RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA

Number of Companies in Aggregate: 22

Industry Description: The Restaurants industry includes establishments engaged in selling prepared foods and drinks typically served and eaten on premise. This
industry will also include Bars which primarily serves alcoholic beverages. For those restaurants that operate a franchise model, revenues will include franchise fees in
addition to food and beverage sales. Some retailers report their results on a 53 week basis every other year which can have a favorable impact on top line growth.
TOP COMPANIES BY REVENUE SIZE REVENUE (MIL) DOMICILE COUNTRY
MCDONALD'S CORP 24,622 (USD) USA
STARBUCKS CORP 21,316 (USD) USA
ARAMARK 14,416 (USD) USA
DARDEN RESTAURANTS 6,934 (USD) USA
YUM CHINA HOLD 6,909 (USD) USA

SUMMARY PERFORMANCE TABLE Industry Trend

Current Year Current Year Curent Year 2016 2015 2014 2013 2012
Key Financial Metrics 1st Quartile Median 4th Quartile Median Median Median Median Median
Revenue Growth 8.3% 3.1% -2.9% 3.8% 5.9% 5.3% 4.1% 6.0%
Operating Inc. Margin 15.4% 9.0% 5.2% 9.0% 9.0% 9.2% 8.3% 8.5%
Cash Operating Cycle -5 -2 8 -2 -1 -3 2 -4
Fixed Asset Utilization 3.66 3.12 2.24 3.00 2.91 2.75 2.88 2.69
Best Performer Mid-Range Performer Lowest Performer
Median Operating Income Median Fixed Asset
Median Revenue Growth Median Cash Operating Cycle
Margin Utilization

INDUSTRY GAP VALUATION WHAT-IF ANALYSIS (POWER OF ONE)

The Gap Valuation quantifies the first year cash flow benefits the Median
company in the RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA
industry, with 1000 Million in Revenue, would recognize assuming current year
results could improve to the benchmark (1st Quartile) for the following metrics:
Revenue Growth, Operating Income Margin, Cash Operating Cycle and Fixed
Asset Utilization
Gap Valuation - 1st Yr. Cash Flow Benefits (In Mil)
The What-If Analysis quantifies the first year cash flow benefits of a 1%
improvement in Revenue, Total Operating Exp. and Fixed Asset Utilization in
addition to a 1 day improvement in each of the Cash Operating Cycle
components. This is based upon the Median company in the RESTAURANTS ($1
BILLION OR MORE) - NORTH AMERICA industry with 1000 Million in
Revenue.
Power of One - 1st Yr. Cash Flow Benefits (In Mil)

OPERATING INCOME MARGIN
COST OF SALES
Cost of Goods Sold provides one of the greatest potential areas of
opportunity since the Median value is 52.4% of revenue
FIXED ASSET UTILIZATION
Fixed Asset Utilization offers significant cash flow benefits given the
Median value of 3.1 versus the 1st Quartile value of 3.7.
REVENUE GROWTH
Benefit is calculated from 1% increase in revenue, and all related
operating costs and operating assets.
TOTAL OPERATING EXPENSES
Is benefit from reducing total operating expenses by 1%. A 1%
reduction in Total Operating Expenses contributes the greatest cash
flow benefits since it represents 91.% of revenue.
FIXED ASSET UTILIZATION
Is benefit from improving revenues per dollar invested in fixed assets
by 1%.

Page 1 of 4
 RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA

INDUSTRY QUARTILE SUMMARY STATISTICS

1st Quartile 4th Quartile

GROWTH & PROFITABILITY Median
(Top 25%) (Bottom 25%)
Revenue Growth 8.3% 3.1% -2.9%
Cost of Goods Sold/Revenue 33.6% 52.4% 79.0%
Gross Profit Margin 68.1% 53.8% 21.4%
Selling, Gen. & Admin/Revenue 9.6% 26.5% 53.6%
Research & Dev/Revenue NA NA NA
EBITDA/Revenue 21.4% 13.6% 10.3%
Depreciation & Amort./Revenue NA NA NA
Operating Income Margin 15.4% 9.0% 5.2%
Effective Tax Rate 24.6% 29.9% 33.9%

CAPITAL UTILIZATION
Days Sales Outstanding 4 8 15
Days in Inventory 5 10 18
Days Purchases Outstanding 32 28 14
Cash Operating Cycle (Days) -5 -2 8
Revenue/Fixed Assets 3.66 3.12 2.24

