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2011 Budgeting, Forecasting, and Planning Survey Insight into Processes, Solutions, and Business and Finance Teams
2011BudgetingandPlanningSurvey•page2
Table of Contents
IntroductiontoQuantrix’s2011Budgeting,Forecasting,andPlanningSurvey .............3
ExecutiveSummary .....................................................................................................4
SectionOne:AboutYourForecastingandPlanningProcess .........................................5Whatbestdescribesyourorganization'sbudgetingandplanningprocess:...............................5Howfarintothefuturedoesyourstrategicplanextend?..........................................................5Howapplicableislastyear'sforecasttoyourupcomingyear'sforecast?..................................6Onaverage,howmanytimesdoyourecastyourbudget,asabusinessforecast,throughouttheyear? .....................................................................................................................................6Howmanyscenariosor"whatif"/ad‐hoctypeofforecastsareyourequiredtoprovideduringthecourseofayear? ..................................................................................................................7Howquicklydoesyourteamneedtoturnaroundrequestsforad‐hocor"what‐if"scenarios?....................................................................................................................................................7Whichofthefollowingfactorspromptsrequestsforalternativeoradditionalscenarios/ad‐hocplans? ...................................................................................................................................8
SectionTwo:AbouttheElementsInvolvedinYourBudgets,Forecasts,andPlans........9Atwhatpointdoyouexpectyourannualbudgettargetstobecomeobsolete? .......................9Whichofthefollowingdoyouuseinyourfinancialplanningandanalysisprocess? ..............12
SectionThree:AboutYourFinancialPlanningandAnalysisTeam ..............................13Whatmanageriallevelsinyourorganizationparticipateinthefinancialplanningandanalysisprocess? ....................................................................................................................................13WhatITpersonnelinyourorganizationareinvolvedinthefinancialplanningandanalysisprocess? ....................................................................................................................................14Onaverage,howmanypeopleinyourorganization,includingITandbusiness,areinvolvedinthefinancialplanningandanalysisprocess? ............................................................................15Doyoushareallorpartofyourbusiness/financialplanswithorganizationsoutsideofyourcompany,suchassuppliersandpartners? ...............................................................................17Onaverage,howmuchtimedoesyourteamspendeachmonthformattingbusiness/financialplanssothattheycanbesharedbothinternallyandexternally? ............................................17Whatpercentofyourteam'stimeisspentonthefollowingactivities? ..................................18
AboutourRespondents .............................................................................................19Whatisthesizeofyourorganization?......................................................................................19Inwhatgeographicareasdoesyourcompanydobusiness?....................................................19Pleaseselectoneanswerthatbestdescribesthemarketstowhichyousell. .........................20Pleasechooseoneitemfromthefollowinglistthatmostcloselymatchesyourtitle: ............20
AboutQuantrixModeler............................................................................................21
2011BudgetingandPlanningSurvey•page3
IntroductiontoQuantrix’s2011Budgeting,Forecasting,andPlanningSurvey Asaleadingproviderofbusinessmodelingandanalyticssolutions,Quantrixisinterestedinhowbusinessandfinanceprofessionalsdevelopaccurateandinsightfulforecasts,budgets,andplans.Thecompanysurveyeditslistofcustomersabouttheircompany’sforecastingandplanningprocess,team,andtoolsetssothatitcouldgaininsightintoindustrytrends.ThesurveywasconductedduringFebruary2011,with267responses.Respondentswereofferednoguaranteedindividualincentive,butwereabletoenterforachancetowineitheraKindleelectronicreadingdevice,ora$150USdonationtothecharityoftheirchoice.Thefollowingpageshighlightresultsfromthesurvey.Respondentsvariedacrosscompanysize,geography,andindustry;readerscanfindfurtherinformationonrespondentdemographicsstartingonpage19.Chartsrepresentaveragesacrossalldemographicresponses.Wherethedatavaryfromtheaveragesinsignificantways,moreinformationisincludedinthetext.Thissurveyusesthesetermstomeanthefollowing:
• Budget:Aone‐yearfinancialplanofdetailedrevenueandexpensesbyprofitandcostcenters,consolidatedatthecorporatelevel.
