Hyperion Data Relationship Management as the catalyst for establishingand improving processes. e application infrastructure is significant, as the group usesHyperion Data Relationship Management to manage change across all financial masterdata hierarchies—including cost centers, entities, companies, as well as their respectiverelationships, attributes, and properties.

Addressing Data Hierarchy Challenges

e reporting and consolidation system served three significant but separate purposes(internal management reporting, external reporting, and regulatory reporting) with onlyone application. Each purpose had diverse functional requirements. As a result, the effortto meet each functional requirement through only one application failed to meet any onepurpose effectively.

Additionally, there were multiple master data owners and versions. No single groupowned management of the data hierarchies, making it impossible to ensure dataconsistency through single cost center and account definitions.


• Hyper�on Essbase

• Hyper�on Data Relat�onsh�p

Management

• Hyper�on Plann�ng

Partner:

Wh�ttmanHart

www.wh�ttmanhart.com

Key Benefits:

• Prov�ded cons�stent master data

across var�ous systems

• Reduced costs v�a central�zed

ma�ntenance of master data

changes across systems

• Enabled cons�stent and t�mely

enterpr�se report�ng

• Made officers more accountable

v�a �ncreased data transparency

• Prov�ded platform to

accommodate growth and

manage change eas�ly

• El�m�nated �ncons�stenc�es

throughout �ntegrated system

appl�cat�ons

�5

In addition, the data-capturing methodology favored a general ledger orientation,which eliminated the ability to provide background details regarding key drivers andassumptions. An affiliate might invest time into modeling how many new loans neededto be generated with specific rate assumptions to calculate a commercial loan portfoliogeneral ledger number. However, there was no way to retain the assumptions that wentinto the planning calculation.

Without the ability to capture such information, it was difficult to compare affiliates.

“We had more than 2 million data points in our chart of accounts. If you’re familiar withtrying to manage that size of an accounting structure, it was unwieldy,” said BretFurtwengler, vice president, Financial Systems, Fifth ird Bancorp. “So the first thingthat we did was to put in a formalized process just to request new accounts. We put inan actual board of review if you wanted to have a new account added. And it was great forSarbanes-Oxley. On top of that, we created one version of the truth on our metadata.Everyone comes to our Hyperion Data Relationship Management product to get thefinancial hierarchy.”

Automated Master Data Synchronization Across Multiple Systems

Numerous systems share master data, including the SAP human resources system, multipleHyperion Essbase cubes, Oracle financial services applications (FTP and allocationsystem), several Hyperion business intelligence applications, and three Hyperion Planningapplications. Master data is also fed indirectly into an IBM DB2 data warehouse andinto the Westport compensation system. Hyperion Data Relationship Management allowsFifth ird Bancorp to manage monthly data updates across multiple systems easily.

“We manage arduously to ensure there is consistency across all systems from our generalledger to Hyperion business intelligence applications, to Hyperion Planning, to HyperionEssbase dashboards that link to SAP and Oracle data,” Furtwengler said. “All thesesystems use the standard hierarchy. From my past experience, Hyperion DataRelationship Management makes my life 10 times easier.”

Fifth ird Bancorp has more than 80 master data hierarchies in Hyperion DataRelationship Management with more than 450 applicable attributes, which one ormore downstream systems may use. Hyperion Data Relationship Management’s robustbusiness rules engine, inheritance, and derived calculation capabilities make it easier forFifth ird Bancorp to maintain those attributes consistently across all hierarchies.

“A key feature of Hyperion Data Relationship Management is that of those 450 plusattributes, we only need to enter fewer than 10 of them manually. All the rest are derived,

“Hyper�on appl�cat�ons prov�de F�fth

Th�rd Bancorp w�th a s�ngle vers�on of

the truth, wh�ch g�ves us a hol�st�c

look at our bus�ness. Th�s �s huge.”

Bret Furtwengler, V�ce Pres�dent,

F�nanc�al Systems, F�fth Th�rd Bancorp



��

defaulted, or inherited, which is pretty incredible when you think about it,” Furtwenglersaid. “Without Hyperion Data Relationship Management, I do not think we would beable to have the breadth of applications we have. Without it, we would be in a constantstate of trying to figure out how to make sure all structures are the same, which would bea disincentive to creating additional functionally specific applications.”

Centralized Master Data, Distributed Change Management

Hyperion Data Relationship Management allows Fifth ird Bancorp to empowerbusiness users and distribute responsibilities for managing master data change, makingthe process much more efficient, while the Financial Systems Support Group maintainsprocess control. ere are three central Hyperion administrators, approximately 40 “light”administrators, and 20 view-only users.

For example, the Retail group has 19 administrators to manage master data structuresfrom remote locations. Some master data changes—such as sales organization changes—originate in the different business areas, not the Financial Systems Support Group.is prompted the need for “light” administrators who are organized by line ofbusiness and then geography, since central Hyperion Data Relationship Managementadministrators are not as close to the business and would not be aware of managerialchanges taking place.

