1. S.A. Business Intelligence
Team Structure
MISSION: Providing strategic and tactical support to business units in driving business decisions based on insights available in public and private datamarts
Strategic Support
Support business decision makers in strategic planning decisions regarding pricing, marketing, product mix to assist in growing and expanding the business
Tactical Support
Ad-hoc analysis of data sets to inform tactical decisions such as go/no-go decisions, placement, design choices
S.A. Business Intelligence
Data Mgmt & Technology
James Riley (WI)
Advanced
Analytics
Teresa Hsu (CA)
Market
Analytics
Jill Crystal (VA)
Functional
Groups
Overseeing datamarts, acquisition, currency, accuracy, purging, archiving
Supporting customer requests for ad-hoc and specialized analysis and reporting
Competitive analysis using primary and secondary sources (web research, SEC filings, interviews, proxy data)
Regional Leads
Business
Units
West
Donna Atch (CA)
Central
OPEN
East
Jill Crystal (VA)
Regioinal Leads act as point of contact with local clients, manage the relationship, business development, proactive and reactive support

2. Project Gold Close-Out
Project Plan: Key Stakeholders
Roy
Sandra
Kristi
Alice
Fred
Kickoff Template
Project Gold Kickoff
Project Plan
Test Case
Rube Goldberg
Project Close-Out
Project Gold Close-Out
Responsible
Accountable
Consult
Inform

3. What is a business coach?
Helps you look at the big picture
Guides you in enhancing your business skills
Provides candid feedback
Helps you identify business opportunities
Links you with other professionals
Helps you through business transitions
Listens to the problems you are facing
Helps you set goals
Encourages and motivates you

4. Sales
Sales in all regions are trending up in 2011, indicating an end to the global recession.
NA sales are the softest and recovering more slowly, perhaps because of USD exchange rates.
Europe sales expected to grow rapidly over next 3 years with new manufacturing capacity.

5. BI vs Business Reporting
Data that supports strategic decision making and helps prioritize investments
Strategic Value
Forecasts and Opportunity Mapping
Real-time tracking and reporting on threats and opportunities
Reporting against goals and benchmarks for management by exception
Pricing simulations
Product conjoint analysis
If/Then scenarios
Market sizing and timing
Multivariate analysis of mean
Analysis and Decision Support
Clean, accurate, accessible datamarts with timely and relevant data
Reports
Evolution of better decision making….
Info Mart gave us data to tell us what happened
LTV’s tell us the relative “value” to the organization
Modeling helps prioritize the marketing
Optimization actually tells us the selection based on the desired objectives and constraints
C.I.
Pricing
Market share forecasts
Ops Management
OpsView
DBS Reports
Sales Tracking
Data
InfoMart,
Active member file
DBS Extracts
Subscriptions
Looking Backward Looking Forward

6. Our Health-Care Consulting Expertise
Deep understanding of the complex physician-hospital relationships
Well-versed in health-system communications/diverse stakeholder groups
Good working relationships with internal strategy and planning
Experience with community hospitals, physicians and health systems.
Familiarity with effective models from national systems
We know the models, but more importantly, we know what models work.
Experience
Relationship-Development
Continuity
Subject-Matter Expertise
Full services from vision development through implementation
Robust in-house resources to meet project needs
Ongoing team collaboration
Integrated, in-house expertise devoted to clinical and research program development
Actively involved in industry groups and thought-leadership.
Involved in the development of national guidelines and best practices.
Title. Rewrite the slide title as a question, conclusion, thesis or list title
Signposts. All the text is the same size. Use larger text as signposts to direct people to different sections
Alternating text. Summarize the bullet points into a single statement using text smaller than the signpost
April 21, 2019

7. Poor Change Mgmt Consequences
Reduced productivity
Resist passively
Resist actively
Employee turnover
Apathy toward the environment
Disagreements about moving forward
Increased absenteeism
Lack of support for changes
Short-cutting the system
Old habits resurface
Change effort is abandoned
“Tribes” form

8. Total Circle K – Shopper Demand Indices
Trusted Brands
“Brand I Trust”*
Total Circle K – Shopper Demand Indices
Coca Cola has by far the most trusted
brands among C-Store Cola Category
shoppers
Coca Cola Shopper Profiles align
strongly with those of shoppers in
Circle K’s store locations

9. Fraud Prevention
Don't leave personal information such as your name, address, date of birth and Social Insurance Number lying around at home, in your vehicle or at work.
Choose a PIN that is difficult to guess, and never write it down or give it to anyone.
In stores, keep your card in sight at all times to prevent "skimming" or "swiping"—when a thief passes your credit card through a device that reads and records the information from the magnetic stripe.
If you notice something suspicious about a credit card device at a store or automated bank machine, report it to the merchant's head office and to your credit card issuer.
If you receive a reissued or replacement credit card, destroy the old one as soon as the new one is activated.
If you don't receive a reissue or replacement by the time your card expires, contact your credit card issuer.
Don't give out credit card information over the phone, unless you have made the call yourself and know that the party you are dealing with is legitimate.
Don't give out credit card information by . This is not secure.
Make sure the website you are using is secure before transmitting credit card information, and keep your computer firewall, anti-virus and anti-spyware systems up to date.
Lock your mailbox if possible. Also, notify the credit card company when you are going away on a trip. That way they will monitor the use of your card for any suspicious activity while you are away.

10. Sales Tools & technology project timelines
Oct
Nov
Dec
Jan
Feb
Mar Q2 Q3 Q4
Office update
Windows update
Excel update
Other desktop
app updates
Server replacements
upgrade
Mobile infrastructure
Smartphone deployment
Tablet deployment
Deploy
Build QA
Deploy*
*Indicates a tentative deployment date QA
Deploy*
Trial
Final Req
Design
Build QA
Deploy*
Solution Definition
Analysis/Design
Build QA
Deploy*
Entry Gate
Design
Build QA
Trial
Deploy*
Design
Build

11. Business & Professional Courses
Curriculum
Title
Target Audience
Duration
Suggested # of students to be trained
Estimated # of conducts
Feed back
Industry
BA Bootcamp
Business Analysts, Sr. Consultants 30
180 4
+1 in EMEA
Industry Foundations
New to 6-mths Mgr (CM, PM, PL, DL, TL) 18
250 10
Industry Advanced
Mgr. – Dir level, Prerequisite: MEP Foundations 25 50 3
Management
Embracing Change
Grp.Mgr/ Dir level, Prerequisite: 2+ yrs as people managers 16
140 2
4 (TTT)
Motivating Team Performance
Grp. Mgr/ Dir level (asking to change to incl. Sr. Cons level)
Cost covered by GHR
Sales
Sales Bootcamp
New Sales Hires 36
1 US conduct + 3 WW -
Solution Selling
New Sales Hires, New to Sales Role, Solution Architects 65
1 US conduct + 3 WW
Negotiation Skills
PM: Grp. Mgr+, BD: Grp. Mgr+
120 1
3 + 1 APAC
Managing Growth Accounts
Technology roles and that also fulfill a heavy client relationship management responsibility 24
150 ?