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SAS Big Data Forum - Transforming Big Data into Corporate Gold
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SAS Big Data Forum - Transforming Big Data into Corporate Gold

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Synopsis: How SAS believes organisations can turn Big Data in to competitive advantage through the use of High Performance Analytics. ...

Synopsis: How SAS believes organisations can turn Big Data in to competitive advantage through the use of High Performance Analytics.

In this presentations, we look at how SAS is seeing organisations take the outputs from big data analysis and turn them into tangible business outcomes through real-time decision-making.

In it, we explore:
- Why we believe organisations need to exploit their data assets to create the insights that build competitive advantage
- How to develop infrastructures required to support multi-dimentsional insight
- What SAS is doing to make this a reality

Key topics include:
- Data governance
- Big data infrastructure
- High performance analytics
- Data visualisation

About SAS:
- World’s largest, privately held software company,
- 35 years old
- Focus on advanced and predictive analytics right from the word go
- Big data has been in our DNA before it became mainstream

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SAS Big Data Forum - Transforming Big Data into Corporate Gold SAS Big Data Forum - Transforming Big Data into Corporate Gold Presentation Transcript

  • Transforming Big Datainto Corporate GoldLouis M FernandesDirector, Market Development Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Who do you trust? 2 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • What is “Big Data”? “When volume, velocity and variety of data exceeds an organisation’s storage or computecapacity for accurate and timely decision-making” 3 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Data Vectors olume ariety elocity isibility alue 4 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • What is “Analytics”? TEXT ANALYTICS Finding treasures in unstructured data like social media or survey tools that could uncover insightsFORECASTING about consumer sentimentLeveraging historical datato drive better insight intodecision-makingfor the future BUSINESS INTELLIGENCE OPTIMISATION Analyse massiveDATA MINING amounts of data inMine transaction databases order to accuratelyfor data of spending patterns identify areas likely tothat indicate a stolen card produce the most profitable results STATISTICS 5 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Environment CULTURE BEST BUSINESS OUTCOMES DATA INFRASTRUCTURE TECHNOLOGY 6 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Culture & Maturity 7 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • CompetitiveAdvantage Culture & Maturity Analytic Reporting Alerts What actions are needed? Query drill down Where exactly is the problem? Ad hoc Standard reports How many, how often, where? Clean reports Raw data What happened? data Degree of Intelligence 8 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Culture & Maturity What is the best that can happen? Optimise Predictive Analytics What will happen next? Predict & OptimisationCompetitiveAdvantage Why is this happening? Explore Alerts What actions are needed? Query drill down Where exactly is the problem? Ad hoc Standard reports How many, how often, where? Clean reports Raw data What happened? data Degree of Intelligence 9 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • ANALYTICAL Culture & Maturity ANALYTICAL COMPETITOR COMPANY STAGE 5 Organization ANALYTICAL 4 is routinelyBusiness & IT Alignment ASPIRATIONS STAGE reaping the Enterprise-wide benefits of LOCALIZED ANALYTICS STAGE 3 analytics capability enterprise-wide analytics Senior is under ANALYTICALLY IMPAIRED STAGE 2 executives are committed to development as a corporate Focus on Line-of-business analytics continuous priority improvement STAGE 1 management are driving Resources Limited interest analytics are aligned to in analytics momentum create a broad by senior analytics management capability Analytic Maturity 10 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • ANALYTICAL Culture & Maturity ANALYTICAL COMPETITOR COMPANY STAGE 5 Organization ANALYTICAL 4 is routinelyBusiness & IT Alignment ASPIRATIONS STAGE reaping the Enterprise-wide benefits of LOCALIZED ANALYTICS STAGE 3 analytics capability enterprise-wide analytics Senior is under ANALYTICALLY IMPAIRED STAGE 2 executives are committed to development as a corporate Focus on Line-of-business analytics continuous priority improvement STAGE 1 management are driving Resources Limited