IDS Scheer CIO BI Strategies

8/8/2019 IDS Scheer CIO BI Strategies

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A SearchCIO.com E book

1 NEXT-GENERATION BI STRATEGIES SEARCHCIO.COM

I N S I D E :

2BusinessandIT Must Alignon BI Strategy

5Leveraging

ExistingToolsorBetter BAM

9FiveTips for a

New BI System

14Bringing

Analytics BackIn-House

NEXT GENERATION

BISTRATEGIES

Business intelligence is critical tomany initiatives. Therefore, CIOs need to

pay special attention to changes in the business. Learn more about the latest BIsystems and how they can help meet thechanging needs of the business.


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IT and the businessunits must agree ontools, strategy andprocesses to achievebusiness intelligencesuccess.

BUSINESS INTELLIGENCE (BI) remains atop investment priority for companiesof all sizes, but there are disconnectsbetween these investments and thebusiness value derived. In fact, only15% to 20% of business users inorganizations that have a businessintelligence strategy are actually usingBI tools, according to Gartner Inc.

Analysts and attendees at this

years Gartner Business IntelligenceSummit pointed to a host of reasonsfor this disconnect: a lack of partner-ship between IT and the business sideof the house, users comfort with thetools they already know such asspreadsheets, a fragmented corporatestrategy with business units making

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CHAPTER 1Business andIT Must Alignon BI Strategy

CHAPTER 2Leveraging

Existing Toolsor Better BAM

CHAPTER 3Five Tips for a

New BI System

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Business and IT Must

Align on BI StrategyBy Christina Torode

their own BI tool and strategy deci-sions, no connection between BI andbusiness processes, and no gover-

nance over BIor too much.BI grew up departmentally youhave 100 [users] moving independ-ently. And then again, other organiza-tions have the problem of centralizedBI that creates a bottleneck of userswanting their business needs met,says John Van Decker, an analyst atStamford, Conn.-based Gartner.

Yet despite any departmental, C-level or IT bureaucracy, BI initiativesare moving forward.

Business intelligence is the one andonly area Sappi Ltd., a global pulp andpaper company group based in Johan-nesburg, South Africa, is investing infrom an IT perspective this year inNorth America.

We have the tools in place, and we

need to prove the value of [BI] now ,says Peggy Griffith, area manager ofIT regional applications and BI out ofSouth Portland, Maine.

Her company is consolidating fourBI tools down to oneand proving thevalue of a business intelligence strate-gy in areas such as logistics and


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inventory. Too much inventory is anextreme expense, Griffith says. Wedont need extreme real-time [infor-mation], but we need enough data toplan ahead.

Like Sappi, VWR International LLC,a global laboratory supply and distri-bution company based in WestChester, Pa., wants to connect users tothe right tools. We have a number oftoolsSQL Server, SAP and so on,says Erik Kunz, a BI architect at VWR.We have a lot of data, but we need to

provide smart data, or the right data,to make the right decisions.The right data needs to be deter-

mined through a collective effort. IT iscoming around the business sideneeds to come around, too, meet ushalfway to figure out how to get theright data to the right people, he says.

Meeting halfway is not always real-istic when IT and business users donot see eye to eye, but there is hopefor those who start with a BI pilot.

The obstacle for Allstate InsuranceCo. is similar to many when it comesto a BI strategy: Business users pro-claim they dont need help, they arehappy with the analytical tools theyreusing and dont want to learn newones, says Tim Acre, senior managerof BI at Northbrook, Ill.-based Allstate.

Using a number of BI tools, includ-ing SAP and Oracle, the IT team atAllstate centralized customer com-plaints so any approved user can drilldown from a dashboard to a com-

plaint, even to the point of the com-plaint verbatim. Previously, the cus-tomer complaint data was put in adatabase and queried ad hoc.

It was a big aha for business usersand IT to see how the two can worktogether, Acre says. The lights wenton and now [business users] are ask-ing for new projects to the point thatwe need to prioritize. I

Christina Torode is a senior news writer for Search-CIO.com. Write to her at [email protected] .