OVERALL PERFORMANCE
Return on Capital 25.8% 21.9% 7.8%
Free Cash Flow/Revenue 8.7% 5.8% 2.0%

LIQUIDITY & LEVERAGE

Cash & Equivalents/Revenue 10.7% 5.7% 2.4%
Net Cash (Cash-STD/Rev) 8.9% 5.2% 0.9%
Funds from Operations/Revenue 14.2% 12.1% 8.4%
Debt to Equity 0.26 1.00 1.72

RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA

ANNUAL DETAILED WHAT-IF ANALYSIS

The What-If Analysis quantifies the 1st year cash flow benefits for RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA, given improvements for each
financial metric. This is based upon the Median company in the RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA industry with 1000 Million in
Revenue.

POWER OF ONE
Percentage 1st Year Cash Flow
Financial Metric
Change (in Millions)
Revenue 1.0% 0.90
Total Operating Expenses -1.0% 9.10
Fixed Asset Utilization -1.0% 3.42

1 Day
Improvement
Days in Inventory -1.0 1.58
Days Sales Outstanding -1.0 2.74
Days Purchases Outstanding 1.0 1.44
Total Benefit 19.17

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 RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA

ANNUAL INDUSTRY TREND ANALYSIS

The Industry Trend Analysis compares RESTAURANTS ($1 BILLION OR MORE) - NORTH AMERICA 's financial metrics for the current year with those of the five
previous years. The and arrows indicate the best and lowest performance for a given metric on a historical basis.

Benchmark Years
Current
GROWTH & PROFITABILITY 2016 2015 2014 2013 2012
Year
Revenue Growth 3.1% 3.8% 5.9% 5.3% 4.1% 6.0%
Cost of Goods Sold/Revenue 52.4% 47.9% 55.4% 55.9% 57.2% 53.6%
Gross Profit Margin 53.8% 60.3% 53.8% 52.9% 48.3% 47.4%
Selling, Gen. & Admin/Revenue 26.5% 26.5% 27.0% 27.7% 27.9% 31.2%
Research & Dev/Revenue NA NA NA NA NA NA
EBITDA/Revenue 13.6% 13.3% 14.7% 14.7% 14.2% 13.3%
Depreciation & Amort./Revenue NA NA NA NA NA NA
Operating Income Margin 9.0% 9.0% 9.0% 9.2% 8.3% 8.5%
Effective Tax Rate 29.9% 29.8% 30.8% 32.0% 30.5% 28.8%

CAPITAL UTILIZATION
Days Sales Outstanding 8 8 8 8 8 7
Days in Inventory 10 10 11 11 10 10
Days Purchases Outstanding 28 24 24 27 17 27
Cash Operating Cycle (Days) -2 -2 -1 -3 2 -4
Revenue/Fixed Assets 3.12 3.00 2.91 2.75 2.88 2.69

OVERALL PERFORMANCE
Return on Capital 21.9% 21.9% 19.7% 17.0% 18.1% 18.2%
Free Cash Flow/Revenue 5.8% 6.7% 5.8% 4.6% 5.1% 5.4%

LIQUIDITY & LEVERAGE

Cash & Equivalents/Revenue 5.7% 5.2% 6.6% 4.4% 4.6% 5.9%
Net Cash (Cash-STD/Rev) 5.2% 3.9% 6.1% 3.4% 4.6% 5.9%
Funds from Operations/Revenue 12.1% 12.1% 12.3% 12.4% 11.3% 10.8%
Debt to Equity 1.00 0.76 0.78 0.81 0.74 0.73

is Best Performance
is Lowest Performance

Page 3 of 4
 FINANCIAL METRIC DEFINITIONS
Revenue Growth Revenue growth simply measures the year-over-year percentage change in operating revenue. It is calculated as
follows: (Revenue this period - Revenue last period) / Revenue last period

Cost of Goods Sold Cost of Goods Sold (COGS) is comprised of expenses directly related to the provision of the products or services reflected
in revenues. % COGS is calculated as follows: Cost of Goods Sold / Revenue

Gross Profit Margin Gross Profit Margin is a measure of profitability and is calculated as follows: Revenue - Cost of Goods Sold / Revenue

Selling, General & Administrative Expenses Selling, General and Administrative (SG&A) includes expenses related to marketing, promoting and distributing products
and services. Other major items are corporate administrative expenses such as accounting and finance, planning, human
resources, research and development, and maintenance of administrative facilities. % SG&A is calculated as follows:
SG&A / Revenue

Research & Development Research and Development as a % of Revenue is used to measure the trends of R&D investment for a company and
relative to their peers. % Research & Development is calculated as follows: Research & Development Expenses /
Revenue

Total Operating Expenses Total Operating Expenses is the sum of Cost of Goods Sold, Selling, General & Administrative Expenses and Depreciation.
Total Operating Expenses is deducted from Revenue to derive Operating Income.

