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Gartner、Forrester和IDC有什么共同之处?他们都称阿纳普兰为计划领袖。
ServiceSource struggled to align workforce objectives and business goals. By adopting Anaplan in finance and HR, business leaders can make fact-based, customer-centered decisions; operating expense was cut 15% in one year; and the FP&A team now spends 80% of its time providing analysis.\r\n"}}" id="text-c72f9f7a7a" class="cmp-text">
ServiceSource努力使劳动力目标和业务目标保持一致。通过在财务和人力资源中采用anplan，企业领导者可以做出基于事实、以客户为中心的决策;运营费用一年减少15%;FP&A团队现在将80%的时间用于提供分析。
我们可以让人们做出更好的决定，并让他们对推动结果负责。财务副总裁
15%
节省营运费用
80％
FP&A团队的大部分时间都花在了分析和洞察上
With more than 3,000 customer service employees speaking 45 different languages in 11 revenue delivery centers worldwide, ServiceSource’s people become a high-performance extension of its clients’ teams. The company’s success depends on its ability to ramp its people quickly, scale smoothly, and sell faster to deliver the outcomes that matter to those clients.\r\n
Prior to implementing the Anaplan platform in late 2014, delivering on that promise required extensive manual effort. The FP&A team at ServiceSource spent too much time managing data in disparate sources, only to hope and pray that the numbers were right. Without the flexibility to adapt quickly to market changes, ServiceSource couldn’t determine where its organizational health truly stood, or effectively plan for the future.
\r\nThe company needed a way to unify two core processes: workforce planning and traditional FP&A. Although other FP&A solutions could deliver basic planning and budgeting, these prescriptive products couldn’t cater to the workforce complexities of ServiceSource’s managed services business. Because of this, the siloed, prescriptive tools couldn’t support what ServiceSource wanted to do: bringing together two distinctly different planning scenarios on a single platform. Anaplan met this vision.
\r\nBefore Anaplan, ServiceSource’s FP&A team spent 80 percent of its time processing numbers in spreadsheets. Now, they spend that time providing analytics and insights back to the business. With Anaplan, ServiceSource shifted the conversation away from generating and reconciling reports and toward analyzing data. With a detailed, real-time view into the business’ financial details, the company can make better-informed business decisions.
\r\nServiceSource loved Anaplan’s platform approach, including its ability to scale. With Anaplan, the team got a rapid implementation that scaled up quickly and integrated all of its data in a central place. Ultimately, what set Anaplan apart was that it enabled ServiceSource’s finance team to manage its own destiny within the organization and become a strategic part of the business conversation.
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我们在全球11个收入交付中心拥有3000多名客户服务员工，讲45种不同的语言，ServiceSource的员工成为其客户团队的高性能扩展。这家公司的成功取决于它能否迅速培养员工、顺利扩大规模、更快地销售，从而为客户带来重要的结果。
在2014年底实施anplan平台之前，实现这一承诺需要大量的人工工作。ServiceSource的FP&A团队花了太多时间管理不同来源的数据，只是希望和祈祷数字是正确的。如果没有快速适应市场变化的灵活性，ServiceSource就无法确定其组织的真正健康状况，也无法有效地规划未来。
公司需要一种方法来统一两个核心流程:劳动力计划和传统的FP&A。尽管其他FP&A解决方案可以提供基本的计划和预算，但这些规范的产品无法满足ServiceSource管理服务业务的劳动力复杂性。因此，孤立的规定性工具无法支持ServiceSource想要做的事情:在单个平台上汇集两个截然不同的规划场景。anplan实现了这一愿景。
在使用anplan之前，ServiceSource的FP&A团队将80%的时间用于处理电子表格中的数字。现在，他们把这些时间花在为企业提供分析和见解上。有了anplan, ServiceSource将对话从生成和协调报告转向了数据分析。通过对企业财务细节的详细实时查看，公司可以做出更明智的业务决策。
ServiceSource很喜欢Anaplan的平台方式，包括它的可扩展性。有了anplan，该团队可以快速实现扩展，并将所有数据集成到一个中心位置。最终，使anplan与众不同的是，它使ServiceSource的财务团队能够在组织中管理自己的命运，并成为业务对话的战略部分。
ML: We help our customers manage recurring revenue in their renewals both through an outsourced managed-service business where we run call centers around the world, and also through software that we sell and deploy on behalf of our customers.\r\n
AN: Frankly, this is our third system implementation in the financial planning and budgeting space. We were looking for something that had the real flexibility of Excel®–a balance between the flexibility and rigidity of other systems we had, like Workday, in terms of financial controls, and also the ability to really bridge the two together and have the two co-exist from both rigidity and a process perspective.
