inTouch Body of work


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Lists select engagements and modeling projects executed at inTouch over 6 years.

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inTouch Body of work

  1. 1. inTouch analytics<br />actionable relationship analytics&decision support <br />
  2. 2. about<br />Relationship programs<br />A market leading Foods & Beverages Business [India]: Customer Loyalty Program across 350 outlets – 320,000 members and 12,000,000 transactions mined; Retailer Loyalty Program across a network of 3,000 outlets A market leading Beauty / Fitness Chain [India]: Customer Loyalty Program across 110 centers in India<br />Indian arm of a market leading global brand of Beauty products: High Value Customer panel set up and mass customization initiatives across the brand’s shop-in-shops in India<br />Indian arm of a global Communications Service Provider: Business analytics for Revenue management and Customer Loyalty Program for the CSP’s India operationsA 1,000 store global jewelry chain [UAE]: Business analytics and Customer Loyalty Program across 180 outlets in UAE, Europe and India – a consulting assignment <br />
  3. 3. about<br />Predictive modeling/analytics<br />A US based satellite co: Pricing and discount modeling solution based on 5-year historical data and 10-year look-ahead (prospective) data<br />A US based consumer marketing co: Predictive analytics solution based on historical marketing program data for the last 5 years <br />An Ecommerce [B2B2C] brand merchandising business [India]: Web and Business Analytics – a full business solution for Online businesses<br />A market leading Packaged Foods business [India]:Models predicting Market Share of leading Indian packaged foods brands based on Retail Audit and Panel data HR Analytics for one of the largest employers in India: People<br />performance metrics modeling, Attrition modeling and Salary<br />Intelligence<br />HR Analytics for India’s largest Assessments company: Talent Pool<br />Supply-Demand Modeling, Capability-Effectiveness models<br />
  4. 4. about<br />Consumer research<br />A F&B Industry focused Private Equity fund: Consumer / Brand Perception Studies to evaluate two leading Fine Dining chains for potential investments<br />A Global Education Major: Sizing up the BPO markets in Pakistan and Sri Lanka for the group to design entry strategies<br />One of India’s largest fine dining restaurant chains: Consumer Perception, Feedback analysis and Mystery Customer Exercises An Indian Fortune 500 Petro-major: Retail Chain Set-up – 56 feasibility studies to date, Auto-LPG sales potential studies, Retail Outlet facility due diligence India arm of a global luxury brand: Mystery Shopper Exercise across 7 cities and 9 stores – first ever store evaluation in India<br />An Indian Fortune 500 Petro-major : ‘Oil Conservation Fortnight’ Effectiveness Studies, Retail Audits, ‘Non-Fuel Options’ Study at Retail Outlets <br />
  5. 5. Customer Loyalty AnalyticsMicro-segmentation, Attrition, Reward Milestone Modeling<br />
  6. 6. <ul><li>Worrying linear trend, a steady churn of 3,500 to 4,500 per month could be anticipated
  7. 7. Rising ave lifetime suggests early members losing interest</li></ul>Attrition Modeling<br />
  8. 8. Advanced Analytics for Decision SupportMarketing Effectiveness Modelingfor a USD 8 billion business<br />
  9. 9. Incremental Sales from the Sales program (2002 through 2006)<br />2002 (a.x%*)<br />2003 (b.y%)<br />2004 (c.z%)<br />2005 (ab.x%)<br />2006 (0%)<br />$a7<br />Fall Warranty<br />$0<br />$d<br />$g<br />$j<br />Fall Rebate<br />$e<br />Spring Warranty<br />$b<br />$h<br />$k<br />$0<br />Spring Rebate<br />$c<br />$f<br />$i<br />$l<br />$m<br />Annual<br />Marketing Program PerformanceIncremental Sales, Volume and Margins<br />Each of the programs comprising the NSP has contributed a% or less to annual sales<br />All but two programs – Fall Rebate 2002 and Spring Rebate 2006 – have contributed significantly to sales but individual programs are yet to yield consistent y-o-y increments<br />Annually, off-season programs add between $x million and $y million to the top line<br />