Operating Income Margin Operating Income Margin measures the profitability of a company's ongoing operations and excludes non-operating
income and expense. It is calculated as follows: (Revenue - Total Operating Expenses) / Revenue

% EBITDA % EBITDA (Earnings Before Interest, Taxes, Deprecation and Amortization) measures the profitability of a company's
ongoing operations before deducting Depreciation and Amortization. It is a common measure of profitability for asset
intensive companies. It is calculated as follows: (Revenue - Total Operating Expenses excluding Depreciation and
Amortization) / Revenue

Effective Tax Rate Effective tax rate is calculated as follows: Total Income Taxes / Pre-Tax Income

Days in Inventory (DII) Inventory is the value at cost of products a company's purchased or produced, but not yet sold. It is calculated as follows:
Inventory / Cost Per Day where Cost Per Day = Cost of Goods Sold / 365 Days

Days Sales Outstanding (DSO) Accounts Receivable are moneys owed to a company by its customers for products and services they've bought but have
not yet paid for. It is calculated as follows: Accounts Receivable / Revenue Per Day where Revenue Per Day =
Revenue / 365 Days

Days Purchases Outstanding (DPO) Accounts payable are moneys a company owes suppliers for services provided and components bought but not yet paid
for. It is calculated as follows: Accounts Payable / Purchases Per Day where Purchases Per Day = COGS / 365 Days

Cash Operating Cycle (COC) It measures the net number of days cash is invested in current operations. The Cash Operating Cycle provides insights into
the simultaneous management of a company's working capital. It is calculated as follows: Days In Inventory + Days
Sales Outstanding - Days Purchases Outstanding

Fixed Asset Utilization (Revenue / Fixed Fixed asset utilization measures how many dollars of revenue are generated for each dollar invested in net PP&E. It is
Assets) calculated as follows: Revenue / Net Property, Plant & Equipment

Revenue / Employee Revenue per Employee measures how many dollars of revenue are generated for 1 company employee. It is calculated
as follows: Revenue / Total Full Time Equivalent Employees. This is a commonly used measure by Service companies to
measure growth and human capital productivity.

Operating Income / Employee Operating Income per Employee measures how many dollars of operating income are generated for 1 company
employee. It is calculated as follows: Operating Income / Total Full Time Equivalent Employees. This is a commonly
used measure by Service companies to measure profitability and human capital productivity.

Return on Capital Return on Capital is a measure of profitability and is calculated as follows: Net Operating Profit after Tax (NOPAT) /
Invested Capital

% Free Cash Flow % Free Cash Flow measures the generation of cash flow after subtracting Capital Expenditures. It is calculated as follows:
Funds from Operations minus Capital Expenditures / Revenue

Cash & Equivalents / Revenue Cash & Equivalents to Revenue is a measure of a company's financial flexibility and provides insights into a company's
ability to fund day to day operations and new investments. It is calculated as follows: Cash and liquid Short Term
Investments / Revenue

Net Cash (Cash - STD / Rev) Net Debt to Revenue is a measure of a company's financial flexibility and provides insights into a company's ability to
fund day to day operations and new investments. It is calculated as follows: Cash and liquid Short Term Investments
minus Short Term interest bearing Debt / Revenue

% Funds from Operations Funds from Operations / Revenue measures the generation of cash before investment back in the company, payment of
dividends, repayment of debt, repurchase of shares and other activities. It is calculated as follows: Funds from
Operations (From Cash Flow Statement) / Revenue

Debt / Equity Debt to Equity is an aggregate measure of a company's relative indebtedness. It is calculated as follows: Total Long
Term Debt / Total Shareholders Equity

