Are You Using Spreadsheets As BI?

If you could peer into the very heart of your operation and learn where you are most- and least - profitable, it's obvious that you'd learn a lot. But figuring out just what makes your business a success, and where you need to turn up the volume, takes at least a little bit of time (often it takes more...) and a commitment to seeing the task through. That's where many businesses fall short.

Jennifer Bosavage, Editor In Chief, Solution Providers for Retail

July 14, 2006

2 Min Read

If you could peer into the very heart of your operation and learn where you are most- and least - profitable, it's obvious that you'd learn a lot. But figuring out just what makes your business a success, and where you need to turn up the volume, takes at least a little bit of time (often it takes more...) and a commitment to seeing the task through. That's where many businesses fall short.

In fact, it's probably one area that separates the businesses that are eeking out a profit from the ones that are superstars.

This isn't particularly shocking; most people you meet aren't particularly introspective. But knowing yourself means knowing how to use your strengths to offset (or possibly even build up) your weaknesses. Extending that metaphor, if you understand where your business is beating the competition, you employ those strategies to boost business in lagging areas. And, if things are going south universally, you can look to other companies as benchmarks to see what you ought to be doing.

This week, the Aberdeen Group released a report stating 89 percent of retailers are using business intelligence processes, including advanced analytics, enterprisewide. Further, more than two thirds of retailers indicated that senior executives, including CEOs, are actively engaging in the use of business intelligence within their organizations. Why the interest? According to the study, retailers are finding a need for a more rapid response to consumer demand. That is driving retailers to budget new business intelligence programs or to upgrade existing internal data management processes. The need to become more operationally efficient is becoming increasingly evident.

Despite the Aberdeen study's findings, BI still doesn't seem to be hitting its potential. For example, only 11% of retailers are looking at business intelligence data on a near-real time basis. So, for many retailers, information on purchasing trends is out-of-date by the time they receive it. And file this under "I" for "ironic": Forty two percent of retailers are using spreadsheets to manage their business-intelligence data, despite recognizing that spreadsheets are an inefficient means of doing this task.

Many business people think they don't have the time to look inside their companies. They like the idea of BI, but can't spare a moment to implement products to make it happen. Funny, the reason they can't spare a moment is because they are using their valuable time using inefficient processes, from which BI could free them.

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About the Author(s)

Jennifer Bosavage

Editor In Chief, Solution Providers for Retail

Writing and editing from the IT metropolis that is Fairfield County, Conn., Jen is Editor In Chief of Solution Providers For Retail. In her role, she oversees all editorial operations of the site, including engaging VARs to share their expertise within the community. She has written for IT professionals for more than 20 years, with expertise in covering issues concerning solution providers, systems integrators, and resellers.

Jen most recently was Senior Editor at CRN. There, she was in charge of the publication's editorial research projects, including: Solution Provider 500, Fast Growth 100, Women of the Channel, and Emerging Vendors, among many others. She launched the online blog, "Channel Voices," and often wrote on career issues facing IT professionals in her blog, "One Year to a Better Career."

Jen began her tech journalism career at Electronic Buyer News, where she covered the purchasing beat. (That was so long ago that blue LEDs were big news.) Starting as copy editor, she worked her way up to Managing Editor before moving to VARBusiness. At VARBusiness, she was Executive Editor, leading a team of writers that won the prestigious Jesse Neal award for editorial excellence.

Jennifer has been married for 22 years and has two wonderful kids (even the teenager). To adults in her hometown, she is best known for her enormous Newfoundland dog; to high schoolers, for her taco nights.

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