1

840 US radio stations

175MM+ downloads

241MM listeners (all radio)

2

750K+ displays

over 50 countries

more than just billboards

multi-platform reach

3

modernizing clear channel

time to modernize finance at clear channel

4

The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew…

“

“

5

more transparency

escaping the vortex

…and begin to release the potential to create new value

Catalyst Strategist

Steward Operator

6

how we’re shifting from…

vortex valueto

we strive for balance

FinanceAnalytics

7

people were compensating for deficiencies

FinanceAnalytics

we gain efficiencies though modernization of technology and process

FinanceAnalytics

8

and gain effectiveness though modernization of people and information

FinanceAnalytics

to elaborate, we are…

9

Inconsistent business logic

Unstructured, unrepeatable

data * ComputerWorld

90% of spreadsheetscontain at least 1 error*

Offline data

removing the duct tape!

simplifying the Rube Goldberg machines

10

modernizing the role of finance, too

http://youtu.be/3EadrFE2o3E

mindful of the effects

How we perceive what we build

How others perceive what we build

11

current overall solution

BI

Summary Financial Data(Actual, Budget, Forecast)

GL Detail from MS

AX Countries

Summary Data fromNon-MS AX

GLs

CCOA and CCME

SummaryFinancial Data

(Actual)

Business Viewpoint(Mappings and Hierarchies)

FSR

Controller(CCUS)

TM1Close

Analytics

TM1Plan, Budget,

Forecast

IBM Cognos Products

Other Vendor Products

Operational Data Store and EDW Controller (CCI)

Feeder Systems:PeopleSoft and Other GL Systems,

BoB, Ratings, Rates, Occupancy, etc.

12

automate

standardize

control

13

Cognos TM1

from g/l to financial statements

automate

Financial Statements(Internal &

External Views)

VarianceCommentary

control

0

2

4

6

Analysis

standardize

Source Summary Trial Balances

MONTHLY INCOME

STATEMENT TEMPLATE

Fiscal Year

2013

Period

Apr

Business Unit

808 - LOS ANGELES MARKET

Currency

USD - Constant

Collapse / Expand

Collapse All

CM Act Adj vsCM Act Adj vs

CM Act Adj vsCM Act Adj vs

CM Act Adj vsCM Act Adj vs

CM FcstCM Fcst %

CM BdgtCM Bdgt %

PYSM Act AdjPYSM Act Adj %

4110 - POSTING/PREMIER REVENUEPOSTING REVENUE

1,357,8341,357,834

0

0.0% Variance due to higher than anticipated occupancies.

1,193,425164,409

13.8% Variance due to a 12% higher than

1,083,697

274,136

25.3% Variance due to both higher blended

4110 - POSTING/PREMIER REVENUEPREMIER PANEL REVENUE

648,308648,308

0

0.0% Variance due to higher than anticipated occupancies. New 624,435

23,873

3.8%

643,769

4,539

0.7%

4130 - BULLETIN REVENUE

BULLETIN REVENUE

3,522,7043,522,704

0

0.0%

3,487,083

35,621

1.0%

3,446,694

76,010

2.2%

4140 - WALLSCAPE/SPECTACULAR/SCAFFLWALLSCAPE/SPECTACULAR/SCAFFLD324,286

324,286

0

0.0%

270,000

54,286

20.1% While rate remained relatively flat to budget, 261,880

62,406

23.8% Our strongest driver was Occupancy

4150 - DIGITAL SIGN REVENUEDIGITAL SIGN REVENUE

1,392,576 1,392,576

0

0.0% Digital Losses from LA City Decis ion

3,298,735(1,906,159)

(57.8%) Decrease due to LA City Decision to force LA 2,989,708

(1,597,132)

(53.4%) Decrease due to LA City Decision to

4180 - SHELTER REVENUE

SHELTER REVENUE

520,550520,550

0

0.0%

455,891

64,659

14.2% Increases due to better packaging of shelter 430,555

89,995

20.9% Strongest Drivers here were

4200 - EMBELLISHMENT/SS/PRODUCTION EMBELLISHMENT/SS/PRODUCTION80,066

80,066

0

0.0% Since we've been trending high on production revenue we 203,646

(123,580)