interest analytics are aligned to in analytics momentum create a broad by senior analytics management capability Analytic Maturity 11 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Infrastructure Increase Loyalty, Interaction, Reach and Penetration Deliver relevant content and increase audienceEvolve from a “Product Centric” through to “Consumer Centric” and “Lifecycle Focused” organisation Analyse, Understand & Plan Predict what products and offerings best fit consumer at any point in their particular lifecycle Measure Use & Effectiveness Understand when, how and why consumers use your products and services Manage the end-to-end “back-office” process Integrate the various data-sources into a central single data “hub” and use it to power the various online and offline consumer touch-points 12 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Company Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Unit/ChannelCompany Manager Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Unit/Channel Business Unit/Company Manager Communication Channel Email Mobile Web Personalisation Point of Sale/Service Social Media Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Unit/Channel Business Unit/Company Manager Communication Channel Customer Email Mobile Web Personalisation Point of Sale/Service Social Media Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Unit/Channel Business Unit/Company Manager Communication Channel Customer Email Mobile Web Personalisation Point of Sale/Service Social Media Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Unit/Channel Business Unit/ Company Manager Communication Channel Customer Email Mobile Web Personalisation Point of Sale/Service LEGACY DATA(e.g. Purchase History, POS, etc) Social Media Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • SINGLE CUSTOMER VIEW Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • QUESTIONS QUESTIONS QUESTIONS QUESTIONS QUESTIONS 1. How does my value 1. How do I find new 1. How do I interact with my proposition relate to my customers? customers? 1. Who are my customers? 1. Who has interacted with various customers? 2. What are the best 2. How do I ensure 2. What do they “look” like? my campaigns? 2. What aspects of its utility/ channels to reach them consistency across3. What customer needs am I 2. What have they done? service will they value? through? interaction channels? satisfying? 3. How much have I sold? 3. How should I position it? 3. How do I execute 3. How do I optimise the 4. What is the market 4. How much will I sell 4. How should I engage with campagins? customer experience? opportunity? tomorrow? my prospects and 4. How do I optimise 4. How do my customers customers? campaigns? engage with me? INTERACTION & MEASUREMENT EXPERIENCE & ENGAGEMENT EXPERIENCE EXPERIENCE MARKETING & ANALYSIS CUSTOMER CUSTOMER CUSTOMER CUSTOMER STRATEGY PLANNING DESIGN SINGLE CUSTOMER VIEW Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Email/Mobile Point of Sale Web Personalisation Point of Sale/Service Social MediaCopyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Email/Mobile Point of SaleBusiness rules Web Personalisation Point of Sale/Service Social Media Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Email/Mobile Point of Sale Content DistributionBusiness rules Web Personalisation Point of Sale/Service Social Media Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Email/Mobile Point of Sale Content DistributionBusiness rules Web Personalisation Point of Sale/Service Social Media SCV Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Email/Mobile Point of Sale Content DistributionBusiness rules Web Personalisation Point of Sale/Service Social Media SCV The “Closed loop” Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Email/Mobile Point of Sale Content Distribution Business rules Web Personalisation Point of Sale/ServiceData clean, merge & append Social Media SCV The “Closed loop” Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Email/Mobile Point of Sale Content Distribution Business rules Web Personalisation Point of Sale/Service Reporting /Data clean, merge & append Analytics Social Media SCV The “Closed loop” Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Modelling “Sandpit” Email/Mobile Point of Sale Content Distribution Business rules Web Personalisation Point of Sale/Service Reporting /Data clean, merge & append Analytics Social Media SCV The “Closed loop” Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Modelling “Sandpit” Email/Mobile Point of Sale Content Distribution HIGH Business rules Web Personalisation PERFORMANCE ANALYTICS Point of Sale/Service Reporting / ENVIRONMENTData clean, merge & append Analytics Social Media SCV The “Closed