\r\nML: I like to joke that we wanted to put the A back in the FP&A, put the analysis back in FP&A-we needed the system and tool to do the basic blocking and tackling so we could deal with it and help the business really understand the “so what?” and what to do next.
\r\nML: The reality is that we are running two different businesses with their own unique requirements and nuances, and so we were looking for a platform where we could have the flexibility to build what fits us but also a platform that would drive some of the prescriptive nature. Anaplan being a platform allow us to do both.
\r\nAN: Anaplan implementation was all about listening to our needs as a customer. We came in with history of a few failed implementations, and we were honestly gun shy, and that was frankly in the business, in IT, in finance. It really came down to the flexibility that the sales team brought us in terms of starting out with the pilot and then listening to us frankly in the beginning of the process, rather than prescribing a solution to us. That was pretty important to us.
\r\nRC: In terms of deployment, I think Anaplan is a fantastic tool. I’ve worked in these systems before, I’ve never been able to bring up the system this fast and this quickly, to this scale. I think it was incredible. It was weeks instead of months.
\r\nAN: It changes the way we work in terms of how we produce our reports, how we look at our numbers, and really changes the conversation.
\r\nML: We really automated the entry and consolidation of the forecasting and the planning in the integration of the reporting out of our financial system, so we have really been able to be better business partners to our business leaders and help to drive the insight and the analytics to drive the business forward.
\r\nAN: The real measure of that impact is how we move that conversation from generating reports, reconciling reports, reconciling data, and analyzing data; this is not just in finance, this is across our field managers, our IT.
\r\nML: I look at my expectations as a two-fold. Number one, my team is spending more time on the value-added FP&A and providing the analytic support to our business partners. Number two, we are doing it in a way that’s providing value-add to the business. We had our business leaders tell us that they love Anaplan and they love the information they are getting at Anaplan and the visibility they are getting into their business; all of that’s empowered by Anaplan. We could not provide that when we were in Excel.
\r\nRC: It’s the tool you need to take your data and get up to scale very quickly and easily. And have the company manage their own destiny.
\r\n"}}" id="text-1feed7d2a6" class="cmp-text">ML:我们通过外包管理服务业务(我们在世界各地运营呼叫中心)，以及我们代表客户销售和部署的软件，帮助客户管理续订中的经常性收入。
安:坦率地说，这是我们在财务规划和预算领域实施的第三个系统。我们一直在寻找一种具有Excel®的真正灵活性的东西——在我们现有的其他系统(如Workday)的灵活性和刚性之间取得平衡，在财务控制方面，同时能够真正将两者结合起来，从刚性和流程的角度使两者共存。
ML:我喜欢开玩笑说，我们想把A放回FP&A，把分析放回FP&A——我们需要系统和工具来做基本的阻塞和处理，这样我们就可以处理它，帮助业务真正理解“那又怎样?”以及下一步该做什么。
ML:现实情况是，我们经营着两种不同的业务，有着各自独特的需求和细微差别，所以我们一直在寻找一个平台，在这个平台上，我们可以灵活地构建适合我们的产品，同时也可以推动一些规定性质。作为一个平台，anplan可以让我们做到这两点。
AN:一个计划的实施就是倾听我们作为客户的需求。我们带着一些失败的实施历史，我们真的很害羞，坦率地说，在商业、IT和金融领域都是如此。这真的要归功于销售团队给我们带来的灵活性，从试点开始，然后在过程开始时坦率地听取我们的意见，而不是给我们开一个解决方案。这对我们来说非常重要。
RC:就部署而言，我认为anplan是一个非常棒的工具。我以前在这些系统中工作过，我从来没有能把这个系统这么快这么快地提升到这个规模。我认为这是不可思议的。那是几周而不是几个月。
安:它改变了我们的工作方式，包括我们如何制作报告，如何看待我们的数字，并真正改变了对话。
ML:我们将预测和计划的输入和整合自动化，并与财务系统的报告相结合，因此我们确实能够成为业务领导者更好的业务合作伙伴，帮助推动洞察力和分析能力，推动业务向前发展。
安:这种影响的真正衡量标准是我们如何将对话从生成报告、协调报告、协调数据和分析数据转变为对话;这不仅仅是在金融领域，在我们的现场经理和IT部门也是如此。
ML:我把我的期望看成是双重的。首先，我的团队将更多的时间花在增值的FP&A上，并为我们的业务伙伴提供分析支持。第二，我们正在以一种为业务提供增值的方式进行。我们的商业领袖告诉我们，他们喜欢anplan，他们喜欢在anplan上获得的信息，以及他们在业务中获得的知名度;所有这些都是由anplan授权的。当我们使用Excel时，我们无法提供这些。
RC:它是你需要的一种工具，可以快速、轻松地获取你的数据并进行扩展。让公司管理自己的命运。
I’m Mike Lemberg. I’m the Vice President of Finance and Investor Relations at ServiceSource. ServiceSource provides revenue lifecycle management solutions for other technology companies.\r\n
We use Anaplan in two distinct ways, and we bring those together in a corporate consolidation model. If you think about our business, we have 3,000 employees worldwide. Twenty-five hundred (2500) of those are in our managed service or revenue service centers around the world. We use Anaplan to plan, forecast, manage, and provide analytics and insights on that side of the business. We look at how we are delivering outcomes on behalf of our customers. We look at how we’re deploying our talented employees against our customer engagements, and then ultimately, the results that we’re delivering to our customers, and then the financials that we deliver back to ServiceSource.