Page 4 of 4
powered by
F IN L ISTICS
SOLUTI ONS

Retail

IBM
QUALIFYING
QUESTIONS &
SOLUTIONS

Sales Learning
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Key CXOs

Chief Information Chief Supply Chain

Chief Marketing Officer Chief Customer Officer VP Customer Insights
Officer Officer
VP Cross Channel
VP Marketing VP Merchandising VP e-Commerce VP Digital Marketing
Marketing
VP Marketing Operations Systems VP Cross Channel Merchandising VP Order Management & Fulfillment

Q u a l i f y i n g Q ue s t i o n s : I n d u s t r y S o l u t i o n s

360 View of Customer

Do you need to better understand your customer with a single, consistent view?
Do you need to understand how to better segment customers?
Do you need to increase customer retention rate?
Do you need to improve customer loyalty?

Connected Marketing
Do you need to better define offers and target communications to those who will act on them?
Do you need to reduce cost of marketing spend and increase your return on marketing investment?
Do you need to improve conversion rates?
Do you need to improve customer loyalty?

Omni-Channel Commerce
Do you need to coordinate your marketing and sales activity effectively across all channels?
Do you need to reduce the cost of customer acquisitions?
Do you need to improve order accuracy?
Do you need to increase customer retention rate?
Do you need to improve customer satisfaction?

Q u a l i f y i n g Q ue s t i o n s : C A M S S S o l u t i o n s

Big Data & Analytics

How are you executing assortment and how effective are you at anticipating demand at a local level?
What kind of data are you analyzing to plan for assortment?
Are you ingesting new data sources from social media that can indicate potential uptrend in demand? If not, what are your plans in
this area?
What items are you running low on?
How are your store assortments performing?
What inventory problems do you have?
Are you struggling to better understand how to interact with your customers?
Do you need to assemble multiple different views of client information from different brands and channels?
Are you currently constrained to get marketing reports, models and segmentations from existing and/or aging EDW?
Do you have any outsourced marketing with DMPs or MSPs such as Acxiom, Epsilon, Harte Hanks, Merkle, etc.?
Do you have issues with customer loyalty, acquisition, churn, or basket size?

Cloud Computing
How do you understand, anticipate, and support customer wants & needs?
Can you deliver timely, relevant, and personalized brand information & promotions (based on past purchases) to a customer's mobile
device through text messages or e-mail?
What communication tools are you using to connect with customers & guide their buying?
Can you offer customers information, special deals, or cross-sell selections customized to their region?
Can your customers order on line & pick up their merchandise at the store closest to them?
Can you currently identify your most profitable customers? How do you ensure they return?
Do you have multiple information silos & business systems that are not integrated today?
How does having an incomplete view of your customers affect your business growth?
Are you able to analyze individual transactions to identify purchase patterns?
Can you easily identify the most prevalent purchase patterns per product?
Do all channels draw from a common inventory pool?
Do you have cross-channel visibility into the status of on-order & in-transit inventory?
How effectively are you able to deliver timely, relevant, and personalized brand information and promotions based on past purchases
by region or other conditions?

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How do you analyze and understand digital visitor behavior, intent and actual experience on your site or mobile channel? How do you
gain insight into the cause-and-effect relationship between what the customer was trying to do and why they abandoned or
completed the purchase?
How do you coordinate the content and timing of all your marketing interactions with your customers across all different channels of
marketing communication?
What methods do you use to understand past & present buyer behavior to determine your next marketing action?
How if at all do you currently support: buy online/pick up in-store and/or buy online/return to store?
How do you source and fulfill an order taken in one channel from another channels inventory (i.e. in-store vs. online)?

Mobile Enterprise
Are you successfully delivering a consistent, uncomplicated shopping experience throughout brands and throughout sales channels,
including the mobile sales channel?
Are you able to capture and consolidate interaction, sentiment, and market data into a single, trusted, comprehensive view of a
consumer?
Are you able to capture and leverage mobile data to optimize the user experience by gaining insights into mobile usage?
Are you delivering timely, relevant & personalized customer interactions e.g. digital coupons, loyalty rewards?
Are you able to deliver a personalized shopping experience that enables your customers to search for products, compare prices, view
promotions, and complete purchases on their mobile devices?

