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  • admin 9:52 am on August 24, 2016 Permalink
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    Internet of Things – Lessons from an IoT prototype project 

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  • admin 9:53 am on June 4, 2016 Permalink
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    A Bad Project Gone Good: A Case Study 

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  • admin 9:52 am on August 12, 2015 Permalink
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    Dell: Maximizing Spend, Efficiency & Profit Globally with Project “MaSCoT” 

    How does a $ 57B* multi-national company as massive as Dell make a difference in marketing and marketing spend?  Think about it – isn’t it just too big?  Too fragmented? Too siloed?  No.  In fact, Dell implemented a global marketing spend control tool in just six months.  Was it aggressive?  YES!  Was it innovative? YES!  Has it made a difference?  YES!  Want to know how they did it?  Of course you do.

    The project, named “MaSCoT” (Marketing Spend Control Tool), started with a mantra from the Dell team, “Keep it simple; build the foundation first.” With backing from Dell’s CMO, they gathered global stakeholders and identified Teradata as their vendor, setting forth a six month project plan.

    Elaine Atkins, Dell

    Elaine Atkins, Dell

     “Scaling on an enterprise level the size of Dell, we needed to have a tool that we could plan in multiple currencies that would be supported across the world.  It’s being used 24/7 so it had to be something with a proven history of stability and Teradata had all of those things when a lot of the other competitors did not.” – Elaine Atkins, Marketing Operations Consultant

    Phase One – Global Spend Management

    • Implemented global spend management for all regions
    • Single sign on authentication
    • Defined marketing taxonomy for all regions

    After phase one, teams from around the world were able to generate reports at the click of a button. They were no longer waiting for spreadsheets from APJ, EMEA and other regions that didn’t have the same definitions and taxonomy.  For the first time all users were “speaking the same language.”

    Harish Medisetty, Dell

    Harish Medisetty, Dell

    “I think the aha moment was to be able to click a button and generate a report that gave global spend to our CMO. After deploying the product, users noticed the value of getting everybody onto the same page, aligning to the same taxonomy. For the leadership, that was cool.” – Harish Medisetty, Business Systems Analyst Consultant

     

    Phase Two – Integrate Dell CRM, Procurement & Finance Systems

    • Single point of entry for activities & campaigns
    • 80% of actuals tracked in MaSCoT

    In phase two, Dell teams added CRM, procurement and finance systems.  As in the first release, it was all about making the job easier for additional users and that’s exactly what “MaSCoT” did.  Integrating these systems meant users only had to input data once, but that was nothing compared to the visibility to actual spend that was creating demand in the CRM system.

     “Now we’re getting data back from our CRM because the tools are connected around the effectiveness of that campaign. How much pipeline did it generate?

    Now we’re getting the data back from our financial system, specifically our procurement system that’s showing us:

    1. The requisition has been entered;
    2. It’s become an approved purchase order;
    3. How much is being invoiced and received against it.

    So you’re seeing how much we plan to spend for that campaign and how much we have left to spend; that was the primary benefit there and that was a big one.” – Elaine Atkins, Marketing Operations Consultant

    Phase Three – Integrate with Dell Data Relationship Manager & Events Management Systems

    • Seamless cost center hierarchy changes
    • Opened for T&E tracking

    Phase three tripled the amount of users around the globe and integrated data relationship manager and the events management systems.  That integration gave increased insight into the effectiveness of Dell’s marketing events around the world. How many people are planning to attend?  How many actually attended? Giving Dell marketers better information to decide if the spend was worth the outcome.

     “A lot of companies spend a big chunk of money on events and so getting the event systems tied into our spend control tool was really important. It’s telling us event effectiveness. If it doesn’t look very good on that end, then you might take a second glance. Should we really continue on the path of having this event? Is it really giving us the awareness that we need? Those types of things were outcomes in the importance of the events integration.” – Elaine Atkins, Marketing Operations Consultant

    Beyond events was the data relationship manager integration where “MaSCoT” automatically manages the relationship from the cost center to the leadership hierarchy.

     “This was also a unique integration. This is a system of record at Dell that manages the LT hierarchy.  If anything changes at the leadership level, data relationship manager actually manages the relationship from a cost center to the LT hierarchy.  In Marketing Studio, we built the financial hierarchy reporting based on that LT hierarchy.  Instead of having to manually change that LT hierarchy whenever our changes happen, we actually build this integration in order to pull the data and update the Marketing Studio with the latest LT hierarchy, and then update the reports accordingly.  So that was a great integration too.” Harish Medisetty, Business Systems Analyst Consultant

    Phase Four – Integration of Finance Systems

    • Finance integration enhancements for tracking actuals from smaller systems (P-Card, Check Requests, MSPs)
    • 95% actuals tracked in MaSCoT
    • CRM integration enhancement to increase usability and ROI reporting

    Ahhhh… for Dell, in their six-month project, the end was in sight.  But as Harish told us, they saved the best and most complex Screen Shot 2015-08-10 at 4.28.36 PMfor last.  Phase four integrated multiple finance systems (p-cards, check requests, MSP’s etc). Once implemented, this phase completed the financial picture for marketing and finance. With the leadership and input of Teradata Professional Services, Dell architected a hub and spoke model to integrate these smaller finance systems into MaSCoT.

     “We have some smaller financial systems at Dell. Instead of having to integrate the Marketing Studio with the smaller systems, we built a hub-and-spoke model.  All the smaller systems push the data into our financial system, and then we integrate with the financial system.  I think that’s another good architecture and obviously it was a great, great achievement.” – Harish Medisetty, Business Systems Analyst Consultant

     Measurable and Significant Results

    With over 1500 users from around the globe, MaSCoT has been a huge success.  Time to produce reports has been reduced 98%. Workflow that used to take days, weeks or even months is down to hours. And then there’s the audit trail for marketing and most importantly finance.

     “There is ‘proof of execution’ that we used this tool to help manage and keep as a repository for that proof of execution. There’s auditing and our finance group really loves this tool because they get in and see things that they couldn’t see before.  That’s been a real benefit. We didn’t know that the finance group would be as engaged as they have become and it’s been a very healthy relationship-building tool between marketing and finance as well.” – Elaine Atkins, Marketing Operations Consultant

    MaSCoT has also spurred innovation between Marketing and IT at Dell. (The hub and spoke model and offerings in web services rather than customized applications are just two examples.)  Congratulations to everyone at Dell who made MaSCoT such an incredible success!

    * Revenues reported by Dell in 2013 before going private in 2014.

    The post Dell: Maximizing Spend, Efficiency & Profit Globally with Project “MaSCoT” appeared first on Insights and Outcomes.

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  • admin 9:56 am on August 11, 2015 Permalink
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    Dell Maximizing Spend Efficiency and Profit Globally with Project MaSCoT 


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