4. Objective of this Session
Demonstrate how industry leaders are driving significant growth
through agile analytic innovation and integration with traditional
in-house ERP, CRM, and Operational data.
In Summary:
• What Distinguishes Analytic Leaders
• Retail Innovation
• How to Operationalize Analytics
5. Analytics is a Competitive Arms Race
Explosion of activity in Discovery to Drive Competitive Advantage
• Data
CRM, ERP, Operational Data
External & 3rd Party
Internet of Things
Digital & Social
• People
• Process
• Technology
• Culture
6. Agile Analytic Leaders are Growing their Business
Extensive Data Utilization
1. Unstructured Internal Data (email, text files, documents, forms, logs)
2. External Transactional Data (e.g. partners, distributors, suppliers)
3. Transactional Data from ERP, CRM, and other Operational application
4. Customer Data (360 view)
5. Internet of Things and device/sensor data
6. Customer Mobile Device (e.g. geolocation, wearables)
7. Unstructured beyond Text (audio & video)
8. Unstructured External (social media, blogs, web pages)
Leaders
81%
78%
77%
70%
56%
53%
53%
47%
Others
59%
50%
60%
41%
31%
22%
28%
31%
Gap
Base: 166 BI & Analytic Decision Makers, Leaders n=98, Others n=68
Source: Forrester Consulting on behalf of HP, February 2015
22
28
17
29
25
31
25
16
7. Industry Leaders look Outside for Innovation
Financial Services Consumer Industries
and Retail
Manufacturing Public Sector
‒ Regulatory compliance
‒ Capital optimization
‒ Customer-centricity
‒ Cost management
‒ Growth/increase wallet share
‒ Omni-channel success
‒ Enabling optimal store execution
‒ Digital transformation
‒ New product launch success
‒ Risk management
‒ Supply chain visibility
‒ Trade Fund Management
‒ Warranty and quality analytics
‒ Fraud detection
‒ Predictive MRO Forecasting
‒ Vehicle Diagnostics Analytics
‒ Early Warning Detection
‒ Predictive Vehicle and Plant
Maintenance
‒ Asset protection
‒ Counter terrorism / citizen safety
‒ Transparency in governmental Agencies
‒ Traffic flow optimization
‒ Situational awareness
Energy Health & Life Sciences Travel and
Transportation
Communications, Media and
Entertainment
‒ Customer Acquisition & Retention
‒ Customer Lifetime Value/Loyalty
‒ Optimize operations
‒ Improve computing throughput
‒ Deliver information remotely
‒ Accelerate customer insights
‒ Trading/Power Procurement
‒ Dynamic Energy/Power Pricing
‒ Fraud and abuse
‒ Patient engagement
‒ Optimizing patient care
‒ Reducing healthcare costs
‒ Supply chain / distribution
‒ Drug development / scientific
research
‒ Improving operations
‒ Maximizing ancillary revenues
‒ Customer loyalty
‒ Predictive MRO analytics
‒ Yield and revenue management
‒ Supply chain visibility
‒ Irregular Route Operations
‒ Customer Acquisition & Retention
‒ Customer Lifetime Value/Loyalty
‒ Broadcast monitoring
‒ Churn prevention
‒ Advertising optimization
8. Customer Mobil Device: Levi’s Stadium
• Turn-by-turn directions (seat & services)
• Wait times for concessions & restrooms
• Promotions to optimize inventory
• Order from seat & delivery service
• Traffic Flow
• Safety & Security
Grow Revenue, Improve Customer Experience
9. 3
Road to Daytona 2/5/13 – 2/13/13
Identifier Comparison
Top Influencers
Although the official #FueledBySunoco
was established, there were numerous
instances where the organic string
“Fueled by @SunocoRacing” was used
as a reference.
