MDM Business Ca

Committed to you
Contact us at info@triniti.com for all your nee

© 2017 All rights reserved - Tr

MDM Business Case Model
Committed to your Success
nfo@triniti.com for all your needs for Oracle Ebusiness Suite

2017 All rights reserved - Triniti.com

Legend & Drop Down Boxes
Test
Conservative
All Departments/Functions
Technology
Instructions by Section
0. Control Panel
User Input Required
1. FTE Allocation
User Input Required
2. Customer Benefit Input
User Input Required
3. Product Benefit Input
User Input Required
= Data Input: Please fill in relevant data into yellow cells
= Scenario Options: Please choose relevant scenario from drop d
= Business Area Options: Please choose relevant business area fr
=Sector Benchmarks: Please choose relevant sector from the dro
The Control Panel is where you can input your primary control v
These include:
- # of FTE
- # & name of relevant business areas
- ave. annual cost per FTE
- ave. work hours per FTE
- Customer benefit areas from MDM
- Product benefit areas from MDM
- Expense assumptions from MDM implementation
- Scenario Titles
The FTE Allocation tab is your data input for how your FTE align
Product MDM benefits
- Your FTE by business area will be automitailly provided through
- Input how many of the divisions areas are currently associated
- Input how much of the selected FTE's working day is spent on e
- There is an automatic error check built in, please make sure all
The Customer Benefit Input is used to allocate your expected ch
It is dived by your selected scenario's, and has input space for:
- Change in FTE by Customer Benefit & Business Area for each sc
- Change in % Time spent on task by Customer Benefit & Busines
- Expected changes in revenue due to MDM implementation by C
The Product Benefit Input is used to allocate your expected chan
It is dived by your selected scenario's, and has input space for:
- Change in FTE by Product Benefit & Business Area for each scen
- Change in % Time spent on task by Product Benefit & Business A

4. Implementation Costs
User Input Required
5. Segmented Cash Impact
User Review & Drop Down Boxes
6.MDM ROI & NPV
User Review & Drop Down Boxes
- Expected changes in revenue due to MDM implementation by P
The Implementation Costs tab is for inputting the expected annu
The required cost fields are:
- Application Liscenses
- Annual Maitenance
- Impementation of Exisiting Software
- Implementation of New Software
- New Hardware/Infrastructure
- Training/Change Management
- Other (travel, administrative)
- SI Costs
The Segmented Cash Impact tab provides a summary view of th
You can view results by the entire firm or individual business are
The source of cash impact can be viewed through:
- Reduced Costs through FTE reductions
- Reduced Costs through reduced time required per FTE
- Increased Revenue due to process efficiencies
The use of cash impact can be viewed through:
- One-off implementation charges
-*Please
Annualnote:
MDMThis
charges
tab has drop down boxes
- To select your scenario, click on the orange drop down box and
- To select a specific deparment or view your entire business, sel
The MDM ROI & NPV tab is the final review tab which incorpora
You can view results by the entire firm or individual business are
Through the Customer & Product Realization input section, you c
Financial analysis conducted incl:
- IRR
- NPV (please note that the discount rate must be inputed to calc
- Payback Period (if applicable)
- Change (# & %) in FTE
- Expected reduction in FTE hours from MDM implementation
- Benefit as a % of total cash benefit
- Benefit as a % of annual staff costs
-*Please
Sector note:
Benchmarks
This tabfor
hasMDM
dropcosts
down&boxes
Benefits as a % of total sta
- To select your scenario, click on the orange drop down box and
- To select a specific deparment or view your entire business, sel
- To select the relevent business sector for comparative MDM be
vant data into yellow cells

oose relevant scenario from drop down box

se choose relevant business area from drop down box

hoose relevant sector from the drop down box

u can input your primary control variables and values

ss areas

MDM
MDM
MDM implementation

data input for how your FTE align to your chosen Customer &

ll be automitailly provided through your assumptions in the control panel.

