Global Profit Reporting and Accountability for a Large Bank

Global Bank

The lack of an overall global profit model distorted results and made decisions difficult.

Goals

They desired to implement global profit reporting for products and services, as well as for business units and regions.

Difficulties

Profit reporting was difficult due to the wide range of products and services, and inconsistent and incomplete regional profit models.

Results

The system provided new and unique insights into operations, as well as strategic decisions around products, services, channels, geography, pricing and customers on a global basis.

Challenge

The Challenge. A global banking institution desired to implement global profit reporting for products and services, as well as for business units and regions. This was difficult due to the wide range of products and services, and inconsistent and incomplete regional profit models. The lack of an overall global profit model distorted results and made decisions difficult. 

The Solution

The Solution. The bank implemented a global profit reporting system using SAS Cost and Profitability Management (CPM) for building and maintaining the profit models, and using SAS Visual Analytics Explorer for exploration and analysis of profit information by business users. The system balanced global measurement and reporting standards while providing flexibility to individual business units. This gave the business units the details needed to make decisions as well as viewing the complete chain of cost and revenue flows. At the same time, all regional and business unit models adhered to a common dimensional structure and common hierarchy to allow smooth consolidation of models. The system provided new and unique insights into operations, as well as strategic decisions around products, services, channels, geography, pricing and customers on a global basis.

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