• StrategicPlan:Amulti‐yearplanusedbyanorganizationtoalignitsorganizationandbudgetstructurewithorganizationalpriorities,missions,andobjectives.Alsousedforstrategicinitiativessuchasacquisitionsormarketexpansionandtoidentifysourcesandusesofcapital.
• ScenarioPlan:Anad‐hocplantoanalyzevariationtobudgetorplansand/ortoaspecificbusinessevent/request.
• BusinessForecast:Periodic(e.g.quarterlyormonthly)revisionstobudgetsandplansbasedonactualresultsandnewdata.
• Sales&OperationsForecast:Anestimateoffutureoperationaloutcomesthatuseshistoricalinternaloperationalandsalesdatainadditiontoexternalmarketandeconomicindicators;usuallyasub‐componenttobudgetsandplansbasedonactualresultsandnewdata.
AllinformationonthesepagesisproprietarytoQuantrix,andcanbeusedwithpermissiononly.Shouldyouwishtousetextordatafromthereport,[email protected].
2011BudgetingandPlanningSurvey•page4
ExecutiveSummary
Top‐levelinformationfromtheQuantrix2011BudgetingandForecastingsurvey:
• Businessandfinanceprofessionalsspendasignificantamountoftimerecastingbudgetsandrespondingtoad‐hocqueries.Mostcompaniesreportthattheymustreworkbudgetsquarterlyandthattheymustrespondtomorethanfourrequestsforad‐hocscenariosperyear.Turnaroundtimeisimportant:onaverage,companiesrequestscenarioswithinoneweekorless,but40%ofverylargecompaniessaytheymustrespondwithin24hours.
• Sharingbudgets,forecasts,strategicplans,andothermodelswithco‐workers,
management,andexternalbusinesspartnersisincreasinglyimportantforcompaniesasthepaceofbusinessaccelerates.Thissurveydiscoveredthat,onaverage,morethan35peopleareinvolvedinthefinancialplanningandanalysisprocessandthatcompaniessharefinancialplanswithmorethan60individuals.Companieswithmorethan5,000employeesworkwithmorethan335peopleintheprocess,andshareplanswithmorethan350peoplewithintheirorganization.
• Businessandfinanceprofessionalsarespendingalotoftimeonroutine,administrative
tasks,ratherthanonin‐depthanalysis:Approximatelytwo‐thirdsoftheirtimeisspentadministeringtheoverallprocessandcollectingandvalidatingdata.Onlyforonethirdofthetimearetheyactuallyconductingvalue‐addedanalysis.
• Themostimportantdriverforthecreationofscenariosandadhocplansis“variance
fromforecast”.Sinceprofessionalsarespendingtwo‐thirdsoftheirtimeonroutinetasksratherthanvalue‐addanalysis,whatisbeingsacrificedisquality.Ideally,companiesshouldbeplacingmoreimportanceonthebusinessfactorsdrivingscenarios/adhocplansratherthanonthecurrentplanbeingwrong.
Thefinancialplanningandanalysisprocessinvolvesacomplexarrayofpeopleandtools,andtoomuchtimeandeffortiswastedinnon‐essentialtasks.Thesepressurescanonlybeovercomewithrobusttoolsetsthatenableprofessionalstogather,analyze,model,andsharedataefficientlyandeffectively.
2011BudgetingandPlanningSurvey•page5
SectionOne:AboutYourForecastingandPlanningProcess
Whatbestdescribesyourorganization'sbudgetingandplanningprocess:
Mostrespondentstothesurveyreportthattheydevelopastrategicplanthatincorporatesabudget.Whilethisenablescompaniestohaveonlyonemodelforbusinessandfinancepurposes,itcanbecomeextremelylargeandcomplex.Verylargecompanies(thosewithmorethan5,000employees)reportthattheyrelyonbothbudgetsandstrategicplans:65%reporttheyuseboth,comparedwith46%ofrespondentsfromallcompanysizes.Companiesthatselltoconsumers(B‐to‐C)aremorelikelytohavebothabudgetandastrategicplan(57.1%)thanthosethatselltootherbusinesses(B‐to‐B).