(60.7%) Since we've been trending high on

276,223

(196,157)

(71.0%) Losses of production revenue from

4270 - OTHER REVENUE

OTHER REVENUE

2,7112,711

0

0.0%

4,081

(1,370)

(33.6%)

617

2,095

339.6%

NET REVENUE

+ REVENUE

7,849,0357,849,035

0

0.0%

9,537,296(1,688,260)

(17.7%)

9,133,144(1,284,108)

(14.1%)

5101 - POSTING

OPERATING EXPENSE

74,45074,450

0

0.0%

70,851

(3,599)

(5.1%)

66,943

(7,507)

(11.2%)

5201 - BULLETIN DIRECT

OPERATING EXPENSE

20,68820,688

0

0.0% Variance due to vinyl we produced for Panda Expense that was 10,472

(10,216)

(97.6%) Variance due to vinyl we produced for Panda 10,390

(10,298)

(99.1%) Variance due to vinyl we produced for

5204 - EMBELLISHMENTS

OPERATING EXPENSE

5,4635,463

0

0.0%

5,076

(387)

(7.6%)

4,070

(1,393)

(34.2%)

5205 - ROTATE

OPERATING EXPENSE

145,888145,888

0

0.0% Variance due to high wage/premium wages due to higher 117,401

(28,488)

(24.3%) Variance due to high premium wages of $17 104,956

(40,933)

(39.0%) Variance due to high premium wages

5206 - WALLSCAPE/SPECTACULAR/SCAFFOOPERATING EXPENSE

24,76824,768

0

0.0% Variance due to timing of Utah Tourism Campaign. We had 46,554

21,786

46.8% Variance due to timing of Utah Tourism

86,236

61,468

71.3% Variance due to timing of Utah

5250 - TRANSIT

OPERATING EXPENSE

00

0

0.0%

0

0

0.0%

1,423

1,423

100.0%

5251 - SHELTER

OPERATING EXPENSE

92,38992,389

0

0.0% Variance due to savings in outs ide services as we train our 103,047

10,658

10.3% Variance due to savings in outs ide services 105,364

12,975

12.3% Variance due to savings in outside

5254 - DIGITAL SIGNS

OPERATING EXPENSE

26,03026,030

0

0.0%

28,118

2,089

7.4%

27,778

1,748

6.3%

5260 - SIGN SHOP

OPERATING EXPENSE

30,69130,691

0

0.0% Variance due to lower embellishment revenue.

19,671(11,020)

(56.0%) Comment Required

19,489

(11,202)

(57.5%) Comment Required

5310 - MAINTENANCE - CAPITALOPERATING EXPENSE

00

0

0.0%

0

(0)

0.0%

(0)

(0)

0.0%

5402 - INDIRECT OPERATIONSOPERATING EXPENSE

98,48198,481

0

0.0%

100,454

1,973

2.0%

107,619

9,138

8.5%

5403 - GARAGE

OPERATING EXPENSE

67,19367,193

0

0.0% Variance due to lower than anticipated repairs on vehicles. We 69,542

2,348

3.4%

64,835

(2,358)

(3.6%)

5410 - SAFETY/ENVIRONMENTALOPERATING EXPENSE

9,3149,314

0

0.0%

7,286

(2,027)

(27.8%)

6,697

(2,616)

(39.1%)

5411 - MAINTENANCE - EXPENSEOPERATING EXPENSE

109,224109,224

0

0.0% Variance due to Daktronics reduction as a result of Digital 115,193

5,969

5.2%

115,669

6,445

5.6%

5412 - ELECTRICAL

OPERATING EXPENSE

168,886168,886

0

0.0% Electrical Accrual added back $21K. The remaining variance 205,797

36,911

17.9% Electrical Accrual added back $21K. The 197,905

29,019

14.7% Electrical Accrual added back $21K.

