直接产品盈利能力，实时分析零售成本服务

Improving methods for customer profitability analysis in today’s multi-channel world is a key priority for retailers—and many are taking a second look at “cost-to-serve” analysis as a result.

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It’s quite impressive how successful retailers juggle a myriad of factors, such as trading format, merchandising mix, labor costs, value proposition, customer service, pricing, and timely promotional programs—all while keeping in step with customer wants. The complexity continues to increase as retailers add new channels, such as ecommerce, alongside the traditional brick-and-mortar business model. To stay competitive, profitability and operational costs must be visible, predictable, and controlled. This leaves the business with a lot of complex factors to track and measure.

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Why cost-to-serve analysis is important

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Finding better ways to conduct profitability analysis in a multi-channel world is a priority for retailers and, as a result, many are taking a second look at “cost-to-serve” analysis. This takes traditional gross margin analysis to the net margin level by analyzing all the activities and costs involved in meeting customer needs to present a view of costs and profitability by channel, customer type, store, and product group right down to individual stock keeping unit (SKU) if necessary. The diagram below shows a typical high-level report generated by such analysis.

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This information helps retailers make more informed decisions, including:

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  • Which customer groups, stores, and product categories are most profitable?
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  • How much does it cost to sell a product in-store, delivered to home, and via click-and-collect?
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  • What prices ensure profitability once all related costs are considered?
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• Where can processes be streamlined and what benefits can be expected?
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Successfully implementing cost-to-serve analysis calls for a solution that can rapidly manipulate the large amounts of data across multiple dimensions and one that gives users the ability to quickly access and use the non-financial drivers they need when assigning costs. But in recent years, cost and profitability have been hampered by the lack of appropriate systems.

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Anaplan’s UK and Ireland Regional Partner of the Year, Cathal Doyle, Customer Success Director of Bedford Consulting, recognized the need for a better solution for cost and profitability and built the Direct Product Profitability (DPP) app in Anaplan.

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What makes the Direct Product Profitability app special

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The app uses various methodologies to assign both direct costs and overheads, including activity-based costing. It gives users the choice to work at any level of granularity they choose, from an individual SKU up to product category. But most importantly, it is combining a rigorous approach to profitability with the speed and flexibility of the Anaplan platform that really makes it a winning app:

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• With a real-time model, retailers can instantly calculate the results whenever a driver value is changed, rather than having to wait for hours (or sometimes days) as with other cost and profitability reporting tools.
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• Enable key business stakeholders to collaborate together and contribute to discussions on how costs should be best assigned to give results that are deemed “fair.”
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• Analyze the data across multiple dimensions and understand why the profitability of a product varies from one store to another or from one channel to another.
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• Quickly create and assess the impact of changes on-the-fly to enable continued optimization to the business model. Quickly assess how changes to the supply chain or service model impact product profitability.
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As retailers continue to evolve their operating models to integrate multi-channel strategies, the value of having a robust cost-to-serve analysis has never been greater. Without a foundation of reliable and robust profitability reporting, FP&A teams will find it difficult to provide actionable decision-making support for peers across the business. Take a look at the Direct Product Profitability app in the Anaplan App Hub today and discover how your business can better measure cost and profitability across departmental level and geographic locations.

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改进方法客户盈利能力分析在今天的多渠道世界中，对零售商来说是一个关键的优先事项，因此许多零售商正在重新审视“服务成本”分析。

令人印象深刻的是，成功的零售商是如何兼顾各种因素的，比如交易形式、商品组合、劳动力成本、价值主张、客户服务、定价和及时的促销计划——所有这些都与客户的需求保持一致。随着零售商在传统的实体商业模式之外增加电子商务等新渠道，这种复杂性继续增加。为了保持竞争力，盈利能力和运营成本必须是可见的、可预测的和可控的。这给企业留下了许多需要跟踪和衡量的复杂因素。

为什么服务成本分析很重要

在一个多渠道的世界里，寻找更好的方法来进行盈利分析是零售商的首要任务，因此，许多零售商正在重新审视“服务成本”分析。这通过分析满足客户需求所涉及的所有活动和成本，从而将传统的毛利率分析提升到净利润率水平，并根据渠道、客户类型、商店和产品组呈现成本和盈利能力的视图，如果必要的话，还可以一直到单个库存单位(SKU)。下图显示了由这种分析生成的典型高级报告。

这些信息有助于零售商做出更明智的决策，包括:

• • 哪些客户群体、商店和产品类别是最有利可图的?

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• • 在店内、送货上门和通过网络销售一件产品的成本是多少click-and-collect？

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• • 考虑到所有相关成本，什么样的价格能确保盈利?

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• 在哪些方面可以简化流程，可以期望获得哪些好处?

成功地实现成本到服务分析需要一种解决方案，该解决方案可以跨多个维度快速操作大量数据，并且使用户能够在分配成本时快速访问和使用所需的非财务驱动因素。但近年来，成本和盈利能力一直在下降由于缺乏适当的制度而受到阻碍．

anplan的英国和爱尔兰地区年度合作伙伴，Cathal Doyle，客户成功总监贝德福德咨询他认识到需要一个更好的成本和盈利解决方案，并在anplan中构建了直接产品盈利(DPP)应用程序。

是什么让直接产品盈利应用程序特别

该应用程序使用各种方法来分配直接成本和间接费用，包括基于作业的成本计算。它使用户可以选择在他们选择的任何粒度级别上工作，从单个SKU到产品类别。但最重要的是，它将严格的盈利方法与anplan平台的速度和灵活性结合在一起，使其成为一款成功的应用。

• 有了实时模型，零售商可以在司机价值发生变化时立即计算结果，而不必像使用其他成本和盈利报告工具那样等待数小时(有时甚至数天)。
• 使关键的业务利益相关者能够一起协作，并参与讨论如何最好地分配成本，以获得被认为是“公平的”结果。
• 跨多个维度分析数据，理解为什么一个产品的盈利能力在不同的商店或不同的渠道之间有所不同。
• 快速创建和评估动态更改的影响，以实现对业务模型的持续优化。快速评估供应链或服务模式的变化对产品盈利能力的影响。

随着零售商不断发展其运营模式以整合多渠道战略，拥有强大的服务成本分析的价值从未如此之大。如果没有可靠和稳健的盈利报告基础，FP&A团队将很难为整个业务中的同行提供可操作的决策支持。看一下直接产品盈利app了解您的企业如何更好地衡量跨部门级别和地理位置的成本和盈利能力。