Howfarintothefuturedoesyourstrategicplanextend?
Themajorityofrespondentstothesurveyreportthattheirstrategicplansextendforthreeyearsormore.Notsurprisingly,verylargecompanies(thosewithmorethan5,000employees)developlong‐termstrategicplans:55%ofthesecompanieshaveplansthatextendfouryearsormore,comparedwith32%atcompaniesofallsizes.
Ourcompanyhasjustabudget.
Ourcompanyhasbothabudgetandastrategic(muli‐year)plan.
Ourcompanyhasastrategicplanthatincorporatesabudgetforthenextfiscalyear.
Ourcompanyhasastrategicplanbuthaseliminated,orneverusesabudget.
Oneyear
Twoyears
Threeyears
Fouryearsormore
22%
46%
28%
4%
20%
16%
32%
32%
2011BudgetingandPlanningSurvey•page6
Howapplicableislastyear'sforecasttoyourupcomingyear'sforecast?1=notapplicable;2=somewhatapplicable;3=extremelyapplicable
Averageanswer:2.2Theaverageanswerwas2.2–slightlymorethan“somewhat”applicable.Asthepaceofbusinessaccelerates,companiesneedrobustmodelingandanalyticssolutionstodevelopaccurateandinsightfulforecasts–theycannolongerrelyonlastyear’sinformationasastrongguide.
Onaverage,howmanytimesdoyourecastyourbudget,asabusinessforecast,throughouttheyear?
Onceayearisstillthemostcommontimeframeforthebudgetingcycle,withmorethanhalfofallrespondentsreportingthattheyrecasttheirbudgetsquarterly.Verylargecompanies(thosewithmorethan5,000employees)andcompaniesthatselltoconsumers(B‐to‐C)reportthattheyrecasttheirbudgetmorefrequently:35%ofverylargecompanies,and32%ofB‐to‐Ccompaniesreportmonthlyrevisions,comparedwith21%acrossallcompanysizesandsalesstrategies.
Monthly
Quarterly
Annually
Never
21%
53%
17%10%
2011BudgetingandPlanningSurvey•page7
Howmanyscenariosor"whatif"/ad‐hoctypeofforecastsareyourequiredtoprovideduringthecourseofayear?
Thetoptwocategoriesforrespondentswere4‐6scenariosperyearand1‐3scenariosperyear.Verylargecompanies(thosewith5,000ormoreemployees)andverysmallcompanies(thosewithlessthan50employees)actuallygeneratemorescenariosthantheaverage:Morethan25%ofsmallcompaniesand30%ofverylargecompaniesgenerate12+scenariosperyearasopposedtothe17%averageforcompaniesofallsizes.
Howquicklydoesyourteamneedtoturnaroundrequestsforad‐hocor"what‐if"scenarios?
Themajorityofrespondentsreportthattheymustprovidead‐hocscenarioswithinoneweek–ashorttimeframefordetailedinsightandanalysis.Verylargecompanies(with5,000ormore
12+scenariosperyear
7‐11scenariosperyear
4‐6scenariosperyear
1‐3scenariosperyear
Wedonotprovidead‐hocscenarios
Within24hours
Withinoneweek
Withintwoweeks
Onemonthormore
Wedonotprovidead‐hocscenarios
17%
7%
29%
29%
18%
23%
40%11%
10%
16%
2011BudgetingandPlanningSurvey•page8
employees)andverysmallcompanies(thosewith50employeesorless)actuallyneedtoprovidefasterresponsethantheaverage:40%ofverylargecompaniesand27%ofverysmallcompaniessaytheyneedtorespondtoquerieswithin24hours,comparedwith23%ofallcompanies.Business‐to‐consumercompanies(B‐to‐C)reportthehighestneedforfastturnaround,with42.8%reportingtheyneedtorespondwithin24hours.
Whichofthefollowingfactorspromptsrequestsforalternativeoradditionalscenarios/ad‐hocplans?