Social Business
How do you extract customer insight from social networks, buying patterns, and support experiences?
What are your plans to grow your online business and leverage new capabilities, including social commerce and mobile commerce?
To what extent have you been able to obtain a 360-degree view of all your customers interactions with your brand during all three
phases of the brand experience: i.e., from pre-purchase to purchase to post-purchase? Where do you feel that you have the least
visibility into customer/brand interaction?
What social tactics do you use to increase your brand awareness?
How do you measure the success of these tactics?
How do you engage with customers to ensure participation?
How do you ensure consistent customer experience across all digital channels - social media, your website, and mobile?
How are customers thoughts, concerns, and ideas heard by those who need to hear them?
How are negative social comments heard and responded to?
How do you quickly gather appropriate teams to respond to negative social comments?

KPI Map

Key Performance Indicator Big Data & Analytics Cloud Computing Mobile Enterprise Social Business
Cross-sell & up-sell
Customer churn
Customer service expense
Forecast accuracy
Information technology expense
Marketing budget
Marketing campaign
New customers
Order management expense
Qualified lead closure
Revenue management
Safety stock
Sales budget
Stockout losses

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Key CXOs

Chief Supply Chain Chief Procurement

Chief Marketing Officer Chief Customer Officer VP Merchandising
Officer Officer
VP Product Assortment VP Category
VP Promotion Planning VP e-Commerce VP Sourcing
& Pricing Management

Q u a l i f y i n g Q ue s t i o n s : I n d u s t r y S o l u t i o n s

Omni-Channel Merchandising
Do you have the capabilities to organize and offer your merchandise tailored to your customers?
Do you use SAP or Oracle or JDA to manage your merchandising?
How do you know if your merchandising strategy aligns with your marketing messaging and financial goals?
How do you currently determine pricing and promotion strategies?
How do you currently utilize analytics to provide insights into your planning and decision support strategies?

Omni-Channel Supply Networks

Do you use SAP or Oracle to manage your supply chains?
How do you know if your distribution strategy minimizes total costs for sourcing, transportation, receiving, and inventory?
What technologies do you use at your distribution centers to manage inventory, labor and order fulfillment processes today?
Is there any specific pain point with regards to order to delivery cycle time?
Do you order more inventory than necessary because the warehouse inventory balances sometimes show more inventory than is
actually there?
Would you like to flow inventory thru to the stores more rapidly but are unable to do so?
Do you hold excessive amounts of obsolete inventory?
Do you believe your company has high levels of staffing at the distribution centers in relation to the throughput at the facilities?

Q u a l i f y i n g Q ue s t i o n s : C A M S S S o l u t i o n s

Big Data & Analytics

How are you executing assortment and how effective are you at anticipating demand at a local level?
What kind of data are you analyzing to plan for assortment?
Are you ingesting new data sources from social media that can indicate potential uptrend in demand? If not, what are your plans in
this area?
What items are you running low on? How are your store assortments performing? What inventory problems do you have?
Are you satisfied with your promotions and markdowns?
How visible are your product flows through the supply chain?

Cloud Computing
How do you currently determine pricing & promotion strategies?
Can you organize & offer merchandise tailored to your customers?
How do you currently manage total inventory investment across chain / with new products?
Are you allocating inventory based on real-time customer demand & inventory constraints?
Do you know where your merchandise is as it moves from manufacturer to the customer?
Does your distribution strategy minimize total costs: sourcing, transportation, receiving, and inventory?
How are you linking your suppliers performance to your merchandising strategy?
How do you localize assortments, tailoring them to customer patterns?
How important is it to improve on-shelf availability while actually minimizing inventory?
What are you doing to minimize product waste & stock loss / end of season overstocks?
Are you able to understand your customers purchase behavior to maximize your sales by tailoring your product mix or promotions
by geography or channel?
Are you having difficulty meeting customer demand in response to new ways that customers are buying your merchandise, e.g.,
across multiple channels like the store and the web?
When you think about your pricing process, from defining the right base prices to drive your goals, to executing a profitable
markdown strategy, as well as whats working for you today, what areas of the process have you targeted for improvement?
What areas do you want to improve when evaluating the process of managing retail promotions, from collaborating with your
manufacturing partners to define promotions, to tracking their performance, and whats working for you today?
When you think about assortment, do you believe your process or solution is best in class? How do you perform assortment now? Do
you dynamically calculate incremental gain or loss after cannibalization?

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Mobile Enterprise
Are you using mobile technologies to support opportunities to increase workforce productivity, improve customer service and
manage merchandising and supply chain initiatives?
Do you have easy and secure connectivity to existing data & services for better supply chain visibility and real-time inventory
locator?
Does your current mobile solution provide your employees with a full cross-channel view of customers, inventory, orders, and
product information?