ons areas are currently associated with the customer & product benefit areas
ted FTE's working day is spent on each task through a % value. (i.e. 50% would be half of the working day on the task)
heck built in, please make sure all boxes on the right hand side are green as well as each % total tallies to 100%

used to allocate your expected changes in FTE & process time management
enario's, and has input space for:
Benefit & Business Area for each scenario
ask by Customer Benefit & Business Area for each scenario
e due to MDM implementation by Customer Benefit & Business area for each scenario

sed to allocate your expected changes in FTE & process time management
enario's, and has input space for:
nefit & Business Area for each scenario
ask by Product Benefit & Business Area for each scenario
 e due to MDM implementation by Product Benefit & Business area for each scenario

b is for inputting the expected annual & one-off costs associated with your MDM program

ab provides a summary view of the cash impact from your assumptions through tabs 1-4
tire firm or individual business area and by different scenario
be viewed through:

ced time required per FTE

ocess efficiencies
viewed through:

p down boxes

on the orange drop down box and choose from the scenarios provided on the list
nt or view your entire business, select your desired business area from the blue drop down box

he final review tab which incorporates all data inputted from tabs 1-4 and displays high level scenario analysis
tire firm or individual business area and by different scenario
uct Realization input section, you can adjust how quickly you expect your MDM results to materialize

scount rate must be inputed to calculate NPV)

ours from MDM implementation

Mpcosts
down&boxes
Benefits as a % of total staff costs

on the orange drop down box and choose from the scenarios provided on the list
nt or view your entire business, select your desired business area from the blue drop down box
ss sector for comparative MDM benchmarks, please select a sector from the green drop down box
rking day on the task)
l tallies to 100%
cenario analysis
Definitions
The below are suggested starting points for your MDM cost/benefit business analysis.

C1 Increased Customer Retention

C2 Reduced Sales Order Errors

C3 Reduced Sales Cycle Time

C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate

C6 Call Center Efficiency

C7 Economies of Scale (M&A)

P1 Reduced Data Management Costs

P2 Reduced Report Generation Cost

P3 Reduced Integration Costs
P4 Reduced Marketing Costs

P5 Reduced Time to Take New Product to Market

P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
P8 Reduced inventory costs
P9 Increased Opportunity

X1 Application Licenses
X2 Annual Maintenance
X3 Removal of Existing Software
X4 Implementation of New Software
X5 New Hardware/Infrastructure
X6 Training/Change Management
X7 Other (travel, administrative)
X8 SI Costs
or your MDM cost/benefit business analysis. These can be changed and/or altered and new benefits can b

Increased understanding of your customer will help you to better identify their needs and help solve for their needs
retention.

Through MDM, you can expect a reduced # of back end systems rejections. This includes reductions in errors such a

Through MDM, customer data will be accurate and readily accessible to all parts of your organization, therefore incr
employee's spend duplicating information.
Through MDM you will gain a better knowledge of your customers profile, accounts, and interactions to leverage bu
When you know your customer better across your entire organization, you can tailor your marketing to identify you
marketing response rate.
Through MDM, your Call Center's will experience increased efficiency, primarily through:
- Decreased time required per-call
- Reduced time to search for customer records / information
- Reduced time required to understand customer background and history
In an M&A transaction, MDM can increase economies of scale and thus shorten the timeframe for customer, deskto
different organizations.

Through MDM, you will reduce the amount of manual time & processing power required to:
1 -Enter the master product data
2- Validate master product data
3 - Analyze master product data
It should be noted that while it will reduce the number of FTE & hours required to complete the above tasks, you m
Golden-Source financial data and analysis will reduce the FTE and amount of time required to produce valuable and
Through MDM, there will be a reduction in duplicate processes leading to decreased integration costs.
The direct and indirect costs of marketing your products will reduce with the implementation of MDM due to the de

With MDM, you will now have a Centralized function for the consolidation of all your product data. That means the
area.
A single view of your product data across your organizations business units will reduce your businesses aggregate ris
Through MDM, you will have a simplfied data infrastructure and improved aggregate view of your key business data
for managing your regulatory compliance.
Data accuracy will improve your supply chain planning and execution
Data accuracy in Bills of material and distribution will improve your foreacast accuracy by giving you flexibility and re

The license fee's required for new software required to implement MDM.
The cost of regular IT & business support for managing the infrastructure & operations of your MDM software.
Costs associated with the removal or termination of multiple legacy systems.
Cost associated with the direct instalment & implementation of new software.
The cost of new hardware and infrastructure required for all business units to be able to access your MDM systems.
Training and strategic plans will be required to implement your MDM across your entire organization.
If your business is spread across multiple locations, travel between business leaders and/or experienced MDM cons
Cost your Systems Integrator is charging to install, configure, implement and integrate the MDM software
 Departments/Functions % of FTE per FTE per Average Cost Average Hrs. Per
Departments/Functions Departments/Functions per FTE Day