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We have a lot of data, but we need to providesmart data, or theright data, to makethe right decisions.ERIK KUNZ ,BI architect, VWR International LLC

BI TOOLS VS. MICROSOFT EXCEL SPREADSHEETS

In this SearchCIO.com podcast , our expert discusses the differences between BI tools and Excel spreadsheets and how they can be usedtogether in the enterprise to gather and analyze data.
http://searchcio.techtarget.com/generic/0,295582,sid182_gci1344289,00.htmlhttp://searchcio.techtarget.com/generic/0,295582,sid182_gci1344289,00.htmlhttp://searchcio.techtarget.com/generic/0,295582,sid182_gci1344289,00.html


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CIOs are usingexisting BI andmonitoring toolsto provide userswith real-timedata.

WITH SO MANY up-and-coming virtualdesktop technologies available, theresno better time to try them as you re-centralize desktops during a refreshcycle. Are you worried about howusers will react to the possibility oflosing their local computers? Do youknow that you cant afford to continuemanaging desktops as you have in thepast?

Analyzing business activity data incloser to real time, whether to identifyand reduce cost centers in a given dayor monitor customer response to anew marketing campaign, is helpingbusinesses respond to the economicrecession. And some CIOs are utiliz-ing existing investments to add this

functionalitywhich users call busi-ness activity monitoring (BAM), oper-ational business intelligence (BI) and

event-driven software.Some CIOs and analysts suggesta range of solutions, including datastreams integrated in MicrosoftSharePoint, mobile data integratedwith business intelligence portals andmodestly priced monitoring tools.

Business activity monitoring cananalyze large-volume transactionsdown to the second, or even fractionsof a second, but costs from $300,000to $500,000 for software, with anadditional 20% cost for maintenance,says Bill Gassman, a research directorat Stamford, Conn.-based Gartner Inc.Plus, the closer you get to real time,the more you have to upgrade yourinfrastructure and change businessprocesses so you can use that data

effectively.Thus, Companies often start off alot smaller than that, and they can dosome very simple projects with the BItools they already have, Gassmansays.

Take Euro Disney SCA, which usedFTP, an existing BusinessObjects por-

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tal and scanners placed around thepark to display, in 15-minute intervals,where visitors were gathering, Gass-man says. This real-time businessactivity monitoring approach, withBusinessObjects portal views dis-played in employee workroom areas,allowed employees to see where theywere most needed. Alerts were alsosent to employee mobile deviceswhen ride lines became too long.

Such projects have immediate pay-backs in terms of better customer

service, which is why tactical projectsare popular right now, says ColinWhite, president and founder of con-sulting firm BI Research in Ashland,Ore.

The biggest growth area for opera-tional BI is using it for short-term cost-benefit projects. People are focusedon tactical projects that address spe-cific business units and performancecost centers, he says. Operational BIis also used in fraud detection and riskanalysis.

That was the case at a nationalrecord store, which set up a systemto monitor cashiers because manage-ment suspected some workers weregiving friends steep discounts,Gassman says. As cashiers sold mer-chandise, the transactions from theirpoint-of-sale (POS) terminals, includ-ing discount percentages, were col-lected and aggregated across 12stores on a SharePoint server formanagement to view.

Over time, the store morphed thepractice from fraud detection to real-

time sales monitoring, integrating thePOS sales data on the SharePoint por-tal with information from store scan-ners that counted the number of cus-tomers coming into the record stores.Employees could look at a SharePointportal in the backroom and see, forexample, that the Boston store had a60% conversion rate (turning peoplewalking in the door into paying cus-tomers); Chicago had a rate of 30%;and Seattle 60%.

Employees turned this into a con-

test, and management let employeesexperiment with placement of mer-chandise, putting the top 10 DVDs inthe front versus the back of the store,for example, and then they wouldcheck data to see how that worked,Gassman says. It turned into an infor-mation democracy.

A level information playing field isalso under way at WildBlue Commu-nications Inc., a satellite broadbandservice provider in Greenwood Village,Colo., with 400,000 subscribers.

CIO Mike Casullo wants to elimi-nate paper reports and give everyonein the company access. We are corre-lating data in different [display] for-mats from the bottom up, so the CEOreceives the same data as everyoneelse, Casullo says.

To monitor a range of data, from ITsystems performance to customerperformance, the application develop-ment team started building monitor-ing capabilities into its custom appli-cations. WildBlue also recentlyinvested in HQ Enterprise, a business

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service monitoring tool developed byHyperic Inc. that monitors Web appli-cation infrastructures, including oper-ating systems, virtual machines, appli-cation servers, Web servers,databases, messaging servers andauthentication systems.