Improved data duality and consistency are key new system benefits. Previously, differentgroups presented the same information types, but reports were not consistent because thedata originated from different sources. e Financial Systems Support Group forced acommon answer among the groups to the same set of questions by using Hyperion DataRelationship Management to implement common definition sets and data views.

“e whole bottom-up top-down process is integrated like never before,” Furtwenglersaid. “When we present information to the various affiliate presidents and to corporate,we are not presenting two different stories. Now, all groups, whether they are the linesof business, human resources, corporate, or treasury, look at and see the same numbers.Hyperion provides Fifth ird Bancorp with a single version of the truth, which givesus a holistic look at our business. is is huge.”

Achieving a Closed-loop Performance Process

Fifth ird Bancorp’s business performance management vision is the integration ofoperational analytics and financial analytics (and eventually the incorporation ofworkforce analytics, sales force analytics, and marketing analytics) with the objective ofmonitoring, measuring, and improving its overall performance.

�7

“In my opinion, there is no such thing as an IT project—there are only business initiativesthat are supported by technology solutions,” Furtwengler said. “Our aim is to get to atruly closed-loop performance process, which means translating executive-level goalsinto department-level metrics. Metrics cannot be effectively defined, or at a minimum,be enforced unless there is executive buy-in to the definition process coupled withtechnology to enforce standardization. Many technology solutions support themeasurement, however, business performance management is about moving frommeasurement toward management. Integration of existing systems is a key componentof this effort. Hyperion applications are at the center of our plans toward closed-loopperformance management.”

Why Oracle?

Fifth ird Bancorp wanted to provide a technology infrastructure to support rapidgrowth, standardize reporting templates, manage global changes, provide credible datato foster a competitive sales culture, and enable true business performance management.

Oracle’s Hyperion applications helped the company meet these objectives.

Fifth ird Bancorp is a Fortune 500 diversified financial services company that managesUS$99.8 billion in assets. Headquartered in Cincinnati, Ohio, Fifth ird Bancorp operates18 affiliates with 1,161 full-service Banking Centers primarily in the Midwest and Florida—including 109 Bank Mart® locations inside select grocery stores and 2,104 Jeanie® ATMs.



�8

The Stanley Works Increases Product�v�ty andEnhances F�nanc�al Report�ng Capab�l�t�es

“S�nce our first close after �mplement�ng Hyper�on F�nanc�al Management, we have not had

one of our 400 plus global users contact us to ask for access back to Hyper�on Enterpr�se.

We meet our clos�ng schedules, roll up the numbers, t�e everyth�ng together, and everyth�ng

makes sense.”

Ken Kordana, Internal Report�ng Manager, The Stanley Works

e Stanley Works is known worldwide as a leading manufacturer of tools, hardware,and specialty hardware products for home improvement, consumer, industrial, andprofessional use. e company has gained a reputation for seamless integration of newcompanies into its core business. Part of the secret of its success is a continual focus ondata integration and consolidation.

A long-time customer of Oracle’s Hyperion software, e Stanley Works wanted toimplement a Web-based data delivery system that would allow for the transmission of datawith the same quality and assurances that came with the existing enterprise environment.

In 2005, the company completed its migration from Hyperion Enterprise to HyperionFinancial Management. e Stanley Works now uses Hyperion Financial Managementas the company’s financial consolidation engine, extending flexibility and nimblenessthrough Web-based capabilities to over 400 users worldwide.

Increased Productivity and New Reporting Capabilities

Once e Stanley Works internal reporting team made the transition to HyperionFinancial Management, it began to experience an increase in productivity while enjoyingnew and unexpected capabilities. One of the team’s first efforts focused on finding a moreefficient process to produce a financial book for senior management that included 106pages of reports.

“In the enterprise world, a lot of those report pages consisted of retrieves,” said KenKordana, internal reporting manager for e Stanley Works. “It took my team five toseven hours to gather up these reports during our closing cycle and put them in bookform. If something changed in the hierarchy or in the account structure, we’d have to

Oracle Customer:

The Stanley Works

New Br�ta�n, CT

www.stanleyworks.com

Industry:

Consumer Goods

Annual Revenue:

US$4 b�ll�on

Employees:

�7,�00


• Hyper�on F�nanc�al Management

• Hyper�on Enterpr�se

��

make adjustments in the related retrieves, check logic, and basically start over in one wayor another. Today this 106-page book takes my team about 15 minutes to produce.”

Complementing The Stanley Works ERP Systems

Relying on SAP as well as many other systems for its general ledger and enterpriseresource palnning (ERP) systems, e Stanley Works produces output files, which itthen transfers to Hyperion Financial Management using Hyperion Financial DataQuality Management Module, which it added to its suite of tools early in 2007.