Byfar,thebiggestpromptforadditionalscenariosisavariancefromforecast;companiesrelyonalternativeviewswhentheirexpectationsarenotmet.While71.6%ofcompaniesofallsizesreportthatvariancefromforecastdrivesanewscenario,85%ofverylargecompaniesreportthesame.Andwhile33%ofallcompaniesreportthatcompetitiondrivesanewplan,50%ofverylargecompaniessayit’saprompt.Notsurprisingly,plansofverylargecompaniesalsoaremoreinfluencedbycurrencyrates,with45%indicatingthatchangingcurrencyrateswillpromptanewplanversus23.4%ofcompaniesofallsizes.
0 10 20 30 40 50 60 70 80
Variancefromforecast
Newcompeitororcompeiivebehavior
Newmarket
Newproduct
Changingcommodityprices
Changingcurrencyrates
2011BudgetingandPlanningSurvey•page9
SectionTwo:AbouttheElementsInvolvedinYourBudgets,Forecasts,andPlans
Atwhatpointdoyouexpectyourannualbudgettargetstobecomeobsolete?
Companiescontinuetodevelopbudgets,butmorethanhalfofrespondentsreportthatatsomepointwithintheyear,theybecomeobsolete.Morethanathirdofrespondentssaythatthishappenswithinthefirstsixmonthsoftheyear.Thesedatasupportanimportantconceptinbusinessandfinanceforecastingandplanning:thefutureisuncertain,andtheplayingfieldisawayschanging.Businesspeoplewithdomainknowledgeandskillsneedflexibletoolsthatenablethemtoreworkplansinrealtimeinordertomaintainacompetitiveadvantage.AsDwightEisenhowersaid,“Plansareworthless,butplanningiseverything.”Ascompaniescontinuetostepupthepaceoftheirplanningactivity,theyneedtoolstosupportthisdynamicprocess.
Beforeyearbeginstheyarealreadyobsolete
Onetothreemonthswithinthefiscalyear
Fourtosixmonthswithinthefiscalyear
Seventoninemonthswithinthefiscalyear
10to12monthswithinthefiscalyear
Never,theyarealwaysuseful
9%
19%
20%11%6%
35%
2011BudgetingandPlanningSurvey•page10
Howimportantarethefollowingmarketforcesandbusinessdriverstoyourforecast?(Currentvs.NextYear;Scale:1=VeryImportant,2=SomewhatImportant,3=NotImportant)
Answerstothisquestionsupportreportscitingtheendtotheglobalrecession;themostimportantbusinessdriverforthesurveyrespondents,bothcurrentlyandanticipatedfornextyear,ispreparingforgrowth.Therewasverylittledistinctionintherankingofthesefactorsacrossalldemographics,withcompaniesofallsizesandsalesstrategiesreportingsimilarresults.Year‐to‐yearvariancesalsowerenotsignificantamongrespondents.
0 0.5 1 1.5 2 2.5 3
Downsizing
PreparingforGrowth
Outsourcing
CostCuqng
ChannelExpansion
CapitalPurchases
MulinaionalPoliicalEvents
CurrencyFluctuaion
CompeiiveAcions
CommodityPricing
NextYear
Current
2011BudgetingandPlanningSurvey•page11
PleaserankthefollowingfactorsintermsofhowmuchofanINFORMATIONchallengetheypresenttoyourabilitytodevelopaccurate,insightfulforecasts,plans,andbudgets.(Scaleof1–5,Where1=LeastChallenging)
Businessandfinanceprofessionalswillnotbesurprisedtolearnthatintermsofgatheringinformation,nopartoftheprocessiseasy.Respondentsreportedthatgettingaccesstotherightpeoplewastheeasiestpartoftheequation,butgettingcomprehensive,reliabledataontimewasproblematicforallrespondents.PleaserankthefollowingfactorsintermsofhowmuchofaTECHNICALchallengetheypresenttoyourabilitytodevelopaccurate,insightfulforecasts,plans,andbudgets.(Scaleof1‐5,Where1=LeastChallenging)
Asinthepreviouschartthatlistedinformationalchallenges,companiesreportacross‐the‐boardtechnicalchallengesinpreparingbudgetsandforecasts.Byfarthelargestchallengeisin
0 0.5 1 1.5 2 2.5 3
Geqngaccesstotherightpeopleforinformaion.
