Andrea Traverso –VP of Marketing atraverso@orenburg

1. A toolkit approach for rapid and successful BPM applications deployment. Andrea Traverso –VP of Marketing atraverso@orenburg.com

2. Defining BPM • BPM is a set of integrated, closed-loop management and analytic processes, supported by technology, that address financial as well as operational activities. • BPM is an enabler for businesses in defining strategic goals, and then measuring and managing performance against those goals. • Core BPM processes include financial and operational planning, consolidation and reporting, modeling, analysis, and monitoring of key performance indicators (KPIs) linked to organizational strategy.

3. Leveraging Innovative Finance and Performance Management Capabilities • One of the major changes being introduced is the extension of the planning and forecasting process to a broader group of people across the enterprise so that key drivers that determine revenue and cost are updated more frequently by the people on the line who actually live and breathe them. • Finance organizations are bringing together industry, customer, channel, competitor, product, macroeconomic and financial data into a comprehensive management information framework to enable more robust understanding of available business options across the enterprise. • A combination of internal and external factors has increased the importance of having more sophisticated business analytic and performance management capabilities. By Michael R. Sutcliff global managing partner - Accenture's Finance and Performance Management Service Line www.dmreview.com– January 2004

4. Dual-Engine Relational & Multi-dimensional The Toolkit Approach 3-Tier Architecture Board Management Intelligence Toolkit The unique combination of:

5. in the Insurance Industry • THE COMPANY • An international insurance and reinsurance underwriting group that specializes in complex, unusual risk. • One of the largest agencies trading in the Lloyd’s of London insurance market.

6. in the Insurance Industry • THE CHALLENGE • A new reporting and forecasting application for Underwriters. • New compliance requirements (FSA): from a 3-years accounting and forecasting basis to an annual one • workflow support for a tighter integration with the management processes. • to forecast 70 different types of business across different groups. • move away from spreadsheets

7. in the Insurance Industry THE SELECTION PROCESS In mid October 2004 a detailed six-weeks proof-of-concept was started: approved by the Director of Underwriting, the application was then successfully moved into production by January 2005.

8. in the Insurance Industry • BENEFITS • Providing data to the underwriters in a faster and more controlled environment • Less administration thus speeding of the forecasting process • Enabling underwriter staff to analyze anomalies at source without reference to the IT department • Removing errors in data transcription (automated feeds) • Providing auditable record of changes to business forecasts • Workflow support • Gradual move from a 2-D interface to a more interactive and multi-dimensional one

9. @ THE COMPANY Peugeot Motocycles, a subsidiary of the French group PSA Peugeot Citroen, is in the business of designing, building and marketing "powered two-wheelers“ (mopeds and scooters). Peugeot Motocycles is a major player in the European market and is the leader in France, Belgium, Holland, Sweden and Finland. Peugeot Motocycles Improves its Budgeting Process Effectiveness with Board M.I.T DM Review – July 2004

10. @ THE CHALLENGE Faced with the challenge of rethinking the organization in order to successfully launch the Ludix (a revolutionary scooter), Peugeot Motocycles needed to improve the accuracy and speed of the budgeting and forecasting processes. “We had three months to develop an application that would be easy to use, allow us to enter data at any level of our product or customer hierarchies and help us simulate the whole pricing chain - taking into account production costs, client discount levels and type of network (importers or dealers).” Peugeot Motocycles Improves its Budgeting Process Effectiveness with Board M.I.T DM Review – July 2004

11. @ “We selected Board M.I.T. because it appeared to be the only tool that would allow us to reach our objectives in the time frame we had ... The ease of use and maintenance of Board by non-technical personnel was another factor of choice.” “We now have three budgeting applications covering the needs of Peugeot Motocycles‘ finance, marketing and sales departments and more than 20 simulation models.” Peugeot Motocycles Improves its Budgeting Process Effectiveness with Board M.I.T DM Review – July 2004

12. @ THE COMPANY The Snaidero Group is an international network of companies with a common aim: European leadership in the production of kitchens. With nine plants spanning several European geographies and consolidated revenues of more than 300 million Euros, Snaidero sells its range of medium-high quality kitchens through 2,500 sales outlets in 50 countries around the world. Board M.I.T and Snaidero Group: A Recipe for Good Decision Making DM Review – May 2003

13. @ • THE CHALLENGE • To create a common, shared repository of all information used to support the management and control of company processes. • To provide every manager and every process owner with an integrated and distributed system to monitor and analyze performance across sales, marketing, quality, supply chain, customer service, budgeting and cost control. • To integrate the system within two extranets, developed to serve the large and distributed communities • of sales reps, resellers and suppliers. Board M.I.T and Snaidero Group: A Recipe for Good Decision Making DM Review – May 2003

14. @ THE SOLUTION “The flexibility and richness of the toolkit approach, combined with its brilliant support of simulation and "what-if" scenarios made it possible to satisfy the diverse needs of multiple departments and processes with a single software tool.” Board M.I.T. produces a wide variety of outputs within the following categories: dashboards, management reports and charts, operational reports and charts, simulation models, cost control models, Web reports and charts which are fully integrated in the extranet, and output data that is exported to ASCII files to feed other systems. Board M.I.T and Snaidero Group: A Recipe for Good Decision Making DM Review – May 2003

15. Board M.I.T. offers a New, Unique and Cost Effective Way for Companies Who Want to Maximize Their BPM Implementations Shortcomings of a Typical BPM Solution Board M.I.T. Value Proposition • A complete solution requires implementation of multiple products • Requires extensive programming & scripting • Software too hard to implement, use & maintain • Requires extensive end user training • High licensing and implementation costs • Difficult to implement customer-specific solutions within a packaged application • Cannot perform complex analysis. Most existing technology is just static reporting (no simulation or “what-if” analysis) • Not built for large sets of data • All in One – single product combines all the features and functionality needed to build a complete solution • Feasibility – With an integrated environment, much more is possible than with traditional BI systems • Speed – rapid design capabilities allow efficiency, on-line modeling, quick implementation and easy adaptation to changing business needs • Simplicity – programming-free toolkit of objects you “drag-and-drop” onto the screen and quickly synchronize to the data • Versatility – can be used in various departments across an enterprise • Affordable Total Cost • Reduced development time (programming-free) • Significant reduction in maintenance • Affordable licensing model

16. Information Access and Delivery Analyze Traditional BI steps Speed Accuracy Track Deliver information “Learning gap” Adjust/Act Hypothesize Advanced analytics steps Insight Relevance Decide (Policy Hub) Model Collaborative, Decision-Making Workflow

17. Board M.I.T.: traditional and Decision-Centric BI (DCBI)in one single solution • Orenburg has focused on DCBI, in addition to information access and delivery, for almost a decade. • Orenburg's toolset for rapid development of advanced analytic applications and its extensive partner network bring DCBI to companies across industries and geographies. • Orenburg's success is attributable to the soundness of the vision of its founders and a business model that enables consultants to define and build a dynamic system that is designed to improve decision-making effectiveness. Henry Morris - IDC March, 2004