With Hyperion Financial Management, the company has automated reporting processes,and users have taken advantage of the multidimensionality capabilities at their fingertips.As a result, team members can create customized financial books that span the globe ofreporting needs requested by senior managers.

“We do some departmental reporting in which we create reports for specific groups anddivisions within the company,” Kordana said. “We can now customize dimensions, and wehave been able to automate the process to where we can efficiently produce departmentalreports—literally, within minutes.”

Kordana also appreciates the increase in productivity that came with expanded functionality.He estimates that senior-level analysts have gained between eight to 12 hours a month,during which they can focus on true analysis and interpretation versus accessing andorganizing information.

Supporting the Stanley Fulfillment System

With a supportive senior management team, Kordana’s team is empowered and workinghard to create new and better reports while implementing better business processeswithin the company. ese activities support the charter of e Stanley FulfillmentSystem (SFS), a system the company created to encompass and improve on Stanley’slong tradition of operations excellence. e SFS program focuses on continuouslyimproving the key areas in which Stanley interacts with customers every day.

At the heart of SFS are three simple, customer-facing goals: improve service, increasequality, and reduce costs. e internal reporting team at e Stanley Works is currentlyexploring System 9, along with Hyperion Analyzer, so that the group can provide evenmore timely access and detailed data to senior managers.

Committing to Change

Since e Stanley Works went live with Hyperion Financial Management in April 2005,users have embraced the new system.

Key Benefits:

• Rolled out the report�ng solut�on

to more than 400 global users

w�th �00% acceptance

• Reduced the t�me needed to

produce the monthly finance

book from seven hours to �5

m�nutes

• Returned up to �2 hours a month

to sen�or analysts to focus on

analys�s and �nterpretat�on versus

access�ng and organ�z�ng

�nformat�on

• Encouraged a culture res�stant to

change to trust the new system

T H E S T A N E L Y W O R K S

20

“Our biggest challenge was helping our user community overcome a natural fear of change,”Kordana said. “e data was in place; the formulas worked; and the hierarchies and reportsall made sense. We had successfully transitioned data from our enterprise environment intoour Hyperion Financial Management environment, yet some users wanted to conduct ‘onemore test’ or ‘try one more thing.’ It was time to help our users take the plunge.”

“Since our first close after implementing Hyperion Financial Management, we havenot had one of our 400 plus global users contact us to ask for access back to HyperionEnterprise,” Kordana said. “We meet our closing schedules, roll up the numbers, tieeverything together, and everything makes sense. We have had 100% acceptance of thistool, and the implementation process was, without question, truly a success.”

Why Oracle?

“We looked at many different products and completed our own analysis of providers andproducts,” Kordana said. “We chose Hyperion Financial Management because we felt itwas best suited to help us implement a Web-based solution on a global scale.”

Implementation Process

e Stanley Works identified and dedicated individuals from strategic points throughoutthe business to participate in implementing Hyperion Financial Management.

e implementation team worked to define goals and design the necessary infrastructurerequired to achieve them. e team reviewed all the accounts, the logic, the formulas, andthe necessary and desired hierarchies required to efficiently roll up data.

An important part of the implementation included training as well as “train-the-trainer”programs to help e Stanley Works user community understand how to set up a cubeenvironment and create multidimensional features that would deliver a variety of newways to organize, review, and retrieve data.

“We’re delighted with our decision to build our critical finance infrastructure withHyperion applications,” Kordana said. “We are able to see true, tangible value fromour investment, and we continue to find ways to do more with Hyperion FinancialManagement than we thought we could. I believe we will be working with Oracle’sHyperion applications for a long time.”

e Stanley Works is an S&P 500 company and worldwide manufacturer of tools, hardware,and specialty hardware products for home improvement, consumer, industrial, and professionaluse. Today, the company has three core business lines—construction DIY, industrial tools, andsecurity solutions—and is well known for its trademarks including Bostitch, Facom, Husky,Monarch, and Mac tools.

“We’re del�ghted w�th our dec�s�on to

bu�ld our cr�t�cal finance �nfrastructure

w�th Hyper�on appl�cat�ons. We are

able to see true, tang�ble value from

our �nvestment, and we cont�nue to

find ways to do more w�th Hyper�on

F�nanc�al Management than we

thought we could. We bel�eve we

w�ll be work�ng w�th Hyper�on

appl�cat�ons for a long t�me.”

Ken Kordana, Internal Report�ng

Manager, The Stanley Works

T H E S T A N E L Y W O R K S

Oracle Corporation

World Headquarters

Oracle Corporat�on

500 Oracle Parkway

Redwood Shores, CA �40�5

Phone

�50 50� 7000

Other North America Region Offices

Canada � 800 3�3 5805

oracle.com

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