5414 - TAKEDOWNS

OPERATING EXPENSE

11,91911,919

0

0.0%

10,867

(1,052)

(9.7%)

3,812

(8,107)

(212.7%)

5510 - SITE LEASE

OPERATING EXPENSE

2,562,1272,562,127

0

0.0%

2,534,049(28,078)

(1.1%)

2,560,123

(2,004)

(0.1%)

5520 - REAL ESTATE

OPERATING EXPENSE

45,56745,567

0

0.0%

44,666

(902)

(2.0%)

41,932

(3,635)

(8.7%)

5532 - PUBLIC AFFAIRS

OPERATING EXPENSE

40,63040,630

0

0.0% Variance due to un-used contributions as we had to focus

79,442

38,812

48.9% Variance due to low outside service fees as 85,380

44,750

52.4% Variance due to reclass of Fiona

5598 - SALES

OPERATING EXPENSE

433,039433,039

0

0.0% Variance due mostly to commission expense in two parts 1) 500,837

67,798

13.5% Variance due mostly to commission expense 478,843

45,804

9.6% Variance due mostly to commission

5599 - MARKETING & PROMOTIONSOPERATING EXPENSE

27,70427,704

0

0.0% Variance due to missed billing from Arbitron from PY when

22,093

(5,611)

(25.4%)

23,977

(3,727)

(15.5%)

5731 - G&A

OPERATING EXPENSE

81,43081,430

0

0.0% Variance due to an improvement in Bad debt expenses as this 124,520

43,090

34.6% Variance due to an improvement in Bad debt 79,546

(1,884)

(2.4%)

5820 - LEGAL

OPERATING EXPENSE

00

0

0.0%

336

336

100.0%

0

0

0.0%

5880 - FACILITY/OFFICE

OPERATING EXPENSE

52,90352,903

0

0.0% Variance due to lower telephone expense

57,925

5,023

8.7%

57,515

4,612

8.0%

5890 - INSURANCE

OPERATING EXPENSE

90,81990,819

0

0.0%

92,280

1,461

1.6%

90,319

(500)

(0.6%)

5891 - TAXES/LICENSES

OPERATING EXPENSE

289,815289,815

0

0.0%

292,571

2,756

0.9%

283,494

(6,321)

(2.2%)

OPERATING EXPENSES+ OPERATING EXPENSE

4,509,4184,509,418

0

0.0%

4,659,046149,628

3.2%

4,624,316

114,898

2.5%

OIBDAN

+ ALL ACCOUNTS

3,339,6173,339,617

0

0.0%

4,878,250(1,538,633)

(31.5%)

4,508,827(1,169,210)

(25.9%)

9110 - DEPRECIATION

OTHER EXPENSE

1,024,3731,024,373

0

0.0%

1,004,408(19,965)

(2.0%)

1,012,578

(11,794)

(1.2%)

9120 - AMORTIZATION

OTHER EXPENSE

(4,032)(4,032)

0

0.0%

(4,032)

(0)

0.0%

(4,032)

0

0.0%

DEPRECIATION & AMORTIZATION+ OTHER EXPENSE

1,020,3401,020,340

0

0.0%

1,000,375(19,965)

(2.0%)

1,008,546

(11,794)

(1.2%)

9150 - G/L ON SALE OF OPERATING ASSETOTHER EXPENSE

00

0

0.0%

(356)

(356)

100.0%

(356)

(356)

100.0%

OTHER INCOME & EXPENSE+ OTHER EXPENSE

00

0

0.0%

(356)

(356)

100.0%

(356)

(356)

100.0%

NET INCOME

+ ALL ACCOUNTS

2,319,2772,319,277

0

0.0%

3,878,230(1,558,953)

(40.2%)

3,500,637(1,181,359)

(33.7%)

Commentary

CM Bdgt

PYSM Act Adj

CM Act AdjCM Fcst

Commentary

Commentary

…capturing the story behind the numbers

variance commentary…

14

BI on TM1…

…oh yes we did!

we keep building

on the foundation

balance sheetforecasting

cash flowforecasting

CAFÉ

rolling forecasts

AP and AR analytics

automated tie-outs

operationaldata

international localization

taxation dashboards

15

leadership commitment

16

Business-led, technology-enabled approach

invest in people, not just tools

17

take your testing seriously

18

one last thing…

don‘t forget to download

19

Thank You!