\r\nWe also use it for our other side of the business, which is about 500 employees that we deploy across RRD, SG&A, and professional services organizations, and we’re using it for budgeting, planning, forecasting-more of the prescriptive FP&A side. We are managing our workforce, our people. We are adding people, we’re transferring them, we’re promoting them, and then we’re also managing the other expense forecasting. We bring those together into a consolidation model so we can manage the consolidated business on a look-for-budgeting/forecasting basis.
\r\nWhen I joined the company, we were really living in the old world called Excel. ServiceSource was dabbling with a couple of planning tools and partners, and I had the opportunity to try and figure out which one of those tools and partners met our vision about what we wanted to develop and deliver. We quickly ascertained and determined that Anaplan was the right tool for us. The platform technology that we get out of Anaplan lets us build a custom model for that managed service-that’s 25 people that we deploy in the centers-but it also allows us to build a more prescriptive model and also easily bring those two worlds together.
\r\nWe’ve got relatively complex revenue arrangements with our customers. We are predominantly a pay-for-performance company. The better we do, the better the outcomes we deliver on behalf of our customers. It changes the economics and the revenues that we deliver for our customers, and then we have to figure out how we’re going to deploy those 2,500 people across those customers to deliver those outcomes.
\r\nYou really can’t do that on a prescriptive FP&A-manage head count, transfer, promote, terminate. We go in and look at what roles they are doing, what centers they are located in, what job families and job levels they are doing. We have a very complex model about how we deploy those individuals against the customer engagements to make sure that we were driving outcomes on behalf of our customers, but then also effectively managing the profitability and the results that are then delivered back to the customer.
\r\nWe love the platform technology that Anaplan delivers to us, but with that platform technology, you want to make sure that you’re building and designing something that can scale and is also supportable. Anaplan now houses a lot of information that we use in various parts of the business. If you think about what we’re going to start exploring, it’s how we leverage what’s already in Anaplan that neatly adds additional business use cases to what we’ve built. One of them we’re considering is inside sales compensation. All of that data that we bring in for production and bookings that we’re delivering to our customers and revenue, that we’re delivering to our company, all those things drive our variable comp plans.
\r\nWe’ve taken our FP&A team from spending 80 percent of their time processing numbers through Excel (with a hope and a prayer that those numbers are right) to where the system drives a lot of that. They are spending 80 percent of their time providing analytics and insights back to the business.
\r\nWe are now providing very detailed regular financial information to our partners, who are the ones ultimately responsible for driving the business results. With that transparency, we were able to empower them to make better decisions, and you can also hold them accountable for driving to the results. It’s really hard to hold folks accountable when you keep the numbers hidden from them.
\r\nWe’ve increased the productivity of our employees in our centers by five percent in just over the last year and we’ve also been able to drive our operating expense down by 15 percent.
\r\nThey’ve (employees) really become, in a lot of ways, orchestrators of outcomes on a very detailed account-by-account level through providing the transparency, but then adding the analytics and insights on top of it. We’re seeing them thinking about the business in many additional dimensions, compared to before. They are thinking about first and foremost the customer outcomes, but they are also thinking about how that translates back to what we’re trying to deliver for our company, and ultimately our shareholders.
