Updated February 27, 2025
This page provides the list of Pigment Use Cases and their associated definitions. The Use Cases themselves provide a framework for the usage of the Solution.
Use cases and definitions
| Primary Use Case | Use Cases | Definitions |
|---|---|---|
| Financial Planning & Analysis | Capacity Planning | Capacity Planning is the process of defining seller contribution to targets, and check against allocated quota. It enables to understand the supply of workforce necessary to achieve revenue goals and other targets. Planning activities include: - Bottom-up: capacity of current field team based on various assumptions (ramp up, productivity, etc.) - Bottom-up: adding new field individuals to increase revenue generated - Bottom-up: automatically generate supporting headcount based on given ratios - Top-down: cascade targets based on predetermined allocation - Reconcile top-down and bottom-up figures - Integrate source systems |
| Financial Planning & Analysis | CAPEX Planning | This process plans and accounts for the assets of an organization. It allows Finance teams to maintain an accurate picture of the value of their assets as the business and its needs continue to grow. Planning activities include: - Load asset register for current situation - Plan by project/asset - Depreciate following the attributes of each asset - Layer in driver-based plans for more strategic decision-making |
| Financial Planning & Analysis | Cashflow Planning | Cash flow planning is the process of creating a detailed budget and financial plan to manage income, expenses, and savings. It involves analyzing cash inflows and outflows, identifying areas of overspending, and creating a plan to improve financial stability. |
| Financial Planning & Analysis | Headcount Planning | Headcount Planning is the process of planning for company workforce at an individual and team level. Planning activities include: - Visualization of the company structure - Understanding total cost of an employee, while planning accurately for salary, bonus, benefit and tax costs - Automating data from HR system (HRMS and ATS) - Bringing business leaders into the planning process - Enabling recruiting team to execute on the plan more easily |
| Financial Planning & Analysis | Integrated 3-Statement Build | Integrated 3-Statement Build encompasses Balance Sheet, Cash Flow Statement, and P&L Statement requirements, which are at the heart of the finance function. Planning activities include: - Report on these 3 core statements on a periodic basis depending on their close schedule - Automate data flow between these statements for faster, more accurate, and more granular insights - Connect to external data sources where required to keep the data up to date - Create robust reports as an output which can be tailored to different audiences |
| Financial Planning & Analysis | OPEX Planning | Opex planning is meant to streamline the collection of expense inputs to be consolidated for the budget setting process. Planning activities include: - Item-based manual input for expenses and categories by business leaders and budget holders - Automated, driver-based calculations (by headcount, by revenue, etc.) - Vendor-based inputs - Compare inputs vs last year, and calculate run rate |
| Financial Planning & Analysis | Financial and Management Reporting | Financial & Management Reporting is the process of visualizing finance data in many different ways depending on the need – regulatory reporting, board meetings, management insights – and therefore Finance teams need a flexible, multidimensional tool to facilitate this. Planning activities include: - Production of different reports based on the audience (e.g. internal vs external) - Viewing of actuals vs budget vs forecast easily and in various different cuts - Creation of variations and ratios on the fly as you need them, from a high level down to individual transactions - Loading, mapping and verification of actuals data - Connection to other apps to bring in data automatically |
| Financial Planning & Analysis | Pricing and Margin Optimization | Process of providing both high-level and granular insights into the profitability of individual products and services. This can help companies know where and how much to invest, including from a go-to-market perspective. Planning activities include: - Margin planning alongside manufacturing and supply chain - Slice and dice data based on customer, product, and other dimensions - Analyze profitability at both the high-level and granular level to make informed decisions about investment and supply chain |
| Financial Planning & Analysis | Revenue Planning | Revenue planning is a process allowing Finance and RevOps teams to model out business drivers and investments required to achieve revenue targets. Planning activities include: - Creation of targets and plans based on historical, marketing, quota, cohort, etc. - Based revenue models - Connection to various other data sources to easily reforecast and adapt based on performance - Connecting models across multiple areas of the business |
| Accounting | Statutory Consolidation | Statutory financial consolidation is the accounting process of combining the financial statements of multiple subsidiary companies into the financial statements of a parent company. It aims at publishing consolidated financial statements that adhere to relevant accounting standards (e.g. US GAAP, IFRS) in order to meet regulatory disclosure requirements. Statutory financial consolidation includes: - Accounting policy harmonization - Currency conversion - Intercompany eliminations - Accounting journal entries |
| Sales Performance Management | Incentive Compensation | Incentive compensation refers to a category of compensation methods where a salesperson's pay is at least partially and directly connected to their individual sales efforts, the revenue they generate, their team's success, or the success of their company as a whole. |
