[COMPANY NAME] – PROPHIX STORY



Society for Neuroscience – Prophix partner project summaryBackground of client businessBasic characteristics TypeDetailsPartner dealRAFFA, PCIndustrySee Figure 1 for industry listOperating since1969Location – head officeWashington, DCAnnual revenue$22.5 millionNumber of employeesApproximately 100ERPMicrosoft Dynamics GPWebsite Prophix champion (on the customer side)Lara Moninghoff, Sr. Director, Finance & Development / CFO – doesn’t know the software well, but confirms change requestsKey customer contacts and relationship with ProphixCori Spencer, Director of Budget & Procurement SystemsLife cycle? New implementation Implementation date: ________________________? Preexisting customer Original implementation date: ________________? Existing customer, upgrading Q1 2014 (replacing Excel) Original implementation date: Q4 2013Company backgroundThe Society for Neuroscience is the world’s largest organization of scientists and physicians devoted to understanding the brain and nervous system. The nonprofit organization, founded in 1969, now has nearly 42,000 members in more than 90 countries and 130 chapters worldwide.They hold an annual meeting near the end of the year. Tickets for this meeting generate 90% of their income. Key expensesSome of their largest expenses: personnel, running their conference, generating marketing materials, journal publications. Important factsThey are actually two companies: the society plus the building itself. The Society for Neuroscience rents out space to other tenants in three quarters of their building.Business issues / pain pointsThey struggled to report properly using Excel. Reporting was prone to human errors, required extra person hours for manual work. Each facet of their business (revenue planning, rent planning, personnel planning, CapEx planning, OpEx planning) lived in a separate spreadsheet. Someone had to manually take all of this and somehow produce a budget.They understood the value of automating report production, having quicker, more accurate analysis at their fingertips. Prophix solutionSolution overviewSolutions builtCapabilities used? Budgeting? Automation? Forecasting? Prophix Mobile? Reporting? Data integration? Strategic planning Planned ? Business modeling? Financial consolidation? Microsoft platform integration? Analysis? Role-based security? Profitability analysis? Collaboration? Personnel planning? Flexible deployment? Project planning? Ad hoc reporting and visualization? Revenue planning? Capital expenditures planning? Reporting and analytics (dashboards and scorecards)Unique solutionsFinancial cubeConsolidated reporting hub. Budgeting / forecasting for operational expenditures (OpEx). Analysis hub.Revenue planning cubeA detailed breakdown of each revenue source for budgeting and forecasting. Ticket revenue is tracked as price x number of units. Prices are stored centrally. Budget managers enter number of units for each specific type of revenue (what they think they will sell for the upcoming annual meeting). This is built bottom-up, meaning that detailed revenue sources added together will aggregate together to populate the budget and/or forecast. Personnel cube (in Detailed Planning Manager)Budgeting and forecasting for all employees at a detailed level in order to produce accurate totals for salaries, fringe (miscellany), temp employees. Society for Neuroscience can report on a cost center basis—meaning they can see which expenses affect each department. Activity-based costing / allocations: they have specific staff members working in different departments, with their salaries budgeted across those areas. CapEx cube (in Detailed Planning Manager)Budgeting and forecasting for all capital projects, including computer purchases, furniture, IT infrastructure. Automatically calculates depreciation expenses to continually understand the value of their capital assets across many years. Rent planning cubeTop down allocations of rent expense to the office space in their head office building, based on square footage. This gives them a very accurate profit and loss statement, telling them the dollar amounts / rent costs they should attribute to each department. This matters because their departments have separate profit and loss targets to achieve. Support materials Figure 1Industry (choose all that apply)? Agriculture, forestry, and fishing ? Professional services? Financial services? Retail? Wholesale and distribution? Telecommunications? Healthcare? Utilities? Education? Architecture, engineering, and construction? Life science? Transportation and logistics? Manufacturing? High tech? Media and entertainment? Government? Non-profit ................
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