Impact of emerging technologies in Business

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'Impact of emerging technologies in Business' was presented at the 17th IMA CEO Roundtable, by Sudipta K. Sen, Regional Director - South East Asia, Vice Chairman and Member of Board, SAS Institute (India). The presentation talks about how technologies in data management, analytics and BI can help organisations in driving breakthrough business outcomes.

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Impact of emerging technologies in Business

  1. 1. IMPACT OF EMERGING TECHNOLOGIES IN BUSINESS SUDIPTA K. SEN REGIONAL DIRECTOR – SOUTH EAST ASIA, VICE CHAIRMAN & BOARD MEMBER SAS INDIA C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  2. 2. LESSON FROM THE EVOLUTION Dinosaur • Extinct even though the largest living organism in the universe C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  3. 3. LESSON FROM THE EVOLUTION CONTD. Amoeba • Surviving even though one of the smallest living organism in the universe C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  4. 4. GLOBAL CHALLENGE INNOVATE & OPTIMIZE C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  5. 5. GLOBAL CHALLENGE INNOVATION  New ways of thinking. New strategies.  “Best Practices” vs. “Next Practices”.  Beyond improving on what already exists.  Involves risk and disruption. C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  6. 6. GLOBAL CHALLENGE OPTIMIZATION  Process improvements.  Cost cutting. Reallocation of resources.  Let go of what you shouldn’t be doing.  Too much may challenge long-term viability. C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  7. 7. GLOBAL CHALLENGE STRIKING A BALANCE C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  8. 8. DRIVING CHANGE C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  9. 9. DRIVING CHANGE C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  10. 10. DATA DRIVES INNOVATION GLOBAL ONLINE POPULATION TO HIT 2.2 BILLION BY 2013 Internet Users 2008 • • • • • US China Japan Brazil Germany Internet Users 2013 • • • • • China US India Japan Brazil 43% of the world’s online population will reside in Asia by 2013 C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  11. 11. BIG DATA – WHAT IS IT? “Data that exceeds the processing capacity of conventional database systems.” C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  12. 12. DRIVING CHANGE C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  13. 13. KEY CONSIDERATIONS Data  Which kind?  Predict outcomes  Quantifiable benefit Platforms C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  14. 14. IT’S ALL ABOUT PROFITABLE REVENUE GROWTH Driving the need for… Intelligence with Analytics C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  15. 15. ANALYTICS WHAT SHOULD YOU EXPECT? Pinpoint Understand Discover Simulate Act Isolate Limit Filter Justify Conserve Model Improve Contain Eliminate Decide Illuminate Hedge Streamline C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d . Simplify Recycle Better Find Constrain Anticipate Reduce
  16. 16. ANALYTICS C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  17. 17. DRIVING CHANGE C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  18. 18. C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  19. 19. ISLANDS OF INFORMATION C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  20. 20. BRINGING ISLANDS TOGETHER! C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  21. 21. Agility C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  22. 22. Are We Agile? C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  23. 23. TOO MANY DECISIONS TO MAKE Effective Acquisition Mechanisms Structured X-Sell and Up-Sell Structure Increased Share-of Customer Wallet Increase Customer Value Reduce Time to Decision Increase Product Holding Ratio Reduce Customer Irritation Quotient Increase Share-Of-Wallet Reduce Leaking Bucket Syndrome Increase Month on Books Increase Customer Value C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d . Reduce Marketing & Allied Costs Reduce Bad Customer Acquisition
  24. 24. STEP 1 – INFRASTRUCTURE C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  25. 25. STEP 2 – SEGMENT CUSTOMERS C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  26. 26. XUP RETAIN STEP 3 – PROFILE SEGMENTS DON’T FOCUS C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d . DON’T FOCUS XUP XUP DON’T RETAIN FOCUS RETAIN DON’T FOCUS
  27. 27. Decisioning! C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  28. 28. STEP 4 – KNOW YOUR CUSTOMER CORROBORATIVE DATAPOINTS VALUABLE CREDIT CARD CUSTOMER MOBILE BILL PAYMENT IS ON STANDING INSTRUCTION AVERAGE MOBILE PAYMENT 7,200 CUSTOMER FOR OVER 4 YEARS AVERAGE REVOLVING AMOUNT INR 12,000 NO DELINQUENCY IN 24 MONTHS • Busy Executive • Age 36 • Living in South Mumbai • Low Risk, Potentially • High Value Customer • Current exposure to Business – VERY LOW • Potential Cross-Sell Products Personal Loan • Communication Channel Priority Electronic Mail and Mobile (SMS) POSSIBLE ACTION • Cross-Sell Prospect to PRODUCT-1 PL • Propose via E-Mail Channel • Provide 1 Year offer with Low APR ANTICIPATED RESULT • Increased Exposure thus Increased Value/Revenue C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  29. 29. Timely Application! C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  30. 30. HOW?  Run Targeted Outbound Programs Lead Intimation Mr. Kumar has withdrawn 4 Standard Deviation Higher Amount of Average Behavior today, PL Scores have been consistent since three months – Propose an Offer! Offer has already been calculated for 10.25% Interest Empower Relevant Stakeholders in the Enterprise with Analytically Validated Decisions for Execution! Transform Service to Sales C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  31. 31. SOCIAL MEDIA WHERE DOES IT PLAY? C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  32. 32. C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  33. 33. C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  34. 34. SUCCESS STORIES C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  35. 35. SEBI “SEBI has always been seen as a proactive regulator, and when we implement a solution of this kind, we live up to that standard – a standard that says, ‘Look, somebody is watching you.’” Avneesh Pandey, General Manager, SEBI C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  36. 36. TELECOM ITALIA “Analysis that is valuable and makes sense today may be irrelevant tomorrow. And we need to see well beyond tomorrow. SAS Visual Analytics has allowed us to identify profitable areas that we can strengthen in terms of infrastructure and services to be marketed” Fabrizio Bellezza, Vice President - National Wholesale Services and Head of Market Development , Telecom Italia C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  37. 37. MARUTI SUZUKI Developed a comprehensive unified view of the customer across different sources. Reduced redundancies in the customer database, leading to optimization of marketing spend and enabling opportunities to cross and upsell. C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  38. 38. SALES TAX DEPARTMENT OF A MAJOR STATE IN INDIA Identifying and plugging the leakages in the system, resulting in increased Tax revenue for the department. Enabling a culture of data-driven decision making and resource optimisation across various divisions C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  39. 39. THE POWER OF ANALYTICS – KEY TAKEAWAY • In an increasingly volatile world, hindsight is a poor tool to create insight • Past trends tend to be poor predictors of future possibilities • Today’s insights would be tomorrow’s hindsight • Organizations with capability of learning from hindsight and ability to do well in the future through foresight will thrive C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  40. 40. Leader in Business Analytics C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  41. 41. “One cannot be in business today with yesterday’s methods and practices and be in business tomorrow” C op yr i g h t © 2 0 1 2 , S A S I n s t i t u t e I n c . A l l r i g h t s r es er v e d .
  42. 42. THANK YOU

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