Vision2013Drive Growth. Manage Risk. Optimize Performance.

May 19-22, 2013 l JW Marriott Grande Lakes, Orlando, Florida

Preliminary Conference Guide

13

ibm.com/software/analytics/vision

Financial and Operational Performance Management

1072A Gentle Migration from IBM Cognos Planning to IBM Cognos TM1 at Northrop Grumman

Speaker(s): Geoff Springfield, Northrop Grumman; Christopher Poll, Northrop Grumman

Northrop Grumman’s Information Systems sector has been using IBM Cognos products since 2004. In that time, the company has developed robust planning and forecasting functionality. But as the data sets and number of contributors grew, the organization needed to boost performance to answer the demands from users. However, rather than an immediate swap to IBM Cognos TM1, Northrop Grumman implemented a gradual migration that enabled users to reap many of the benefits as quickly as possible. Users were able to see improved reporting and greater data visibility before they even knew the words “Cognos TM1.” Attend this session to learn how users were able to keep the look and feel they were used to, and achieve the performance they needed.

Session Type: Best Practices Level: Intermediate

1075Migrating from IBM Cognos Planning to IBM Cognos TM1 at Washington University: Tips, Tricks, and Hurdles

Speaker(s): Jean Shuler, Washington University in St. Louis; Matt Frederick, eCapital Advisors

Washington University in St. Louis has a very large IBM Cognos implementation, with over 300 budgeting and 500 reporting users. The university originally developed it annual budgeting applications using IBM Cognos Planning. But because of the large model sizes and the need for more real-time analysis and reporting, WUSTL decided to migrate its Cognos Planning applications to IBM Cognos TM1. The migration project was successful and there were several learning experiences along the way. Attend this session to hear about the project and see a live demo of the university’s new Cognos TM1 model and user analysis capabilities.

Session Type: Tips & Techniques Level: Introductory

1077Cooking up Savings

Speaker(s): Tim Dungan, Lone Star Steakhouse|Texas Land & Cattle Steak House| Firefly Kitchen & Bar; Robert Hardin, Perficient

As part of the spin-off from Brinker International, Romano’s Macaroni Grill, with more than 200 locations, was faced with creating a new analytics environment from scratch. After an initial success with IBM Cognos Express, Macaroni Grill migrated to IBM Cognos Business Intelligence and IBM Cognos TM1 to drive its financial planning and analysis programs. In a competitive market, it is crucial to get timely operational data to support the team in the field and determine where to allocate resources to improve sales and decrease labor costs. In this session, you’ll learn how the finance team at Macaroni Grill incorporated operational data to meet the needs of its line-of-business leaders and bridge the divide between finance and operations.

Session Type: Best Practices Level: Introductory

1079Modernizing Finance at Clear Channel Communications

Speaker(s): Brandon Turner, Clear Channel; Anthony D’Ugo, Deloitte and Touche LLP

Faced with a processing, data, systems and talent crunch, executives at Clear Channel Communications charted a path forward to modernize their finance analytics capabilities. Too often, organizations fall into a systems-led approach and constrain their ability to realize true business value even before they start. At this session, you’ll learn the strategies and techniques that Clear Channel used to successfully implement IBM Cognos Business Viewpoint, IBM Cognos TM1, IBM Cognos Business Intelligence, IBM Cognos Controller, and IBM Cognos Financial Statement Reporting (FSR). This project is an ideal example of modernizing finance analytics capabilities using a business-led and technology enabled approach.

Session Type: Product Level: Intermediate