Reporting in departments
The use of a reporting tool is always a good idea when the various reporting challenges are to be addressed in a constructive and cross-departmental manner.
A good data basis is crucial for this.
Our experts support you in establishing or optimizing any type of reporting initiative. Together, we anchor reporting in the various departments. Departments have different requirements for reporting and reporting tools.
Let’s look at some examples below:
Management Reporting and Controlling
Management reports provide a 360-degree view of the company's relevant KPIs. They are an important basis for decision-making and must provide the correct information quickly and intuitively. Financial and non-financial information is provided in the dimensions of the actual balance sheet, plan and forecast in the form of regular standard as well as ad hoc reports.
Sales reports provide an overview of relevant KPIs ranging from geo-reporting to individual customer views and sales performances. Sales reporting includes annotations by sales staff on their interactions individual customer contacts and provides information on customers, customer needs, sales opportunities, cross-selling and up-selling potentials, current workload, and profitability of sales activities.
To provide the best possible customer service, process owners, process managers and service managers need information on the performance status and development of IT services. This includes control and target achievement metrics for the processes, operational level, services and business.
HR Reporting is the collection and analysis of key personnel figures in the HR area. This enables managers to always have an overview of all employee data, such as the human capital return on investment (HCROI), net profit (NOPAT) per full-time equivalent (FTE), average personnel expenses, sickness and fluctuation rate, age structure and the proportion of trained employees per year.
Financial reports provide information on profitability, liquidity as well as stability of a company and support management in corporate planning. Predefined planning processes and an intuitive and understandable application accelerate budget planning and forecast planning.
The regulatory requirements for reporting are ever increasing. Some became more stringent, such as Solvency II for insurance companies and the required Solvency Capital Requirements (SCR) metrics. The Minimum Requirements for Risk Management (MaRisk) also require extensive data provision.