Cubewise Customer Stories Podcast

Goodman

As one of the world’s leading listed property groups, Goodman relies on a real-time view of its financials to rapidly respond to market dynamics. Consequently, the company recognized it needed to take a more sophisticated approach to its business analytics. Goodman chose IBM Cognos TM1 as the platform and Global TM1 implementation experts from Cubewise to make this happen.
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Gloria Jean's Coffees

With help from IBM Cognos Express and Cubewise, Gloria Jean’s Coffees was able to cut month-end reporting time by at least 50% every month, as well as empower their end users to create meaningful reports without having to depend on IT.
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Australian Geographic

In 2002 Australian Geographic’s management recognised that faster and much deeper analysis of the activities within its retail business could help to greatly improve margins and efficiencies. At the time, the company had 43 stores and more than 3,000 stock items under the four broad categories of: The Australian Experience, Kids World, Science and Discovery, and Travel and Outdoor.
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Eraring Energy

Electricity Production and Energy Trading are the core business activities of Eraring Energy. Eraring Energy manages a diverse set of electricity generating assets located throughout New South Wales. They not only needed to provide efficient energy sources, but also needed to run their business operations in a timely, accurate and efficient manner.
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B.Braun

B.Braun streamlines its financial reporting with IBM Cognos® TM1.
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Ashurst Australia

In 2011, Blake Dawson, a leading Australian law firm with offices throughout Australia and the Asia-Pacific region, announced its intention to join forces with Ashurst LLP, a UK-based firm with operations in Europe, North America, Asia and the Middle East.
In March 2012 Blake Dawson adopted the Ashurst name. The two firms now offer a compelling proposition as a top-tier legal service provider for private and public sector clients worldwide.
To better align the firm’s structure with its strategy and to prepare for international growth, Ashurst Australia realised that its existing organisational model needed to be restructured. Its practices varied in size, with between two and 20 partners in each. With such large disparities in the size of each practice, it was difficult to compare performance, understand which areas of the business were most effective and profitable, and identify opportunities for improvement.

Anvil Mining

Anvil was the second foreign mining company to start producing in the DRC after the civil conflict. During the past 2 years they produced 16,000+ tonnes of copper in concentrate per year from its HMS plant in Kinsevere. This growth has had its challenges with Anvil having the deck stacked against them in their short existence - having to survive the political instability of a civil war in the DRC (1998-2001), a dramatic fall in the copper price (late 2008), a mining review (2007-2009) and the Global Financial Crisis (2009).
For its first few years Anvil reported, analysed and planned using exclusively Excel spreadsheets. The amount of time required to compile these consolidations and budgets meant that there was no time to focus on what the business needed to do, but rather focusing on what the business was doing.