Rudra Narayan Pandey Nividh Consulting Nividh Business Intelligence 919448119930 • http://www.nividh.com/bi/ondemand/fi

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“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 .

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 graphics

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 trails

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 Analytics

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 outputs

• BI Trends

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 management

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.

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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

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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 leverage

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 decisions

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.

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• (Break-even) Sales = Fixed Costs + (Variable Costs / Estimated Revenues) x Sales

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 - F

Nividh BI

RDBMS

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Dashboards & Reports

Ad-hoc Query Analysis

Nividh BI Enhance

Dashboards & Reports

Ad-hoc Query Analysis

Customer Choice - Move when ready

• 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 sales@bdisys.com, hr.transformation@bdisys.com vipul.sharma@bdisys.com