Social Business
How do you share comments and insights on raw material handling?
How do you share comments and best practices on logistics?
How do you engage your business partners and suppliers to help streamline the manufacturing and delivery process?
How do you provide access to subject matter experts associated with the topic?
How do you build and maintain electronic relationships with your key manufacturing and delivery partners?
How do you view social media capabilities as a channel to improve demand forecasting?
How do you view social media capabilities as a channel to mitigate risks of over or under purchasing which can cause losses or
discounting?
How are you ensuring your company will be able to react more quickly to disruptions in the supply chain?

KPI Map

Key Performance Indicator Big Data & Analytics Cloud Computing Mobile Enterprise Social Business
Cross-sell & up-sell
Customer churn
Forecast accuracy
Internal procurement cost
Labor cost
Logistics expense
Marketing budget
Marketing campaign
Materials cost
New customers
Order management expense
Outbound transportation expense
Overhead cost
Purchasing maverick buying
Revenue management
Safety stock
Shrinkage expense
Spare parts stock inventory
Stockout losses
Supplier lead time
Value of materials & services
Warehousing expense

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I N D U S T R Y I M P E R A T I V E : Drive smarter operations

Key CXOs

Chief Human Chief Information Chief Procurement

Chief Financial Officer Chief Operating Officer
Resources Officer Officer Officer
Chief Administrative VP Store
Chief Executive Officer VP Operations VP Marketing Systems
Officer Infrastructure
VP Marketing VP Store Performance VP Financial Reporting VP Marketing Performance

Q u a l i f y i n g Q ue s t i o n s : I n d u s t r y S o l u t i o n s

Back Office Transformation

Are you able to customize your reporting, especially based on the latest lease accounting regulatory requirements
How do you manage the stores that you lease or own?
How do you currently manage your store space and occupancy planning?
How does your organization forecast and approve future Real Estate plans and eliminate under utilized excess store space?
How do you manage capital intensive projects - new stores?
How do you currently manage and how much do you spend annually on facility and construction projects?
How do you track the energy consumption and environmental effect of your real estate?
How do you ensure you stay compliant?

Retail Infrastructure Optimization

How quickly could you implement targeted change across your entire distributed environment? For example, pop up a message to all
users across the globe with a laptop using a particular battery serial number in 20 minutes
Are there any Green IT initiatives at your company?
Did you know centrally managing PC power policies can save $15-$50 per PC per year?
Are you satisfied with your ability to apply Microsoft, Mac, Unix, Linux, and common 3rd party Windows application patches in a
timely and efficient manner?

Performance Insights & Management

Does your bottom-up planning support your top-down company strategic initiatives?
Are you satisfied with your ability to track performance against strategic objectives?
Is your planning process integrated by primary functional areas (finance, operations, marketing and merchandising)?
Do you deal with complicated fiscal calendars than require planning and measurement by week, month, season, quarter and year,
including accurately accommodating year-over-year comparisons? e analysis on a timely and frequent basis?
Are there challenges with managing your staffing resources to focus on value-added analysis? Are they overwhelmed by data mining,
consolidating and validating data?
Are you able to analyze large, multi-dimensional, rapidly changing data sets with real-time responses? For instance, are you satisfied
with your ability to analyze profitability, sales mix and price/volume variances?
How do you understand who your most profitable business units, products, customers or channels are? Is the process on a timely
enough basis to affect change?

Q u a l i f y i n g Q ue s t i o n s : C A M S S S o l u t i o n s

Big Data & Analytics

What strategies are you considering to manage the cost of high volumes of data generated from sensor equipped assets or defect
detection systems?
How do you predict which characteristics tend to lead to a greater amount or frequency of failures?
How do you identify the characteristics that tend to increase ownership cost and downtime over the life of an asset?
What if, when an asset is scheduled for maintenance, you could predict what parts are likely to fail in the near future?
What if you could replace those parts that have not yet failed and avoid further unscheduled downtime?
How do you ensure that you have the correct maintenance parts inventory?
How do you improve upon existing maintenance schedules?
How do you perform in depth root cause failure analysis on equipment?
How do you proactively detect potential warranty issues?