  10. 10. Incremental Sales from the National sales program (2002 through 2006)<br />Sales ($)<br />$0<br />Incr. Sales<br />Program Sales<br />Incr. Sales<br />Program Sales<br />Incr. Sales<br />Program Sales<br />Incr. Sales<br />Program Sales<br />Spring Rebate<br />Spring Warranty<br />Fall Rebate<br />Fall Warranty<br />$0<br />$h<br />2006<br />$a<br />$d<br />$j<br />$m<br />2005<br />$b<br />$e<br />$k<br />$n<br />2004<br />$g<br />$i<br />$l<br />$o<br />2003<br />$c<br />$f<br />$0<br />$p<br />$q<br />$r<br />2002<br />Marketing Program PerformanceIncremental Sales, Volume and Margins<br />Incremental sales due to the programs have grown over the years but for a dip during Fall 2004<br />As a proportion of sales tracked through respective programs, incremental sales have varied between m% and n%<br />Except for the first Fall program (2002) and the 2006 Spring Warranty program, all others have generated significant incremental sales<br />
  11. 11. Advanced Analytics for Decision SupportRevenue Management for a Global B2B C.S.P.<br />
  12. 12. PPU business concernsUsage Variance – Corporate<br /><ul><li> Fluctuations are wild across the board, irrespective of quantum of usage
  13. 13. Dips are prolonged in many cases; few large peaks
  14. 14. Trend observed in some cases while in others, growth is flat over the year</li></li></ul><li>Forecasting ModelEnterprise<br />
  15. 15. Scenarios<br />
  16. 16. marginal scope for improvement<br />4262<br />incentivise group meetings<br />Low Port Utilization High<br />2226<br />Increased usage<br />9140<br />incentivise by number of ports used in a month<br />3372<br />4323<br />Low Number of Ports in Use High<br />XYZ Loyalty ProgramEnterprise Incentive Strategy<br />Group Bonus: 5 additional XYZ Loyalty Minutes for a group meeting<br />Activity Reward: 10% extra in Loyalty Minutes if > x ports are active in a month (could be relaxed in specific cases)<br />
  17. 17. Advanced Analytics for Decision SupportPricing Decision Support for one of the top 3 American satellite businesses<br />
  18. 18. Discount Vs Contract Term<br />What contracts and for what term should be priced at premiums and what needs to be discounted…<br />
  19. 19. Distribution of Avg. Discountby Contract Term (Years)<br />… and get discounted if contract terms are longer?<br />Do contracts get priced at premiums when the contract terms are smaller? …<br />
  20. 20. Average Discount by Utilization of A & Competitors’ Satellites<br />…What is the effect of Competitors’ Utilization?<br />
  21. 21. Market Basketsfor an online B2B2C business<br />
  22. 22. Market Basket AnalysisSuggestive Selling Tools for an Online Business<br />Business Challenge<br />arrive at purchase likelihood estimates across all products at unit and category levels<br />visualization of the model along with prioritization of product pairs and triplets that sold well together<br />
  23. 23. Market baskets – CategoryConfidence Stats for associations<br />Supposed direction of cause-effectStronger lines show higherdegree of association <br />Computers and Accessories<br />Stationery<br />0.11<br />0.69<br />Watches & Clocks<br />0.37<br />0.06<br />0.58<br />0.12<br />Apparel and accessories<br />Bags<br />0.29<br />Electronics<br />0.48<br />0.19<br />0.22<br />Utilities<br />Travel Bag, T-Shirt & Travel organizer<br />
  24. 24. Market baskets – ProductsConfidence Stats for associations<br />Photo Pen Holder<br />Photo Frame<br />0.27<br />0.73<br />I Don't Sleep Round Neck T-Shirt - (Men)<br />I Didn't Get Smarter Round neck T-Shirt - (M)<br />0.622<br />0.324<br />Arrow Shirt White<br />0.35<br />0.567<br />Black Polo Neck T-Shirt - (Men)<br />Van Heusen - Blue<br />0. 35<br />0.54<br />Black I Didn't Get Smarter Round neck T-Shirt - (M)<br />Leather walletwith white stitch<br />0.35<br />0.486<br />Leather Pen Stand<br />0.432<br />White Polo Neck T-Shirt - (Men)<br />Magic Calculator with Pen<br />
  25. 25. Attrition Modelingemployee attrition models for India's largest temp staffing co<br />
  26. 26. % contribution to total attrition<br />58 clients with modest attrition rates…<br />Client-wise ProfilingDistribution of clients and attrites across the attrition range<br />
  27. 27. Client-wise ProfilingDistribution of associates and attrites across the attrition range<br />…contribute the highest to overall attrition<br />by sourcing in and losing massive numbers…<br />…while 19 clients sourcing the second highest average number of associates have relatively higher attrition rates but contribute less than 10% to overall attrition numbers<br />% contribution to total attrition<br />
  28. 28. Client-wise ProfilingClients with the worst attrition rates: 100% to 50%<br />100% attrition on a sizeable base of associates<br />Attrition rates climb down with larger offtakes<br />
  29. 29. Contact:Arun Prabhuemail: arun@be-in-touch.comphone: (91)96202-71950; (91)(80) 4120<br />