The Hyperic enterprise edition,called HQ Enterprise, starts at $300per production server and $200 fornonproduction servers and networkdevices per year. Volume discountsstart at 25 servers and prices include

support, upgrades and new releases,according to a Hyperic spokeswoman.Gathering data is something I live

and breathe every day, Casullo says.If you buy or develop a product for$50,000, how do you know its doingwhat its supposed to do? The onlyway to do that is with some type ofmonitoring and if you can deliverdata first [on the performance of aproduct], before the business asksfor it, you win.

WHERE BAM MEETS BPM

There are other ways to get morebangs from bucks already spent onbusiness intelligence and other soft-ware investments, such as speedingup the refresh or update cycles of thedata warehouse for closer to real-timemonitoring. CIOs can also tap enter-prise application integration productsthat are already installed, such asproducts developed by IBM, OracleCorp. and Tibco Software Inc. Theseproducts have analytic capabilities

within their application integration,BI and operational software products,as well as BAM capabilities viaservice-oriented, workflow andbusiness process management (BPM)functionalities, White says.

The real value from business activitymonitoring comes from combining itwith BPM suites, because monitoringwhats happening in your businessprocesses can prevent problems ordetect them early. BAM is most val-uable when it is combined with pro-

cesses, and you dont need a processorchestration engine to have BAM,Gassman says.

Some BPM suite vendors are broad-ening their offerings to include busi-ness activity monitoring, Gassmansays. These include IBM, Software AGand Progress Software Corp., with itsApama tool for building event-drivenapplications.

A growing number of BI applicationvendors such as IBM Cognos, SAPBusinessObjects and Oracle Hyperion,as well as data warehouse vendor Tera-data Corp., are developing appliancesfor BI applications that include real-time operations monitoring, Whitesays. This gives companies a com-bined hardware and software solutionthat is easier to set up and put intoproduction on low-cost hardware, ver-sus installing operational BI applica-tions that require high-performancehardware and software, White says. I

Christina Torode is a senior news writer for Search-CIO.com. Write to her at [email protected] .

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Business intelligencecontinues to topmany CIOs agendas.But theyll have tolook at BI differentlymoving forward.Leading analystsoffer five pointers

for getting it right.

NO ONE WOULD call business intelli-gence (BI) a new star in the technolo-gy lineup like, say, cloud computing.But technical advancements that letusers build their own reports without

the mediation of IT experts, an explo-sion in data and, yes, an economy inrecession, have conferred A-list statuson BI systems. The BI solution oftomorrow, however, is not made up ofthe disparate tools and dysfunctionalprocesses that have torpedoed manya BI effort in the past. A BI system

should give users new capabilities andhelp build an information-centricenterprise.

BI done right is expensive and com-plex. Two analysts who chew on BIissues for a living offer up five ques-tions to ask about your current strate-gy before you take on a new BI initia-tive.

HOW GOOD IS THE DATA?

Unfortunately, data managementstrategies, unlike fancy interfaces ordistributed computing, have gottenthe short end of the stick for the last10 years, says Chris Howard, an ana-lyst at Burton Group Inc. in Midvale,Utah.

Data management is complicatedbecause data in most large enterpris-es is such a mess. It is easy enough to

generate reports, but data withouteffective data management is rarelyinformation in the larger sense, hesays. If the intention with BI is todrive business decisions, then thedata exposed by BI must be of highintegrity. He says in his view, theaim should be to get as much data

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Chapter 3

exposed to XML as possible and runXQuery on top of it.

But, he adds, you dont have to per-fect data management to start on BI.Its not like you have to eat all thepeas on your plate before you moveto the turkey.

Poor data quality will lead to poordecisions, Hostmann agrees. Organi-zations must establish a process orset of automated controls to identifydata quality issues in incoming dataand to block low-quality data from

entering the data warehouse. Imple-ment the process using custom code,data quality technology, paged dataintegration tools or a combination ofthese.

Remember, data quality cannot besolved by the IT department with atool. Bill Hostmann, an analyst atStamford, Conn.-based Gartner Inc.,says business users must be engagedto determine what is good enoughin terms of data quality. And dontmistake data accuracy for relevance.That leads to the next big uh-oh.

IS THE DATA TRANSPARENT?

Whipping data into shape means hav-ing expert data modelers who alsodouble as great ambassadors,Howard says. Theyre going to spendmost of their time working with thebusiness guys who understand howthe data is intended to be used.

