1. Revlon – Prophix story Operating since: 1932
Head office: New York City, New York
Annual revenue: $1.6 billion
Number of employees: 6,800
G/L or ERP: Microsoft Dynamics AX (originally), SAP implementation from 2014-onward
Company website:
Company background:
Revlon manufactures, markets and sells an array of cosmetics, women’s hair color, beauty tools, anti-perspirants/deodorants, fragrances, skincare and other beauty care products. The Company’s products are sold worldwide and marketed under brand names, including the Revlon ColorStay, Revlon Super Lustrous and Revlon Age Defying franchises, as well as the Almay brand, including the Almay Intense i-Color and Almay Smart Shade franchises, in cosmetics; Revlon ColorSilk in women’s hair color; Revlon in beauty tools; Mitchum anti-perspirants/deodorants; Charlie and Jean Nate in fragrances, and Ultima II and Gatineau in skincare.
Business problems that led to evaluating CPM, adopting Prophix:
IT owned this project. Revlon had data housed in several separate ERPs: Hyperion (used for forecasting), GEMMS, RPMS, and Oracle (transactional data)
They had major time constraints and struggled to consolidate data, run scenarios, conduct variance analysis, building an accurate budget that factored in IT projects with large capital expenditures
They needed to bring all of this data together in a central repository

2. Revlon – Prophix story Their Prophix solution / benefits:
They have 2 cubes, both in Detailed Planning Manager: 1) IT CapEx detailed cube, and 2) IT CapEx summary cube
Reporting
In the past, every week, IT generated a report for management that summarized IT capital expenditures (Prophix, Microsoft Dynamics AX implementations, and hundreds of other technology projects). They compiled/dumped everything into Excel. Today, that report generates automatically and distributes to the relevant parties in Excel and PDF formats
Rolling forecasts / budgeting
They use the detailed cube to forecast at the detailed, journal entry level
This allows them to produce project plans at the line item detailed level
Their larger IT forecast is a 5 year forecast. They then take snapshots of their forecast (for example, the upcoming fiscal year) to put it forward as their information management budget, which rolls into the organization’s larger financial budget
Analysis
They have 60+ projects (worth hundreds of millions of dollars) ongoing at any given time, requiring continuous tracking
They use their rolling forecast to compare life-to-date spends (spending since conception) versus budget
This tells them (on a weekly basis) whether they’re on track, whether they need to alter their plans with their projected spend or alter their timing to align with the information management budget, etc.
They run scenarios to ensure that they use their budgeted allotments
Future plans:
Potential development of a COGs planning cube to understand their costs, the profitability of their product lines, allow them to plan for seasonality

3. Supporting data: Life cycle Industry (choose all that apply)
☐ New implementation
Implementation date: ________________
☐ Preexisting customer YES
Original implementation date: Q1 2012
☐ Existing customer, upgrading
Original implementation date: ________________
Industry (choose all that apply)
☐ Agriculture, forestry, and fishing
☐ Professional services
☐ Financial services
☐ Retail YES
☐ Wholesale and distribution
☐ Telecommunications
☐ Healthcare
☐ Utilities
☐ Education
☐ Architecture, engineering, and construction
☐ Life science
☐ Transportation and logistics
☐ Manufacturing YES
☐ High tech
☐ Media and entertainment
☐ Government
☐ Non-profit

4. Supporting data: Solutions built Capabilities used ☐ Budgeting YES
☐ Automation YES
☐ Forecasting YES
☐ Prophix Mobile
☐ Reporting YES
☐ Data integration YES
☐ Strategic planning
☐ Business modeling YES
☐ Financial consolidation
☐ Microsoft platform integration YES
☐ Analysis YES
☐ Role-based security YES
☐ Profitability analysis
☐ Collaboration YES
☐ Personnel planning
☐ Flexible deployment
☐ Project planning YES
☐ Ad hoc reporting and visualization YES
☐ Revenue planning
☐ Capital expenditures planning YES
☐ Reporting and analytics
(dashboards and scorecards)