Case Study

1
Case Study
Enterprise -Wide
28th November 2007
Paul Fraley - GM Asia Pacific
2
Agenda

• Company Overview
• Product Overview
• Technology Foundation and Differentiation
• New Balance Case Study

3
Company Profile

• Founded 1989 by Fred Powers and Stan Zanarotti
• 4 U.S. patents on technology

• 16 consecutive years of growth and profitability
• Entirely self-funded, no debt

• Over 3,000 customers world-wide
• Until recently, growth mostly through referral

• DI is a pioneer in the development of
  reporting and
• analysis software.
• 20 of all revenue goes to RD
• First to market with key OLAP technology
• M.I.T. - trained software team

4
Accomplishments
1989 Patented the first OLAP-based technology to
deliver analytic capabilities without requiring
pre-defined hierarchies or drill-paths. 1992 Data
Integrator First ETL tool integrated with a BI
solution. 1993 First Web-based BI interface
later re-named WebDiver (1997) 1995 Pioneer in
the development of solutions for Unix Linux
platforms. 1995 First packaged, Web-based BI
Solution (DI-Atlantis) later re-named
Diver 1999 DiveLine a unified server for
delivering BI solutions via the Web, LAN, WAN,
Citrix, or any remote connection. Integrates with
all major platforms IBM H/W OS, Windows, UNIX
Linux. Single-server architecture offers low
support/maintenance benefits. 2002 First
hosted-BI solution InterReport still the only
hosted BI solution on the market today according
to Gartner Group. 2004 DivePort a portal that
is fully integrated with analytic
interfaces. 2006 Release of 6 new portlet
applications for DivePort, as well as a
zero-footprint client (NetDiver) that is
integrated with the DivePort portal.
5
Architecture
DI Solution
Data Model
6
The Diver Solution
Data Flow
7
Technology Foundation

• Most Vendors allow Customer to drill into
  cubes
• Pre-determined hierarchies
• Pre-determined drill paths
• Data forced into hierarchies
• Structure needs to be Understood by Users
• DI goes beyond the limitations of
  multidimensional solutions
• No Pre-determined hierarchies needed to be
  defined
• No Pre-defined drill paths required
• User free to dive into data

8
The DI Difference

• No Pre-determined drill path and No structure
  for users to understand
• Patented Technology
• Unique Array indexing technology
• Transform data from any source into flexible,
  high-performance, multi-dimensional (Sphere)
• Modified Star Schema Storage Structure and
• Use Binary approach to data storage

The User is free to respond to the data presented
in a dive window by diving in different
directions
9
BeyondMetadata

• Build models based on the database structures.
• In SQL-Server, we take the System Tables and
  build a model which gives all fields of all
  tables and
• Allows Users to quickly navigate thru the
  database using Diver.
• Ability to build a model of all DI objects
  (markers, Models, Diveplans and dive in it to see
  what's what.)
• Document each marker in a divebook to explain
  what the report does.

Own way to deal with MetaData.
10
Some Dimensional Insight Customers

• NBTY Inc. (Vitamin World)
• NeoResins
• New Balance Athletic Shoe Inc
• Nokia
• Penn Fishing Tackle
• PerkinElmer
• Plum Creek Timber Co.
• Praxair Inc.
• Prince Sports Inc.
• Roland Corporation
• Rollerblade USA
• SRI Surgical Express, Inc.
• Saint-Gobain
• Scholl
• Semtech Corporation
• SierraPine, Ltd.
• Smart Modular Technologies
• Springs Industries Inc
• Standard Sand Silica

• Acro Aerospace
• Ajinomoto
• Allied Telesyn
• Altera Corp.
• Ansul Incorporated
• AstraZeneca
• Australia Post
• Avid Technology
• Bank Rakyat
• Beaulieu of America
• Bemis Manufacturing
• Bio-Rad Laboratories
• Bon Foods
• Boston Scientific Target
• Canson Inc.
• Citrus World Inc
• Computac Inc.
• Concentrek
• Corhart Refractories