Mentions
•#Gen6 = 2,260
•@SunocoRacing = 443
•#FueledBySunoco = 342
Most Discussed Terms
Gather
Analyze Share
Engage
Daytona 500
3
Conversation Trend During Race
“Drivers and
Danica”
Wreck 2
Johnson
Wins
Erin Andrews
and 50 Cent
Total Mentions: 303,857
Final Laps
Race starts
Wreck 1
Danica leads lap
Transform
Consumer 360: NASCAR
Grow Revenue, Improve Customer Experience
10. Predictors of Shrink – Store Segments (Clusters)
Hybrid Data Integration & Analytics: Retailer
Reduce Retail Shrink
11. What is a common theme?
Operationalize Analytics
def. the interoperation of multiple disciplines that support
the seamless flow from initial analytic discovery to
embedding predictive analytics into business operations
process, applications and machines
14. Operational Analytic Journey
1
Discovery - new methods,
technologies and processes to
support agile discovery
Application Integration -
cross-enterprise business process
integration
Information Delivery –
ubiquitous multi-channel insights
delivery
Workflow – Model
management, technologies and
processes to support agile
discovery
Methods – CRISP-DM V2.0
Change Management and
Organizational Transformation
– strategy for becoming an
analytically enabled enterprise
Hybrid Data Management–
Hybrid data integration, EDW,
Data Discovery Environment
Information Governance –
multi-disciplinary structures,
policies, procedures, processes
and controls implemented to
manage analytic information
15. Prioritization of Capabilities
Predictive Maintenance
Warranty & Quality Analytics
Promotion Analytics
HR Training & Management
Forecasting
Pricing Architecture
Fraud & Shrink Analytics
Security Analytics
Performance Analytics
Early Defect Detection
Brand Clout
360° View of Customer
Inventory Optimization & On Shelf Availability
Assortment Mix Planning
Labor Optimization
Regulatory Risk & Compliance
IOT Analytics
Supply Chain Analytics
Evaluate opportunities based on Corporate Readiness and Speed to Value
Readiness
BusinessValue
18. Manage Analytic Performance
BI & Analytics Management
1. Well Established Methodology for Measuring ROI of BI &
Analytic Efforts
2. Constantly Measure and Analyze BI and Analytic
effectiveness (e.g. self service ease and adoption)
3. Can monitor usage, efficiency and effectiveness of all BI and
Analytic Tools
4. Constantly measure and analyze BI and Analytic Utilization,
and Proactively Adjust
Leaders
82%
82%
79%
74%
Others
49%
50%
53%
56%
Gap
Base: 166 BI & Analytic Decision Makers, Leaders n=98, Others n=68
Source: Forrester Consulting on behalf of HP, February 2015
33
32
26
18
Industry Leaders Focus on Measurement
19. Plan Analytic Center of Excellence
Cross-functional governing body
– Improves analytical capability through collaboration, tool
standardization and cross functional working teams
– Develops common understanding of analytic issues and ideas
throughout the enterprise
– Establishes integration of information
– Establishes common execution through standards and
guidelines
– Provides ability to expand and contract teams as demand
increases and decreases
BD ACE
Departments
Analysis
Information
Support
Departments
Departments
Departments
Departments
Departments
Departments
People
Education /
Certification
Standards / Guidelines
Technology
Business
objectives
Corp
Strategy
Corp.
Ed.
Shared
Serv.
Corp.
Comm.
PMO
SME
Governance
Framework
Departments
20. Implications
Market Leaders are data driven and agile
• Place greater importance on leveraging a variety of data sources
• Operationalize analytics and insights in real or near real-time
• Implement tools that are intuitive, easy to use and enable self service
• Continuously Measure BI & Analytic ROI and Efficiency
• Make analytics pervasive throughout the organizational culture
21. How do we Begin?
• Start Small Think Big – Develop Strategy and Roadmap
• Develop Prototypes and Proof of value – Rapid Prototyping
• Create Roadmap to Future State - Build for the Future
22. Analytic Maturity Assessment
Take the operational analytics
self assessment to assess the maturity of the 10 key
process areas at: http://hpe-oamia.com/
You will also find a link to our view point Paper.
1. Analytic Discovery
2. Analytic Production and Management
3. Decision Management
4. Application Integration
5. Information Delivery
6. Hybrid Data Management
7. Analytic Workflow
8. Analytic Governance
9. Analytic Culture
10. Analytic Platform