1
2
3
4
5
6
7
8
9
10
0 Departments/Functions 0% 0 Total FTE in Scope

Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
C8
C9
C10

Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
P8 Reduced Inventory Costs
P9 Increased Opportunity
P10

Scenario Titles
S1 Conservative
S2 Pragmatic
S3 Aggressive

Expected Costs Annual Cost per Impacted

FTE ($) - Enter as a (+)
X1 Application Licenses Please fill in cell (even if '0')
X2 Annual Maintenance Please fill in cell (even if '0')
X3 Removal of Existing Software Please fill in cell (even if '0')
X4 Implementation of New Software Please fill in cell (even if '0')
X5 New Hardware/Infrastructure Please fill in cell (even if '0')
X6 Training/Change Management Please fill in cell (even if '0')
X7 Other (travel, administrative) Please fill in cell (even if '0')
X8 SI Cost Please fill in cell (even if '0')
FTE Allocations

1 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
P8 Reduced Inventory Costs
P9 Increased Opportunity
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

2 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

3 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
 subtotal
Other Non-MDM Impacted Work
Grand Total for -

4 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

5 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

6 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

7 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

8 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

9 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

10 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -
 (%) of Total Time working on
(% ) of - FTE working on: # of FTE
Process

- - -
- - -
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0% -

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- - -
- - -
0% -
100% -
100% -

(% ) of - FTE working on: # of FTE (%) of Total Time working on

Process

- - -
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 - - -
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0% -

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- - -
- - -
0% -
100% -
100% -

(%) of Total Time working on

(% ) of - FTE working on: # of FTE
Process

- - -
- - -
- - -
- - -
- - -
- - -
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- - -
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- - -
0% -

- - -
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- - -
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- - -
- - -
- - -
- - -
- - -
 0% -
100% -
100% -

(% ) of - FTE working on: # of FTE (%) of Total Time working on

Process

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -
100% -
100% -

(%) of Total Time working on

(% ) of - FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
- - -
 - - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -
100% -
100% -

(%) of Total Time working on

(% ) of - FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
 - - -
0% -
100% -
100% -

(% ) of - FTE working on: # of FTE (%) of Total Time working on

Process

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -
100% -
100% -

(%) of Total Time working on

(% ) of - FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
 - - -
- - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -
100% -
100% -

(%) of Total Time working on

(% ) of - FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
 - - -
- - -
0% -
100% -
100% -

(%) of Total Time working on

(% ) of - FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -

- - -
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- - -
- - -
0% -
100% -
100% -
Annualized Cost per Process Sections Completed

- 0 - -
- 0 - -
- 0 - -
- 0 - -
- 0 - -
- 0 - -
- 0 - -
- 0 - -
- 0 - -
- 0 - -
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
 - 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
 -

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
 - 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
 - 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
 - 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
 - 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

-
 Increase (+) / Decrease (-) in:

Customer Benefit Input Pre MDM FTE post MDM

# of FTE Conservative

C1 Increased Customer Retention

Departments/Functions
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C2 Reduced Sales Order Errors

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C3 Reduced Sales Cycle Time

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C4 Increased Cross-Sell / Up-Sell

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C5
Improved Marketing Response
-
Rate
- - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C6 Call Center Efficiency

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C7 Economies of Scale (M&A)

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
 - - - -
- - - -
Subtotal -

C8 n/a
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C9 n/a
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

C10 n/a
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -
Increase (+) / Decrease (-) in:
FTE post MDM
(%) of Total Time
Pragmatic Aggressive
working on Process
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
Increase (+) / Decrease (-) in:
% of Total Time post MDM
Conservative
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
Pragmatic Aggressive
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
 Increase (+) / Decrease (-) in:
Expected Revenue post MDM
Expected ($)
Conservative
Revenue Benefit
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-
Pragmatic Aggressive
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-
 Increase (+) / Decrease

Product Benefit Input Pre MDM FTE post MDM

# of FTE Conservative

P1 Reduced Data Management Costs

Departments/Functions
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P2 Reduced Report Generation Cost

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P3 Reduced Integration Costs