You need strong executive leader-ship to drive the business lines. Thebiggest problem with BI has always

been getting the business lines toagree on what can be made common,Howard says. Private wealth bankers

tend not to want to share with thecompanys retail bankers, for example.From an infrastructure perspective, itis important to try to normalize thatrelationship.

Hostmann calls the phenomenonmanagers dancing with the num-bers, flaw No. 2 on his list of BI mis-takes.

Managers dont want other peopleto look at their numbers. They talkabout compliance and governance,valid reasons. But generally they likethe opportunity to spin the numbersthemselves. They dont want to havetransparency by a dashboard or score-card or report. They want to go intothe monthly executive-level meeting


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Managers dont wantother people to look attheir numbers. They talkabout compliance andgovernance, valid rea-sons. But generally theylike the opportunityto spin the numbersthemselves.

BILL HOSTMANN,Analyst, Gartner Inc.


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with slides and dance their numbers.Do your company a favor. Trans-

parency correlates with better busi-ness performance. Its up to the busi-ness to say those monthly reviewmeetings will be based on the follow-ing sets of questions and the followingsets of data. Find strong businesssponsors who believe in a fact-basedapproach to management and IT peo-ple who can map agreed-upon metricsto the data, Hostmann says. Man-agers who dont agree that is the right

data should get the opportunity to fixit. And that is the best way to get todata quality.

HOW MANY PLATFORMS

DO YOU HAVE?

Many of the big vendor packagesOracle Corp. or SAP AGcome witha BI solution. As a result, you unwit-tingly end up with multiple BI solu-tions in your infrastructure that dontwork well together, Howard says.The issue becomes how do you cre-ate an uber-BI that gives you a consol-idated view of all your processes andtransactions.

Hostmann says enterprises oftenmistakenly assume that the bestoption is to buy a BI system from theirstandard ERP vendor. Indeed, the erroris one of the nine fatal flaws Host-mann and colleagues urged clients toavoid in their recent research reporton BI. (The first fatal flaw: believingthere are only nine fatal flaws, Host-mann jokes.)

There is plenty of pressure to gowith the standard vendor. The CFOwho authorized millions of dollars forERP may balk at spending more for BIand corporate performance manage-ment tools. But one-stop shoppingdoesnt necessarily lower the totalcost of ownership, Hostmann says,or deliver the best fit for your enter-prises needs. Determine which BIfunctions are delivered by your enter-prise application vendor and comparethese functions with those offered by

other BI system vendors.

WHOS GONNA PAY?

After youve shelled out for your BIsoftware, expect to pay three to fivetimes that in implementing it. Busi-ness intelligence is expensive, anotherreason for taking full measure of thepolitical implications tied to this busi-ness initiative. Implementing BIinvolves multiple IT initiatives, asmentioned, and more than a dozenbusiness and IT managers. Gartnerstrongly recommends that organiza-tions form a BI competency centerthat brings together the business user,analysts, data specialists, executivesand business sponsors to build a coor-dinated BI program and a set of proj-ects that deliver on complex work-flows across a lot of undefinedeconomics.

Heres IT building out this thing.Is it just peanut-buttered into the ITcosts? Whos going to pay for theseefforts that are not typically defined


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on any type of budget, Hostmannsays. BI has not been widely acceptedas the cost of doing business, on par,say, with the preparation of a depart-mental-level budget.

Hostmann says the most successful

organizations he has seen typicallyhave someone at the CFO level whodecides that answering the dozen orso questions about the operationalside of the business is as importantas analyzing the financial side of thebusiness and signing off on themoney.

WHY INVEST IN BI NOW?

If youre facing budget constraints, itseems likely that your project load willdecrease. Use the free time to tidy upthe infrastructure and harden up yourenvironment to prepare for the upturn,as well as what many believe will be amore stringent regulatory environ-ment. Good BI is critical for not only

helping companies understand whatthey are doing, but also for providingaccurate information to auditors,Howard says. BI is also related to datacenter consolidation and virtualiza-tion, two cost-saving measures thatmany companies will continue to pur-sue next year. And that comes back tothe data.