Geqngreliabledata.
Geqngcomprehensivedata.
Geqngdatainaimelyfashion.
2.5 2.6 2.7 2.8 2.9 3 3.1 3.2 3.3 3.4
Overcominginternaldatasilos/needto"rollup"mulipleandinconsistentsourcesofdata
throughouttheorganizaion.
Customprogrammingrequiredtoaccessinternaldata.
Abilitytoviewdatainmulipledimensions(e.g.,byregion,productgroup,division,country,etc.)
Decipheringplanningmodel'sformulasand/ordatasources.
Replicaionoferrorsinlegacydatabases/planningtools
2011BudgetingandPlanningSurvey•page12
managingthemultipleandinconsistentsourcesofdatatheyencounter.Followingthatarethechallengesinvolvedindecipheringtheunderlyingformulasanddatasourcesofmodels.Verylargecompanies(thosewithmorethan5,000employees)reportthatovercominginternaldatasilosisexceptionallychallenging:theaverageresponserankeditat3.9ona5‐pointscale,comparedwiththeaveragerankof3.3acrossallcompanysizes.
Whichofthefollowingdoyouuseinyourfinancialplanningandanalysisprocess?
Thechallengesofusingdesktopspreadsheettoolsaresignificantandwellknown:theyareerror‐prone,createdatasilos,arenottransparent,andhaveissueswithscalability.However,theycontinuetobewidelyusedbyrespondents,withmorethan90%reportingthattheyareusedintheirfinancialplanningandanalysisprocess–90%ofverylargecompaniesrelyonthistool,rightontargetwiththe90.4%across‐the‐boardaverage.Notsurprisingly,smallercompaniesdonotrelyonERPsoftwareasmuchastheirpeersatlargercompanies:9%ofverysmallcompanies(lessthan50employees)reportusingthissoftware,comparedwith45%ofverylargecompanies(morethan5,000employees)and22%ofcompaniesofallsizes.
0 10 20 30 40 50 60 70 80 90 100
Spreadsheets(e.g.Excel)
Mulidimensionalbusinessmodelingtools(e.g.Quantrix)
ERPbudgeingmodule
Standalonebudgeingandplanningtool
Businessintelligencetools
2011BudgetingandPlanningSurvey•page13
SectionThree:AboutYourFinancialPlanningandAnalysisTeam
Whatmanageriallevelsinyourorganizationparticipateinthefinancialplanningandanalysisprocess?
Budgeting,forecasting,andplanningrequirestheinsightofallmanageriallevels:respondentstothesurveyreportthateveryone,fromtheCEOtoregionalandproductmanagers,isinvolvedinthefinancialplanningandanalysisprocess.Thisprocesscontinuestobecomplex,torequiretheinputofavarietyofpeoplewithinacompany,andshowsnosignsofabating.
0 10 20 30 40 50 60 70 80 90
CEO
CFO
Controller
DepartmentalManagers
GeneralManagers
RegionalManagers
ProductManagers
ChannelManagers
Sales&Markeing
Financialplanners
2011BudgetingandPlanningSurvey•page14
WhatITpersonnelinyourorganizationareinvolvedinthefinancialplanningandanalysisprocess?
ITislessinvolvedinbudgetingandforecastingthanbusinessprofessionals,butmorethanhalfofrespondentscitesomelevelofITinvolvement,fromchoosingtoolsetstoextractingdata.Companiesthatselltoconsumers(B‐to‐C)relymoreontheirITdepartmentsinthefinancialplanningprocessthanotherbusinesses.While48.8%ofallcompaniesreportthatITisnotinvolvedintheirplanningprocess,only42.8%ofB‐to‐Cfirmssaythesame.
0 10 20 30 40 50 60
CIOandupper‐levelITtochooseanddeploytoolsets.
ITmanagementtodetermineandimplementsecurityprotocols.
ITmanagementandstafftoestablishprocessfordataaccess.
ITstafftoprograminterfacesusedtoextractdatafromdatawarehouses.
ITisnotinvolvedinmycompany'splanningprocess.
2011BudgetingandPlanningSurvey•page15
Onaverage,howmanypeopleinyourorganization,includingITandbusiness,areinvolvedinthefinancialplanningandanalysisprocess?