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P4 Reduced Marketing Costs

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P5Reduced Time to Take New Product to Market

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P6 Reduced Credit Risk Costs

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P7 Reduced Non-Compliance Risk Costs

- - - -
 - - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P8 Reduced Inventory Costs

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P9 Increased Opportunity
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -

P10 n/a
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal -
Increase (+) / Decrease (-) in:
FTE post MDM
(%) of Total Time
Pragmatic Aggressive
working on Process
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
Increase (+) / Decrease (-) in:
% of Total Time post MDM
Conservative
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
Pragmatic Aggressive
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
 Increase (+) / Decrease (-) in:
Expected Revenue post MDM
Expected ($)
Conservative
Revenue Benefit
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-
- -
- -
- -
- -
- -
- -
- -
- -
- -
Pragmatic Aggressive
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-
Implementation Costs
Departments/Functions FTE per
Departments/Functions
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
Grand Total -

Direct Software Costs

Cost per Liscnese =
X1 Application Licenses Annual Cost
Departments/Functions
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
All Departments/Functions -

Indirect Software Costs

Cost per FTE for Removal of Existing Software =
X3 Removal of Existing Software Annual Cost
Departments/Functions
- - -
- - -
- - -
 - - -
- - -
- - -
- - -
- - -
- - -
- - -
All Departments/Functions -

Hardware/ Infrastructure Costs

Cost per FTE for New Hardware/Infrastructure =
X5 New Hardware/Infrastructure Annual Cost
Departments/Functions
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
All Departments/Functions -

Other Costs
Cost per FTE for Training/Change Management =
X6 Training/Change Management Annual Cost
Departments/Functions
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
All Departments/Functions -
SI Costs
Cost per FTE for SI Cost =
X8 SI Cost Annual Cost
Departments/Functions
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
All Departments/Functions -
Total FTE Impacted by % Impacted
MDM (as per Section 1) by MDM
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -

enter as a (-) Cost of Maitenance per FTE =

One Off Costs X2 Annual Maintenance
Departments/Functions
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- All Departments/Functions

enter as a (-) Cost per FTE for Implementation of New Software =

One Off Costs X4 Implementation of New Software
Departments/Functions
- - -
- - -
- - -
 - - -
- - -
- - -
- - -
- - -
- - -
- - -
- All Departments/Functions

enter as a (-)
One Off Costs

-
-
-
-
-
-
-
-
-
-
-

enter as a (-) Cost per FTE for Other (travel, administrative) =

One Off Costs X7 Other (travel, administrative)
Departments/Functions
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- All Departments/Functions
enter as a (-)
One Off Costs

-
-
-
-
-
-
-
-
-
-
-
 enter as a (-)
Annual Cost One Off Costs

- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -

enter as a (-)
Annual Cost One Off Costs

- -
- -
- -
 - -
- -
- -
- -
- -
- -
- -
- -

enter as a (-)
Annual Cost One Off Costs

- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
Segmented Cash Impact
Pragmatic source of cash (+) / use of cash (-)

All Departments/Functions FTE Cost Savings

C1 Increased Customer Retention -

C2 Reduced Sales Order Errors -
C3 Reduced Sales Cycle Time -
C4 Increased Cross-Sell / Up-Sell -
C5 Improved Marketing Response Rate -
C6 Call Center Efficiency -
C7 Economies of Scale (M&A) -
C8 - -
C9 - -
C10 - -
Subtotal -

P1 Reduced Data Management Costs -

P2 Reduced Report Generation Cost -
P3 Reduced Integration Costs -
P4 Reduced Marketing Costs -
P5 Reduced Time to Take New Product to Market -
P6 Reduced Credit Risk Costs -
P7 Reduced Non-Compliance Risk Costs -
P8 Reduced Inventory Costs -
P9 Increased Opportunity -
P10 - -
Subtotal -

X1 Application Licenses
X2 Annual Maintenance
X3 Removal of Existing Software
X4 Implementation of New Software
X5 New Hardware/Infrastructure
X6 Training/Change Management
X7 Other (travel, administrative)
X8 SI Cost
h (+) / use of cash (-)

Timesheet Cost Expected Increased

Net Cash Benefit Annual Cost
Savings Revenue post MDM
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -

-
-
-
-
-
-
-
-
Subtotal -
One Off Costs Net Cash Cost

- -
- -
- -
- -
- -
- -
- -
- -
- -
MDM ROI & NPV Analysis
ROI & NPV Analysis

Pragmatic Year 0 Year 1 Year 2

Customer Benefit Realization 0% 100% 100%
Product Benefit Realization 0% 100% 100%
Total MDM Customer Benefit - - -
Total MDM Product Benefit - - -
Total Implementaion Costs - - -

Annual Net Cash Flow - - -

Cumalative Cash Flow - - -
Fraction Cash Flow #DIV/0! #DIV/0!
Discount Rate 4%

Pragmatic 3 Year IRR Negative IRR Net FTE Reduction (#)

Pragmatic NPV - Net FTE Reduction (%)
Pragmatic Payback (yrs) No Payback Total Hours Saved Per Year

MDM Net Cash Impact

Total MDM Customer Benefit Total MDM Product Benefit
Total Implementaion Costs Annual Net Cash Flow
Cumalative Cash Flow

Year 0 Year 1 Year 2 Year 3

1.0

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1
- - - -
0.0
 Total MDM Benefit Impact source of cash (+) / use of cash (-)

Year 3 All Departments/Functions Conservative

100% C1 Increased Customer Retention -
100% C2 Reduced Sales Order Errors -
- C3 Reduced Sales Cycle Time -
- C4 Increased Cross-Sell / Up-Sell -
- C5 Improved Marketing Response Rate -
C6 Call Center Efficiency -
- C7 Economies of Scale (M&A) -
- C8 - -
#DIV/0! C9 - -
C10 - -
Total MDM Customer Benefit -
-
- P1 Reduced Data Management Costs -
- P2 Reduced Report Generation Cost -
P3 Reduced Integration Costs -
P4 Reduced Marketing Costs -
P5 Reduced Time to Take New Product to Market -
oduct Benefit
P6 Reduced Credit Risk Costs -
sh Flow
P7 Reduced Non-Compliance Risk Costs -
Year 3
P8 Reduced Inventory Costs -
P9 Increased Opportunity -
P10 - -
Total MDM Product Benefit -

Total MDM Cost Impact source of cash (+) / use of cash (-)

Annual Cost
X1 Application Licenses -
X2 Annual Maintenance -
X3 Removal of Existing Software -
X4 Implementation of New Software -
X5 New Hardware/Infrastructure -
X6 Training/Change Management -
X7 Other (travel, administrative) -
X8 SI Cost -
- Total Implementaion Costs -
of cash (+) / use of cash (-) as a % of total cash benefit as a % of annual staff costs

Pragmatic Aggressive Conservative Pragmatic Aggressive Conservative

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

of cash (+) / use of cash (-) as % of total cash cost as % of total cash cost

One Off Costs Net Cash Cost Annual Cost One Off Costs Net Cash Cost Annual Cost

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
 Sector Benchmarks

a % of annual staff costs Technology

as a % of total staff costs
Pragmatic Aggressive Conservative Pragmatic Aggressive
- - 2.5% 4.0% 6.0%
- - 0.5% 1.0% 2.0%
- - 0.3% 0.8% 1.5%
- - 0.3% 0.5% 1.0%
- - 0.5% 1.0% 2.0%
- - 0.1% 0.3% 0.5%
- - 0.5% 1.5% 2.0%
- - - - -
- - - - -
- - - - -
- - 4.7% 9.1% 15.0%

- - 0.5% 1.5% 3.0%

- - 0.1% 0.5% 1.5%
- - 0.1% 0.1% 0.2%
- - 0.3% 0.8% 1.5%
- - 0.5% 1.5% 3.0%
- - 0.2% 0.5% 1.0%
- - 0.1% 0.2% 0.5%
- - n/a n/a n/a
- - n/a n/a n/a
- - - - -
- - 1.8% 5.1% 10.7%

% of total cash cost as % of total cash cost

One Off Costs Net Cash Cost Annual Cost One Off Costs Net Cash Cost

- - 0.5% 1.5% 2.0%

- - 0.3% - 0.3%
- - 0.1% 0.4% 0.5%
- - 0.3% 2.0% 2.3%
- - 0.3% 8.0% 8.3%
- - 0.2% 5.5% 5.7%
- - - 0.3% 0.3%
- - - 3.5% 3.5%
- - 1.7% 21.2% 22.9%