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The CFO and CIO Must Serve the CMO and Sales Director This discussion began by stating that senior management has had unquestioned views that marketing and advertising is something the company must spend money on but how much money How much is too much Where is the highest payback to focus and where to avoid It is inevitable that the answers to these questions require a contribution from the business analysts using managerial accounting techniques. The day is coming that the CFO, supported by the CIO, must now turn their attention from operations and cost control to support the CMO and sales director to more intelligently focus on the right kinds of customers and sales prospects. The CIO faces challenges because there is confusion today about what the difference is between mainstream business intelligence5 (BI) and performance management (PM). Are BI and PM synonymous Is BI a part of PM Or is PM a part of BI

the price for all those tools. If you don t happen to work for Walmart and your organization doesn t happen to sell $375 billion in goods every year, then your mileage, online self-aggrandizement, and bottle choice may vary. The most important part of all analysis is whether and how the resulting metrics will be used. If you want to know how many of this compares with how many of that, you should know exactly why you want to know. How will you use that information What business decisions will be made based on a movement of 5 to 10 percent in any one direction As an analyst you are inundated with requests for reports. You ll want to pay heed to Judah Phillips advice in his post on the Web Analytics Demysti ed web site entitled Thoughts on Prioritizing Web Analytics Work (http://judah.webanalyticsdemysti ed.com/2008/ 10/thoughts-on-prioritizing-web-analytics-work.html), summarized here. How do you prioritize requests for analysis Answer these questions: Is revenue at risk (Always seems to be #1.) Who s asking (As Bob Page from Yahoo! likes to say: All metrics are political.) How dif cult is the request (Do some, but not all, of the easy ones right away.) Can it be self-serviced (Let them count cake!) When is the analysis needed (Between immediately and 7.5 million years from now.) Why is the analysis needed (This is the gotcha! question.)

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for some stochastic matrix f, then there exists a scheduling rule for which the system is stable. Conversely, if there exists a scheduling rule for which the system is stable, then

l v(f )

(11.18)

To turn this orchestra around, how might its leadership approach learning a new repertoire and building the orchestra at the same time Or, more to the point, how does this analogy apply to IT How does IT learn a new season s repertoire and build the orchestra to world-class caliber at the same time IT organizations face the same dilemma as the orchestra (1) Learn new business symphonies (applications) every year with higher expectations than the year before (2) Learn to build a better orchestra (IT staff ) (3) Relearn the old, badly played symphonies All at the same time Like Silo Orchestra, many IT organizations have various stovepipes playing and rehearsing in isolation to gain efficiencies Like the orchestra, the IT stovepipes are organized by sections Woodwinds over here, UNIX over there, Finance in here.

for some stochastic matrix f. Note that the operators and < refer to componentwise comparison. For example, x y means that xi yi for all i. On the other hand, x < y means that xi yi for all i and the strict inequality xi < yi holds for at least one i. The set of all arrival vectors l satisfying Equation (11.17) is called the stability region of the system. Proof Please refer to Appendix 11B. This theorem can be considered as an extension of Theorem 11.1 for the time-invariant channels. In fact, Equation (11.16) can be expressed as v(f ) = e f mj rjm j C (m ) (11.19)

for some stochastic matrices fmj where the expectation is taken with respect to the channel state m. Evaluating the region l > v(f) over all possible stochastic matrix f, the stability region S can be characterized by l < e [C (m)] (11.20)

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