SAP Profitability and Cost Management: Gaining Deeper Insight to Improve Profitability: Product Demo

See how you can use SAP Profitability and Cost Management to determine the causes of underperformance, test the potential impact of change, and take incisive action to make better decisions, gain better control of organizational cost, and improve the profitability of products, customers, and channels.

  • 0ffa6396-65ca-4b69-b60f-a7665e7fcef0
  • Match
    • GroupCollection Groups =
      • Match [Previously Displayed]
      • Group
        • bool Success = true
        • CaptureCollection Captures =
        • int Index = 21
        • int Length = 6
        • string Value = "demos/"
      • Group
        • bool Success = true
        • CaptureCollection Captures =
        • int Index = 27
        • int Length = 109
        • string Value = "sap-businessobjects-profitability-and-cost-management-gaining-deeper-insight-to-improve-profitability-demo-us"
    • bool Success = true
    • CaptureCollection Captures =
    • int Index = 0
    • int Length = 141
    • string Value = "src=/demos/richmedia/demos/sap-businessobjects-profitability-and-cost-management-gaining-deeper-insight-to-improve-profitability-demo-us.epx,"
  • http://global.sap.com/demos/mmov/demos/sap-businessobjects-profitability-and-cost-management-gaining-deeper-insight-to-improve-profitability-demo-us.mp4
    • SAP BusinessObjects Profitability and Cost Management: gaining deeper insight to improve profitability. This demonstration shows how SAP software allows you to determine the causes of underperformance, test the potential impact of change, and take incisive action. Enabling you to make better decisions, gain better control of organizational cost, and improve the profitability of products, customers, and channels. Determine the causes of underperformance. Peter Marshall is the chief financial officer of ColorWheel Connect, an ink distributor. Peter opens a dashboard to review results calculated in SAP BusinessObjects Profitability and Cost Management. Revenue and gross margin are strong, but net margin is below target and declining. Also, cost to serve is high in the print shop segment and revenue and net margin are nearly the same as in the newspaper segment. Net margin in the newspaper segment is high because of bulk-rate discounts. Print shops don’t receive bulk discounts so Peter will ask the vice president of sales to investigate why net margin is nearly the same. The whalebone chart ranks commercial customers by cumulative profit. The bubble chart plots these customers by gross margin, net profit, and revenue. Peter sees that the least profitable customers receive high discounts and have a high cost to serve. By drilling into the Aterstrond account, Peter sees that they place small orders, are located far from the warehouse, and have many returns and expedited orders. Also, Aterstrond receives a standard discount and places many single-item orders that are costly to deliver. Peter will ask the vice-president of sales to review profitability and identify ways to improve margins. Test the potential impact of change. Joe Windsor is vice-president of sales for ColorWheel. Joe takes Peter’s advice to look at the profitability of the print shop segment. He goes to the main reporting dashboard and views the print-shop segment. Distribution costs are high. A breakdown of margin creators versus destroyers shows a high cost to serve for the margin destroyers. Sales is the biggest cost driver, so Joe considers transitioning these smaller field-sales accounts to telesales, which has a lower cost to serve. Joe determines that moving these accounts will result in a net margin increase. He factors in losing some of the accounts and also considers the impact of adding incentives. Transitioning these accounts to optimize net margin makes sense, so Joe plans to implement the change. Next, Joe looks at profitability by sales territory. He sees which sales representatives have the highest and lowest net margin. With this information, Joe can better manage his sales force to improve profitability. Take incisive action. Leon Pohl is ColorWheel’s chief operating officer. Leon opens a product-analysis dashboard and sees two products with negative net margin. By listing the bottom performers, Leon sees a Pantone product and a Dry Plus product. Neither is heavily discounted so gross margin is OK, but both have a high cost to serve. He drills down to learn more. Delivery cost is high, apparently because order value and stock turnover are low. Leon plans to have his team look into direct shipment from the supplier. Next, Leon sees that distribution cost for small orders is a much higher percentage of revenue than medium or large orders. By raising the minimum-order quantity, ColorWheel could reduce the number of small orders. The change might result in the los
  • ¿Desea volver a verlo?
  • 512
  • 288
  • video SAP Profitability and Cost Management: Gaining Deeper Insight to Improve Profitability: Product Demo

Si cierra esta ventana, perderá toda la información introducida y volverá a la página principal.