loop” Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • High Performance Analytics Operational Business Constraints Objectives Optimise Relationship Conversation E-mail, SMS, Digital Call Centre Manager Centre MMS, Push StrategyHIGH VALUE HIGH TRANSACTION Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Technology 32 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Big Data Analytics Deployment Roadmap Driving Value Customer Management Align Incentives Across The Business Insight Led Online Experience SMART Services Insight Led Credits / Product Bundles Engaging in Social Media Monthly Campaign ReportsInsight Led Direct Marketing Optimisation Pilot Opt. Roll-out Multi-channel Opt. / BNA Real Time Decisions BNA Test and Learn Process Insight GovernanceEffective Insight Processes Ways of Working New Insight / Business Partner Model Self-Serve Reporting Capability Self-Serve Insight Capability Segmentation & Customer Journeys SMART / Big Data Insights 360o Actionable Insight Customer Lens Reporting Propensity Models Self Calibrating Models Data Governance Big Data Management Etiquette / SCV for Campaigns SCV – SMART / Digital SCV – Voice, Social Media SCV – Partner Ecosystem Start +6 months +12 months +18 months +24 months +30 months +36 months 33 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Business Impact Act Orient YOUR Decide Decide COMPETITIVE MARKET ADVANTAGE OPPORTUNITY Orient Act Observe 35 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Value Past Now Future Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Value Past Now Future Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Value Predict Window of opportunity Past Now Future Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Value Optimise Value Predict Window of opportunity Past Now Future Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Value Optimise Value Predict Window of opportunity Past Last Week Now Future Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Customer Lifetime Value Customer Profitability Standard Customer JourneyOptimised Customer Journey Missed Opportunity R.O.I Time Cost of Acquisition Acquisition Welcome In-Life Retention Post-Life 41 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Market Performance300% Source:250%200% Analytical Shakers150%100%50% S&P 500 Index 0% 2002 2003 2004 2005 2006 2007 2008 2009 Market Outperformance Advanced Analytics Data Access vs. Productivity 64% 77% 54%
  • Emerging Stable Best in Class TransformationalFind the Most  Legacy systems  Marketing running on  Single customer view  Institutional memory  Isolated data sources operational systems  Marketing data marts  Corporate resourceProfitable Growth  Outsourced platforms  Partial centralisation of  Specialist marketing service  Customer data enterprise-wideOpportunities  Product and channel centric customer data providers  Full understanding of insight  Some data matching  Customer-centric insight individual customer  Customer to product / channel  Segmentation by customer profitability insight behaviour  Develop for customer  Product segmentation  Granular segments  Customer pricing  Basic customer valueTake The Right  List and product-based  Product and customer targeted  Customer targeting  Integrated real-time, multi- targeting  Few channel focus  Optimised Multi-channel channel contact managementMarketing Action  Product-based contact strategy  Campaign programs partly contact management  Full personalisation of products  Short-term focus multi-stage  Single-channel real-time / services based on customer  Fixed event triggers  Campaign automation value  Dynamic event triggersMaximise Cross  Success defined by volume of  Standard and insight based  Test and learn embedded  Insight informs a customer led product / service sales reporting  Integrated reporting strategyBusiness Impact  Basic reporting  Test and learn processes  Dynamic marketing dashboard  Insight is used to inform all of  Ad-hoc reports  Consolidated reports the value levers of the business Product Customer Centricity Centricity Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Summary Why Big Data use in business intelligence and visualisation is changing how business runs How Big Data is being applied to make business decisions in real time How Big Data is improving business outcomes How organisations are developing a multi-dimensional view of their businesses How to build an analytical and insight-driven organisation that encourages continuous improvement. 45 Copyright © 2012, SAS Institute Inc. All rights reserv ed.
  • Thank You!Louis M FernandesDirector, Market Development, SAS UKE: louis.fernandes@sas.comT: +44 7958 292616 Copyright © 2012, SAS Institute Inc. All rights reserv ed.