• Esanda Finance
• Force 10 Networks, Inc.
• Force Computers, Inc.
• Freudenberg-NOK
• GMAC-RFC
• Geiger Brothers
• General Dynamics
• HomeMart
• ITW Devcon/Plexus
• InteliCoat Technologies
• Interplastic Corporation
• Intuit, Inc.
• Juniper Networks, Inc
• LaCrosse Shoe Mfg. Co.
• Langer Juice Co
• Lilly Pulitzer
• Lockheed Martin
• Lucent
• Maurice Sporting Goods

11
Case Study
12
Problem

• Reports from ERP
• Limited
• No Ad Hoc Enquiries
• Time to get reports

Lack of Knowledge of What is Happening at macro
and Micro Levels
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Needs

• Reports for Specific
• Accounts
• Products
• Divisions
• Sales Reps
• In Various Ways
• Reports take months to Complete
• Data too old

40,000 Units and 5,000 Customers
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Implementation

• Built first 2 Model in one Night
• All Open Orders
• Shipments
• Right Information to Right People

15
Replaced

• 75 of Printed Reports
• All Special Reports
• Entire Backlog of Report Requests
• Additional Seats on ERP
• Need for Additional Resources

16
User Departments

• Finance
• Sales
• Marketing
• Product
• Manufacturing

17
DI-DiverUsers

• Making Business Decisions faster and more
  effectively
• Customer Service
• Make sure Orders will Ship on Time
• Cancel Dates
• Check on Discounts
• Analyze Shipments
• Finance
• Look at Open Orders by Month
• To Invoice and Transaction Levels
• Analyze Discounts
• Predict Sales for the Next Few Months
• Sales
• Sales Figures
• YTD Sales
• Sales Same time Last Year

Better Understanding of Discounts and
Profitability by Customer and Product
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Uses of Diver Solution

• Analyze Previous Styles Ordered
• Predict what customers will need in Normal, Wide
  and Narrow Widths for new Updated Styles
• Channel Performance Management
• Focus on slow as well as fast moving stock
• Limit requirements to go into ERP
• Incorrect Price in ERP found by Diver
• Follow up and remedy incorrect pricing order
  problems in ERP

19
RoI

• Recover Incorrect Billings
• Holding Down Expenses
• Software cost of Seats on ERP
• More productivity from Finance Resources
• Inventory Management Lower Stocks Holding
• Lower Rework through more Accurate Orders from
  Channels
• Accounts Receivable Exposure Reduced
• Savings Through Purchase Price Analysis and
  Control
• Incorrectly Price Items and Their Order Numbers
  are captured and changed before being sent

20
New Style Planning(12 months Before New
Release)

• Style 609 Shoe as updated version of 608 Shoe
• Look at two (2) Things
• Key Account Contribution to the Style
• Focus for new Shoe (based on success of 608)
• Key Accounts to Target for 609
• Break Down of Sizes and Widths

Increase Turnover by Reducing or Eliminating
Widths for Sizes that did not perform well
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Some of the return can be measured by recovering
incorrect billings promptly, while others are a
result of holding down expenses. These expenses
include the software costs of seats on the ERP
system as well as people in Finance and within
Operations. During a time of growth, the Finance
department is able to go a lot further without
adding resources. Diver permeates all aspects of
financial operations including Inventory
analysis, PL forecasts, business segmentation
and analysis, Accounts Receivable exposure,
Purchase Price analysis and control, etc John
Withee, New Balance
22
Key to Better Decisions
Strategic
Insight as the Business
Change the Business
New Revenue streams
Optimize Stakeholders Relationships
Retention and Leverage
Enhancing the Business
Dimensional Insight
Driving the Business
Efficiency, Consistency, Profitability
Aligning the Business
Majority of BI Deployments
Grasp the Business
Understanding
Making Sense of the Business
Goal
Stage
Objective
Tactical
Source Gartner April 2004
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The End

• THANK YOU

Paul Fraley - GM Asia Pacific