| Sales Performance Management | Quota Planning and Management | Quota Planning is the process of allocating targets for the GTM function as a whole and translating them into individual quotas. Planning activities include: - Allocate targets to teams and individuals based on a variety of factors and criteria - Report on performance against these quotas - Connect to data sources containing sales performance data |
| Sales Performance Management | Capacity Planning | Capacity Planning is the process of defining seller contribution to targets, and check against allocated quota. It enables to understand the supply of workforce necessary to achieve revenue goals and other targets. Planning activities include: - Bottom-up: capacity of current field team based on various assumptions (ramp up, productivity, etc.) - Bottom-up: adding new field individuals to increase revenue generated - Bottom-up: automatically generate supporting headcount based on given ratios - Top-down: cascade targets based on predetermined allocation - Reconcile top-down and bottom-up figures - Integrate source systems |
| Sales Performance Management | Sales Forecasting | Sales forecasting is the process of estimating expected sales revenue within a specific time frame, such as quarterly, monthly, or yearly. It expresses how much a company plans to sell. Forecasters analyze economic conditions, consumer trends, past purchases, and competitors to make accurate predictions. Planning activities include: - See high-level sales forecast numbers, including performance against targets - Understand performance and forecasts on an individual, team and company-wide basis - Aggregate and assess each level of the organization - Allow for bottom-up input by sales team on their opportunities, and automate this where possible by connecting to other data sources - Tailor the experience and insights based on territory, needs, and team makeup |
| Sales Performance Management | Territory Planning and Management | Process of adjusting account assignments and assigning reps to territories. The process ensures fair and equitable distribution of accounts based on a number of factors, including seller experience, previous relationships, segmentation, geographic region etc. Territory Planning feeds into other use cases such as Incentive Compensation, overall Workforce Planning, and Recruiting & Finance Reconciliation. |
| Sales Performance Management | GTM Design | Process of designing the GTM organisation, with splits of departements, teams and customer base by geos, regions, business segmentation, verticalization, etc. |
| Supply Chain Planning | S&OP | Sales and Operations Planning (S&OP) is a process that aligns commercial, financial and supply chain activities. It includes an updated demand plan that leads to a sales plan, production plan, inventory plan, and resulting financial plan. |
| Supply Chain Planning | Demand Planning | Demand Planning is the process of predicting what a company intends to sell in the future. It involves determining what demand there will be for each product a company sells. |
| Supply Chain Planning | Inventory Planning | Inventory Planning is the process of determining the optimal inventory quantity and reorder timing so the organization can satisfy customer demand while minimizing inventory costs. |
| Supply Chain Planning | Production Planning | Production Planning is the process of developing a comprehensive strategy for manufacturing the company’s products. A production plan spells out the production targets, required resources, processes and overall schedule. |
| Supply Chain Planning | Revenue Growth Management | Revenue Growth Management is the strategic process of maximizing top-line growth by optimizing pricing, promotions, assortment, and trade spend effectiveness. Planning activities include: - Pricing Planning - Promotion Planning - Trade Promotion Planning - Assortment Planning |
| Supply Chain Planning | Supply Planning | Supply Planning is the process of aligning supply of products with the demand plan to ensure the organization can meet satisfy demand. It involves everything from procurement to production, inventory and distribution planning. |
| Environmental, Social and Governance Planning | Carbon Accounting | Process of measuring and managing greenhouse gas emissions. The goal is to track carbon footprints across various business operations, enabling the calculation of direct and indirect emissions. |
| Environmental, Social and Governance Planning | Regulatory (eg. CSRD) | Process of collecting, managing, and reporting required data in compliance with regulations. All necessary ESG information is auditable, transparent, and aligns with the latest regulatory requirements. |
| Workforce Planning | Headcount Planning | Headcount Planning is the process of planning for company workforce at an individual and team level. Planning activities include: - Visualization of the company structure - Understanding total cost of an employee, while planning accurately for salary, bonus, benefit and tax costs - Automating data from HR system (HRMS and ATS) - Bringing business leaders into the planning process - Enabling recruiting team to execute on the plan more easily |
| Workforce Planning | Merit Increase and Market Adjustment | This process relates to compensation planning, incorporating internal and external factors such as market dynamics to measure evolutions. Planning activities include: - Slice and dice roles by location, level, title, and market to ensure accurate market value assessment - Feed market data into other workforce-related plans - Implement the entire merit increase process into Pigment - Connect to HR data sources |
| Workforce Planning | Recruiting and Finance Reconciliation | Bridge the gap between the initial talent demand/acquisition process and the movements of the employee within the business. Planning activities include: - Execute the workforce plan for the year by translating it into a target for the TA team - Bring visibility of the recruitment pipeline to business leaders - Understand and plan for future headcount needs |
| Workforce Planning | Strategic Workforce Planning | Process of identifying gaps in the workforce and developing a methodical people plan to ensure an organization has the employees, skills, and knowledge needed to meet current and future business goals. |