35.46–averageacrossallrespondents
CompanySize
#ofPeopleInvolved
Oneofthebiggestchallengesinthefinancialanalysisandplanningprocessismanagingthenumberofpeopleinvolved.Acrossallcompanydemographics,theaveragenumberismorethan35.Thelargerthecompany,themorepeopleareinvolved:Verylargecompanies(withmorethan5,000employees)reportthatcloseto350peopleareinvolvedintheFP&Aprocess,astaggeringnumberofindividualstotrack,inform,andinteractwith.
0 50 100 150 200 250 300 350 400
<50
51‐100
101‐1,000
1,001‐5,000
>5,001
2011BudgetingandPlanningSurvey•page16
Onaverage,withhowmanypeoplewithinyourorganizationdoyousharefinancialplans?(e.g.,CEO,boardofdirectors,countrymanagers,salesmanagers,etc.)
63.38–averageacrossallrespondentsCompanySize
#ofPeopleInvolved
Oncebudgets,forecasts,andplansaredeveloped,businessandfinanceprofessionalsneedtosharethemwithasignificantnumberofpeoplewithintheirorganization.Thisfactorshouldbeaprimaryconcernwhenchoosingsolutions–professionalsmustbeabletosharedataeasily,andwithoutrequiringtheinstallationofspecializedsoftwaretoolsets.Thelargerthecompany,themorepeopleareinvolved.Atcompanieswithmorethan5,000employees,morethan350peoplereceivetheplans;companieswithbetween100and1,000employeessharewithmorethan100people.Evensmallcompaniesneedtoshareplans:thosewithlessthan50employeessharewith14people,andthosewithbetween50and100employeessharewith15.
0 50 100 150 200 250 300 350 400
<50
51‐100
101‐1,000
1,001‐5,000
>5,001
2011BudgetingandPlanningSurvey•page17
Doyoushareallorpartofyourbusiness/financialplanswithorganizationsoutsideofyourcompany,suchassuppliersandpartners?
Lessthanone‐quarterofcompaniessurveyedsharetheirbusinessandfinancialplanswithpeopleoutsideofthecompany.However,theresponsestothisquestiondiffersignificantlybetweenthosecompaniesthatselltoconsumers(B‐to‐C)andthosethatselltootherbusinesses(B‐to‐B):While23%ofallcompaniesshareplansexternally,14.2%ofB‐to‐Cfirmsand25.6%ofB‐to‐Bfirmsshare.
Onaverage,howmuchtimedoesyourteamspendeachmonthformattingbusiness/financialplanssothattheycanbesharedbothinternallyandexternally?
Thelargerthecompany,themoretimeitspendsformattingplansforsharing:25.9%ofcompaniesbetween100and1,000employeesindicatedtheyspendbetween11and20hourspermonthformattingplansforsharing,comparedwith21%acrosscompaniesofallsizes.And23.8%ofcompaniesbetween1,000and5,000employeesindicatetheyspendmorethan20hoursamonthonthistask,comparedwith16%ofresponsesfromallcompanysizes.Business‐to‐consumerfirmsalsospendalotoftimeformattingdata:21.4%ofthesefirmssaytheyspendmorethan20hourspermonthonthistask.
Yes,wesharefinancialplansexternally
No,wedonotsharefinancialplansexternally
Wehavenotsharedplansinthepastbutplanondoingsointhefuture
Lessthan5hourspermonth
Between6and10hourspermonth
Between11and20hourspermonth
Morethan20hourspermonth
23%
71%
7%
37%
27%
21%
16%
2011BudgetingandPlanningSurvey•page18
Whatpercentofyourteam'stimeisspentonthefollowingactivities?
Whilecompaniesmightbesurprisedathowtheirhighlytrainedbusinessandfinancialprofessionalsspendtheirtime,theindividualsthemselveswillnotbe:onaverage,theyspendmorethantwo‐thirdsoftheirtimeontheroutineaspectsofcollectingandvalidatingdataandadministeringthefinancialprocessratherthanonconductingthevalue‐addedanalysisrequiredtogenerateinsightfulandmeaningfulbudgets,forecasts,andplans.Companiesclearlywouldbenefitfromadvancedtoolsetsthatdrivetimeoutoftheadministrativeaspectsofthefinancialplanningandanalysisprocessandenablemoretimeforstrategicanalysis.