\r\nWhen we think about Anaplan’s platform, we have the ability to really build into Anaplan the analytics and insights into what drives the results or the outcomes for our customers, and results for our business, and do a very detailed assessment and understanding on what that means for ServiceSource and what it means for our customers. Having the flexibility to add to our DNA, our analytic understanding, and do it quickly and rapidly, and integrate it with the rest of the business gives us the tools to not only understand where we are today, but to plan for the future.
\r\n"}}" id="text-7186eda963" class="cmp-text">我是Mike Lemberg。我是ServiceSource的财务和投资者关系副总裁。ServiceSource为其他技术公司提供收入生命周期管理解决方案。
我们以两种不同的方式使用Anaplan，我们将它们结合在一起，形成一个企业整合模型。如果你想想我们的业务，我们在全球有3000名员工。其中2500人在我们全球的托管服务或收入服务中心。我们使用anplan来规划、预测、管理，并提供业务方面的分析和见解。我们着眼于如何代表客户交付成果。我们着眼于如何根据客户约定来部署我们有才能的员工，然后最终，我们交付给客户的结果，然后是我们交付给ServiceSource的财务数据。
我们还将它用于我们业务的另一方面，我们在研发、销售与管理和专业服务机构中部署了大约500名员工，我们将它用于预算、计划和预测——更多的是规定的财务与管理方面。我们正在管理我们的劳动力，我们的人民。我们在增加人员，我们在调动他们，我们在提升他们，然后我们也在管理其他费用预测。我们将这些整合到一个合并模型中，这样我们就可以在寻找预算/预测的基础上管理合并后的业务。
当我加入公司时，我们还生活在一个叫做Excel的旧世界里。ServiceSource与几个计划工具和合作伙伴进行了接触，我有机会尝试并找出这些工具和合作伙伴中的哪一个符合我们想要开发和交付的愿景。我们很快确定并确定anplan是适合我们的工具。我们从anplan获得的平台技术让我们可以为托管服务(我们部署在中心的25人)构建一个定制模型，但它也允许我们构建一个更规范的模型，并且可以轻松地将这两个世界结合在一起。
我们与客户之间有相对复杂的收入安排。我们主要是一家按业绩付费的公司。我们做得越好，我们为客户提供的结果就越好。它改变了我们为客户提供的经济和收入，然后我们必须弄清楚我们将如何在这些客户中部署这2500人来实现这些结果。
你真的不能在规定的fp&a上做到这一点-管理人员数量，调动，晋升，解雇。我们进去看看他们在做什么，他们在什么中心工作，他们在做什么工作家庭和工作级别。我们有一个非常复杂的模型，关于我们如何根据客户约定部署这些个人，以确保我们代表客户推动结果，但同时也有效地管理盈利能力和结果，然后将其交付给客户。
我们喜欢anplan提供给我们的平台技术，但有了这种平台技术，你要确保你所构建和设计的东西是可扩展的，也是可支持的。anplan现在包含了我们在业务的各个部分使用的大量信息。如果你考虑我们将要开始探索什么，那就是我们如何利用anplan中已经存在的东西，为我们已经构建的东西巧妙地添加额外的业务用例。我们正在考虑的其中之一是内部销售补偿。我们为生产和订单带来的所有数据，我们向客户和收入提供的所有数据，我们向公司提供的所有数据，都推动了我们的可变薪酬计划。
我们的FP&A团队将80%的时间花在通过Excel处理数字上(希望并祈祷这些数字是正确的)，而将大部分时间花在系统上。他们花费80%的时间为企业提供分析和见解。
我们现在向我们的合作伙伴提供非常详细的定期财务信息，他们是最终负责推动业务成果的人。有了这种透明度，我们就能够授权他们做出更好的决定，你也可以让他们对推动结果负责。当你对他们隐瞒数字时，很难让他们负责。
在过去的一年里，我们已经将我们中心员工的生产力提高了5%，我们还能够将我们的运营费用降低15%。
在很多方面，他们(员工)通过提供透明度，在非常详细的账户层面上成为结果的协调者，但随后在此基础上添加分析和见解。我们看到，与以前相比，他们在许多额外的维度上考虑业务。他们首先考虑的是客户的结果，但他们也考虑如何将其转化为我们试图为公司，最终为股东提供的东西。
当我们考虑anplan的平台时，我们有能力真正在anplan中构建分析和洞察，了解是什么驱动了我们客户的结果或结果，以及我们的业务结果，并对ServiceSource和我们的客户意味着什么进行非常详细的评估和理解。灵活地添加到我们的DNA中，我们的分析理解，快速地完成它，并将其与业务的其余部分集成，这不仅为我们提供了了解我们今天所处位置的工具，而且为未来做计划。