In order to be effective with that,you again have to have data manage-ment to go along with it, and BI is agood way to inform that effect, to tell

you where redundancies are and studythe state of your data, Howard says.Hostmann agrees that BI is critical

to any number of business scenariosin this recession. Lets step back fora minute. If you look at the businessfactors like emerging markets, liquidi-ty of capital, risk appetiteall of thosethings have dramatically changed inthe last year. That means most com-panies business models havechanged on multiple dimensions, andthat means that the information andthe rules that they make decisions byhave changed dramatically since lastyear, Hostmann says.

How important is BI? We even goas far as to predict that a good 30%of the Fortune 1,000 are going to missmajor changes in their markets andtheir business because they haventmade the right investments in theirinformation infrastructure.

Warning noted. I

Linda Tucci is a senior news writer for SearchCIO.com. Write to her at [email protected] .


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BI has not beenwidely acceptedas the cost of doing business, on par, say,

with the preparationof a departmental-level budget.


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Learn how onefirm chose a BIsolution to bring itscustomer databaseand analytics backin-house.

WHEN A MIDWEST media companydecided to bring its customer data-base and all analytics back in-house,it bought a data warehouse from Tera-data Corp. and launched a search fora business intelligence (BI) platform.

The company, Meredith Corp., pub-lishes such well-known magazines asLadies Home Journal and Family Circle,as well as books, websites and 24

other magazines; it also owns a dozenTV stations. The company outsourcedthe analytics and reports for its mainconsumer database to Acxiom Corp.when it decided its vast data storesneeded to be in-house. Its databaseincludes more than 85 million names,according to Merediths corporate

mission statement.Meredith needed a BI solution to

provide marketing and circulation

managers with timely, standardizedand detailed information about theirpromotions, says Jose Lora, a BI solu-tions architect at Des Moines, Iowa-based Meredith. The existing systemwas made up of multiple heteroge-neous databases that required inten-sive manual work to consolidate. Thesystem was also inflexible and newreports required heavy support fromIT resources. In fact, there wereanalyses that were not possiblebecause of the long time that it wouldtake the staff just to put them togeth-er and because historical data wasnot available to the users due to thelimitations of the existing system,Lora says.

CHOOSING A VENDOR

Which BI vendor to go with, however,invited more debate, says Lora, who ispart of a 25-member BI team atMeredith. Lora oversees a team of fiveBI architects who focus on BI report-ing. He had to advocate forcefully for

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the business intelligence platformfrom MicroStrategy Inc.

It was not the cheapest tool in themarket, and I believe it is still not thecheapest, Lora says.

MicroStrategy has both a desktopand a Web client version. Meredithuses the Web version for all its usersin an effort to simplify deploymentand management: The zero-footprintWeb client works in all the browsersthe company supports, Lora says.

The company uses the desktop toolfor the more advanced super users.Only 5% of its users have access tothe desktop tool today.

But two attributes gave the Micro-Strategy Web-based platform an edgeover BusinessObjects SA and a Soft-ware as a Service offering from Cog-nos ULC, Lora says.

The Web interface was really user-friendly. The users liked how powerfuland flexible it was, he says.

Then there was the technical wowfactor.

From my side, I really liked theorganic growth of MicroStrategy. Itdidnt feel like a Frankenstein of manytools put together. I liked how archi-tecturally sound it wasone singlemetadata repository! None of theother tools had that at that point.

MicroStrategy, certainly not the

largest of BI vendors, also jibed withMerediths predilection for best-of-breed tools, Lora says. The company,for example, recently started usingKxen Inc. analytics tools to speed upits development. It uses Hummingbirdfor extract, transform and load (ETL).Kxen might not be the best-knowntool, but it is the best for what weneed, Lora says. Likewise, Humming-bird is the best ETL tool for the com-panys Teradata warehouse, he says.

Meredith bought its MicroStrategyBusiness Intelligence Platform back in2003. Then came the hard part.

NAVIGATING THE PEOPLE PART

Managing adoption was a big issuefor us, says Lora, who in addition tohis computer science degree has anMBA from Iowa State University.Most of the Meredith users at thetime were accustomed to static PDF-based reports. We did not want toshock them into this brand new, verydynamic Web interface.

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IT teams throwa BI tool at their usersand think theyll behappy because that iswhat they are clamoringfor. In fact, its muchmore nuanced thanthat.WAYNE ECKERSON , director ofresearch, The Data Warehousing Institute


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Wayne Eckerson, director ofresearch at Renton, Wash.-based TheData Warehousing Institute, says ITteams that fail to manage user adop-tion are courting failure.