CollecingandValidaingData
AdministeringProcess
ConducingValue‐AddedAnalysis
36%
28%
31%
2011BudgetingandPlanningSurvey•page19
AboutourRespondentsTotalnumberofresponses:267
Whatisthesizeofyourorganization?
Inwhatgeographicareasdoesyourcompanydobusiness?
Lessthan50employees
50to100employees
101to1,000employees
1,001to5,000employees
Morethan5,000employees
0 10 20 30 40 50 60
NorthAmerica
LainAmerica
Europe
Africa
Asia
Oceania
32%
13%31%
12%12%
2011BudgetingandPlanningSurvey•page20
Pleaseselectoneanswerthatbestdescribesthemarketstowhichyousell.
Pleasechooseoneitemfromthefollowinglistthatmostcloselymatchesyourtitle:
Businesstobusiness
Businesstoconsumer
Bothbusinesstobusinessandbusinesstoconsumer
0 5 10 15 20 25 30
CEO
CFO
CIO/ITManagement
Controller
DepartmentalManager
OtherManagerial
Sales&Markeing
FP&A
45%
16%
39%
2011BudgetingandPlanningSurvey•page21
AboutQuantrixModelerQuantrixModeler’smultidimensionalbusinessmodelingandanalytics(BMA)softwareenablesfinancialprofessionalstobreakawayfromtherestrictionsofspreadsheettechnologyandenterprisebusinessintelligenceapplicationstoquicklydevelopfinancialmodelsofthehighestintegrity,flexibility,andtransparency.QuantrixModelerisadesktopbusinessmodelingandanalytics(BMA)softwaresolutionthatenablesfinancialandbusinessplannerstounderstandtheimpactofdecisionsthroughmulti‐dimensionalmodeling,visualizations,and“whatif”scenarios.Quantrixhasreleasedversion4.0ofQuantrixModeler.KeynewfeaturesincludetheabilitytopublishmodelstotheQloud,dramaticimprovementincalculationspeed,andtheabilityforuserstowritetheirownscriptstodrivemodels.Sharingbudgets,forecasts,strategicplans,andothermodelswithco‐workers,management,andexternalbusinesspartnershasbecomeincreasinglyimportantforcompaniesasthepaceofbusinessaccelerates.Asthissurveyhasdiscovered,onaverage,morethan35peopleareinvolvedinthefinancialplanningandanalysisprocessandcompaniessharefinancialplanswithmorethan60individuals.FeaturesofQuantrixModeler4.0include:
ShareModelsviaQuantrixQloud–ThenewversionenablesuserstopublishbusinessandfinancialmodelstotheQuantrixQloud,apublishingserverhostedbyQuantrix.Userscaninvitecolleaguesorclientstosecurelyviewmodelsortheycanmakemodelsavailabletothegeneralpublic.Individualsloginviaawebbrowser,anddonotneedtoinstalltheQuantrixModelerapplicationtoviewmodels.
SpeedCalculationbyUpto85%–Version4.0includesanewcalculationstrategythatcandramaticallyimprovethetimeittakesforamodeltocalculate.Inadditiontothecell‐by‐cellcalculationstrategy,Version4.0offersarange‐basedapproach.Quantrixloggedspeedimprovementsofbetween50and85percentduringinternaltestingonmodelsthatcontainedupto21millioncells.
CustomizeModelActionswithScripting–ThenewversionusesaJavalanguagecalledGroovyScriptsthatenablesuserstowritescriptstodrivemodels.Userscannowdevelopmini‐applications,addcustommenuitems,createcanvasbuttons,andeditactionsandfunctions.
Quantrixversion4.0isavailableforbothWindowsandMacintoshplatforms.VisittheQuantrixwebsitetodownloadatrial,viewawebinarofthenewfeaturesandfunctionsofversion4.0,ortoviewamodelpublishedontheQuantrixQloud.