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What and How to Monetize Forecasts and Plans

  • Robert Kepczynski
  • Alecsandra Ghita
  • Raghav Jandhyala
  • Ganesh Sankaran
  • Andrew Boyle
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

One of the key value drivers for Integrated Business Planning process is tight financial integration or even embedding of financial planning into the process. Financials might have basic and some more advance degree of integration or inclusion. Finance and pricing organization integrated in the process will change the way we look at it. All depends how far your organization would like to use IBP as process to manage business and not just planning. Strengths of integration and inclusion rules will determine how important IBP will be for your management and how important it will be for management of business models.

References

  1. Armstrong, J. S. (2002). Benchmarks for new product forecast errors. Innovation, (December), pp. 1–3.Google Scholar
  2. Heinonen, T. (2009). Supporting SOP through finance involvement. Helsinki School of Economics.Google Scholar
  3. Kepczynski, R., Jandhyala, R., Sankaran, G., & Dimofte, A. (2018). Integrated business planning – How to integrate planning processes, organizational structures & capabilities, and leverage SAP IBP technology. Springer.Google Scholar
  4. SM Thacker & Associates. (2007). Demand management. SM Thacker & Associates.Google Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2019

Authors and Affiliations

  • Robert Kepczynski
    • 1
  • Alecsandra Ghita
    • 2
  • Raghav Jandhyala
    • 3
  • Ganesh Sankaran
    • 3
  • Andrew Boyle
    • 4
  1. 1.ZurichSwitzerland
  2. 2.SAP SwitzerlandRegensdorfSwitzerland
  3. 3.SAP LABS LLCTempeUSA
  4. 4.IngolstadtGermany

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