Cloud Computing
How do you understand, anticipate, and support customer wants & needs?
Can you deliver timely, relevant, and personalized brand information & promotions (based on past purchases) to a customer's mobile
device through text messages or email?
What communication tools are you using to connect with customers to inform & guide their buying?
Can you offer customers information, special deals, or cross-sell selections customized to their region?
How do you extract customer insight from social networks, buying patterns, and support experiences?

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Can your customers order online & pick up their merchandise at the store closest to them?
Can you currently identify your most profitable customers? How do you ensure they return?
Do you have multiple information silos & business systems that are not integrated today?
How does having an incomplete view of your customers affect your business growth?
Are you able to analyze individual transactions to identify purchase patterns?
Can you easily identify the most prevalent purchase patterns per product?
Do all channels draw from a common inventory pool?
Do you have cross-channel visibility into the status of on-order & in-transit inventory?

Mobile Enterprise
What are your current security requirements in cross-channel and mobile implementations to protect sensitive customer and
transaction data?
Which existing internal processes could be modified to take advantage of mobile capabilities?
To what extent does your organization have a bring-your-own-device (BYOD) strategy? How effective are your existing policies and
procedures for employee use of mobile devices?
Do you have mobile applications to empower employees to check product availability and to match customer preferences with offers?
Do you use real-time mobile communications to improve operations, control, and workforce productivity?
Have you been able to keep pace with demand for new products and services?

Social Business
How do you gather ideas from suppliers and business partners?
How effectively do you connect development, marketing, support, and sales channel services to introduce new products?
How do employees submit ideas for new products and services?
How do you encourage your employees to submit ideas and share successes?
How do you currently find expertise within of your organization? Outside your organization?
Do you feel like you are losing valuable information from contributors on your team?
What is the impact to your business when your project or department teams have a hard time finding the latest information or the
right contacts?
Do you need to be able to react to business initiatives more quickly?
Are you currently using collaboration tools from multiple vendors, and having to manage multiple logins, interfaces, and invoices?
What is the impact to your business when your project or department teams have a hard time finding the latest information or the
right contacts?
Do you need to be able to react to business initiatives more quickly?
What are your challenges in onboarding new hires?
How do new hires become productive?
What metrics do you use to measure effectiveness of your training and enablement programs?
How do you assess what skills and talents are available within your organization and whether you aligned with companys future
business initiatives?

KPI Map

Key Performance Indicator Big Data & Analytics Cloud Computing Mobile Enterprise Social Business
Customer invoicing cycle time
Customer service expense
Finance function expense
Human resources expense
Information technology expense
Labor turnover
Marketing budget
Order management expense
Overdue receivables
Overhead cost
Sales budget

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RESOURCES
Industry Solutions

IBM Solution Gateway, https://w3-03.sso.ibm.com/services/practitionerportal/assethub/production/sacindex.jsp

IBM 2014 Industry Blueprints 2013, Feb-07-14

Big Data & Analytics

IBM Solutions Gateway, https://w3-03.sso.ibm.com/services/practitionerportal/assethub/production/sacindex.jsp

Big Data & Analytics Community, Industry Pages, https://w3-
connections.ibm.com/communities/service/html/communityview?communityUuid=d9d46fa6-13ba-4679-a40a-35f724734005

Cloud Computing

IBM Solutions Gateway, https://w3-03.sso.ibm.com/services/practitionerportal/assethub/production/sacindex.jsp

Cross Brand Industry Conversations, http://w3-103.ibm.com/software/spcn/sa/industry.html

Mobile Enterprise

IBM Solutions Gateway, https://w3-03.sso.ibm.com/services/practitionerportal/assethub/production/sacindex.jsp

IBM 2014 Industry Blueprints 2013, Feb-07-14
Think Academy, https://mobile.expertise.client-conversations.com/01-ideas-on-a-page
IBM Mobile First Community, https://w3-
connections.ibm.com/communities/service/html/communityview?communityUuid=9b1ab866-5783-46a9-bfa3-f21cffc5b8df

Social Business

IBM Solutions Gateway, https://w3-03.sso.ibm.com/services/practitionerportal/assethub/production/sacindex.jsp

Digital & Social Business Partners, https://w3-connections.ibm.com/wikis/home?lang=en-
us#!/wiki/Webf7ede796f8_428b_bc2f_b91474bbc567

For questions or feedback, please send an email to support@finlistics.com, well respond within one business day.

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