Discuss Forecasting and Business Sufficiency Models of P&G.

The idea behind business sufficiency is that we commit to a performance objective, and the essential
question is whether we have enough resources to meet that target. It could be a target for the supply
chain, manufacturing, or sales volume. Product, customer, supply chain, distribution channels, human
resources, and the “Top 50” worldwide product-market combinations are all addressed by business
sufficiency models for P&G.

Models generate statistical estimates for 6000 product-market combinations, taking into account
market size, P&G sales, and market share. The centralized forecasting team runs hundreds of interactive
activities and offers 12-month projections, including point forecasts and statistical ranges, which are
accessed via the Decision Cockpits.

How did analytics help P&G to remain competitive in the market?

Procter and Gamble have always maintained its reputation as a globally well-known and successful
corporation. Several factors have been credited with this accomplishment over the years, notably the
Information Decision Solution (IDS) given through its center analysis. With the energetic leadership
shown by the organization's CEO, Bob McDonald, and the longing and visionary endeavors of the CIO,
Passerine, P&G could secure a reasonable competitive advantage through the improvement of its
analytics department. So how Analytics help P&G to remain competitive in the market are described
below;

1. Decision-making: Because the data is clearly provided, there is no need to discuss it; instead,
you can focus on your business and reduce time to market.
2. Managers could walk into other meetings after creating uniform reports.
3. Decision Cockpit: Each employee has their own customized dashboard with data and news, as
well as the ability to set alerts (if data falls outside of a range or if a competitor enters the
market). Decisions are made in real-time.
4. Business Planetary system: In the headquarters, there are patent-pending conference rooms
with computing and network capabilities, as well as all of the data.
5. Information may be viewed by anybody at any time, putting pressure on the monitoring system
to keep up with the new degree of transparency (and to eliminate about fifteen percent of the
senior management positions).
6. Operate and make decisions on a demand-driven, real-time basis.
7. As a centralized service, Data Analytics establishes data type and quality requirements (also
compare data across product lines and regions).
 Discuss the financial benefits of using analytics in P&G.
P&G had successfully launched under such a "preview culture," in which any data could be evaluated
and analyzed by middle and business unit managers before have been seen by business leaders, giving
time to design a plan to handle any difficulties that developed. The new method meant that everyone
could see the same information at the same time.

Within a few years, the corporation had decreased the number of reporting levels from seven to five,
and over 15% of senior management roles had been eliminated. Global Business Services expenditures
have fallen by $900 million over an eight-year period, while the amount of services offered has
increased and service levels have improved. The true competitive advantages for producing corporate
value are tools, talent, and culture, not just data.

To become the world's largest consumer packaged goods corporation, it has focused on innovation and
branding. They have achieved $80 billion in annual sales in 2011, and they run in 180 countries
continuously. And they owned 300 brands, including 25 brands that generate over $1 billion in annual
sales.

Geographically, there are Market Development Organizations in North America, Western Europe, Asia,
Latin America, Central, and Eastern Europe, the Middle East, and Africa. For scale, sharing, and
standardization, global business services are based on centralized services. Also by the analytics, they
have increased the overall sales and attained new customers with loyalty (existing customers). The share
of wallets (existing customers, items not usually purchased) also has been increased.

To summarize, in the data-driven era, a variety of skills and knowledge are needed to keep up with new
developing trends in Business Intelligence and Information Technology. The power of analytics is
enormous, and businesses are beginning to realize how important it is to have the right skills and
knowledge in order to realize the full potential of business analytics and real-time data.