IT teams throw a BI tool at their

users and think theyll be happybecause that is what they are clamor-ing for. In fact, its much morenuanced than that, Eckerson says.

BI experts must understand howusers absorb information, he says. Inaddition, how business users analyzeinformation today will be differentfrom what they will need tomorrow,he says, and it is incumbent on IT tobuild that bridge.

Loras group began with a set ofcore, comprehensive reports thatwould fulfill the current businessneeds, but they were very basic.Most were grid reports, with a fewgraphs thrown in. We tried to mimic

the PDF view they were used to. Thatwas to help in the adoption process,and it really did help, at least in thefirst two years.

Then the BI team realized that mostof its users were running reports thenexporting the data to Excel to do thereal analysis there, creating pivottables and charts. he says. Wedecided to tap the power we had in-house.

Loras BI team cultivated superusers in Merediths business areas

and trained them to teach others inthe more advanced features ofMicroStrategy. These super userswere typically people who had askedfor moremore complex reports,additional metrics. Our approach wasto provide them with the basics sothey could self-serve, Lora says.

The result? Today, the tool is gener-ating 4,000 reports, well beyond whatLoras band of five BI experts couldhave produced. About 95% of thereports are created by users.

TURNING INEXPERIENCED

USERS INTO AVID CONSUMERS

Then, when MicroStrategy came outwith its new Dynamic EnterpriseDashboards, they all started askingfor them, Lora says.

Once again, his group managed useradoption, starting with familiar-look-ing graphs, no complex timelinecharts, Lora says. With the initialdashboard, we said, Here are yourfive reports you care about condensed

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Managing adoptionwas a big issue for us.We did not want toshock them into

this brand new,very dynamic Webinterface.JOSE LORA ,BI solutions architect, Meredith Corp.


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to a single view.ITs disciplined approach to adop-

tion has turned inexperienced BI usersinto avid BI consumers. Now, users areclamoring for advanced widgets likethe pretty Bubble charts that plot met-ric values as bubbles of different col-ors and sizes, relying on the BI groupsexpertise in Flex to make it happen,Lora says. In fact, enthusiasm for per-sonalized widgets is so high that Lorahas had to impose limits. Once youput in these very nice widgets, they

will ask for more and more. You haveto manage that, too.

THE DASHBOARDS IN THE MAIL

One other nice feature that has reallysped adoption, Lora added, comescourtesy of MicroStrategy. TheMcLean, Va.-based vendor deliversdashboards via email, which is partic-ularly useful for an IT group like Loras,which is not well known across theenterprise. That is helping us sell ourstory.

A word of caution: The dashboard,which is implemented using Flashtechnology, embeds all the applica-tions working in Flash plus the dataitself, so it could even be used as anarchival mechanism, Lora says. ButI dont tell my users that becausethese dashboards can be large insize, and that could create anotherproblem. I

Linda Tucci is a senior news writer for SearchCIO.com. Write to her at [email protected] .

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Next-Generation BI Strategiesis produced by CIO/IT Strategy Media,

2009 by TechTarget.

Jacqueline BiscobingManaging Editor

Linda KouryArt Director

Christina Torode and Linda TucciSenior News Writers

Anne McCroryEditorial Director

Karen GuglielmoExecutive Editor

Rachel LebeauxAssociate Editor

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Stephanie CorbySenior Director of Product Management

[email protected](781) 657-1589

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q Process Intelligence White Paper

q Achieving Operational Excellence with ARIS

q Enterprise Transparency & the Process Performance Lifecycle

About IDS Scheer:With its ARIS software, services and methods, IDS Scheer is the market leaderin Business Process Management (BPM) solutions. ARIS allows companies torapidly respond to changing market conditions through enterprise transparency

and better decision making capabilities. ARIS delivers improved business per-formance by proactively managing and monitoring business processes thatensure reduced costs; increased efficiencies; improved predictability and flexibili-ty. The company offers an integrated, comprehensive solution portfolio for thestrategy, design, implementation and controlling of business processes. Approxi-mately 2,760 employees in over 70 countries serve the companys 7,500 cus-tomers. In 2008, IDS Scheers revenues reached 399.1 million Euro (preliminary).Established in 1984 by Prof. August-Wilhelm Scheer, IDS Scheer is listed in theTecDAX on the Frankfurt Stock Exchange.

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