The document discusses challenges facing the financial services industry and how analytics can help address them. It outlines five trends creating difficulties: 1) slowing growth, 2) increased regulation, 3) shifting customer behavior, 4) heightened risk management needs, and 5) new competitors. It then presents a methodology using causal clarity and five profit engines to help companies adapt: 1) customer lifetime value analysis, 2) customer retention, 3) cross-selling, 4) marketing ROI, and 5) new product design. The talk emphasizes integrating these analytically-driven engines to magnify their impact in overcoming industry challenges.
The document discusses challenges facing the financial services industry and how analytics can help address them. It outlines five trends creating difficulties: 1) slowing growth, 2) increased regulation, 3) shifting customer behavior, 4) heightened risk management needs, and 5) new competitors. It then presents a methodology using causal clarity and five profit engines to help companies adapt: 1) customer lifetime value analysis, 2) customer retention, 3) cross-selling, 4) marketing ROI, and 5) new product design. Finally, it stresses the importance of integrating these analytical approaches rather than using them in isolation.
Turnaround and crisis management [kompatibilitätsmodus]Clemens Frowein
Turnaround and crisis management concepts and principles for successful resolution were discussed at the PM Summit 2012 by Clemens Frowein. Key points included understanding the root causes of a crisis from both external factors like market changes and internal factors like management mistakes. The turnaround resolution cycle involves getting a clear understanding of the crisis state and then implementing tough cuts in the first phase to improve liquidity and profitability, followed by a second phase of building new capabilities to focus on profitable elements and a sustainable business model. Critical success factors include strong leadership, a holistic strategic and operational concept, and rapid implementation of changes.
The document discusses integrated risk management (IRM) in banking. It outlines drivers for IRM including convergence of marketing, risk, and financial data and external regulatory pressures. It describes the desired evolution from siloed risk views to an integrated risk landscape. It also discusses building IRM capabilities in Indian banks through developing people, analytics, data resources, and preparing for sophisticated markets and instruments over time while following regulatory directives.
The document discusses strategies for reducing shrinkage and increasing profitability through effective loss prevention programs. It notes that shrinkage significantly impacts retailers' bottom lines. Studies show best-in-class retailers realize shrink recovery can be a top profit source, and loss prevention programs can reduce shrinkage by 20-40%. The document advocates moving from traditional reactive approaches to more innovative predictive analytics utilizing comprehensive data to identify drivers of loss, monitor trends, profile high-risk stores, and target solutions. An analytical approach and roadmap are presented for building baseline models, validating accuracy, enhancing operations, measuring results, and addressing out-of-tolerance indicators to efficiently allocate resources and minimize losses over time.
Traditional business analysis exposes us to unanticipated risk. You need to incorporate uncertainty in business analysis to manage risk in important business decisions.
1) Many organizations want to improve their success rate at converting large sales opportunities into orders. However, on average sales representatives only succeed at 1 in 3 large opportunities.
2) High performing sales reps have fewer opportunities but a higher success rate than average reps. They focus properly on prioritizing the right opportunities, which is a key factor in their success.
3) Proper opportunity management leads to increased wins, measurable results, more systematic planning, improved business results, and higher revenue. It involves establishing clear opportunity priorities, understanding customers' needs, and presenting a convincing value proposition.
Quantifying Initiative Value & Prioritizing New Concepts SeminarRobert Brown
Our Advanced Decision Framework reveals why decision-making in business is so difficult and what you can do about it. It focuses on the aspects of human behavior and typical business analysis approaches that render decision-making prone to errors in judgment, unnecessary rework, cost, and lost opportunity. The Advanced Decision Framework provides a guided process by which leaders work collaboratively to overcome those barriers to success.
The document discusses challenges facing the financial services industry and how analytics can help address them. It outlines five trends creating difficulties: 1) slowing growth, 2) increased regulation, 3) shifting customer behavior, 4) heightened risk management needs, and 5) new competitors. It then presents a methodology using causal clarity and five profit engines to help companies adapt: 1) customer lifetime value analysis, 2) customer retention, 3) cross-selling, 4) marketing ROI, and 5) new product design. Finally, it stresses the importance of integrating these analytical approaches rather than using them in isolation.
Turnaround and crisis management [kompatibilitätsmodus]Clemens Frowein
Turnaround and crisis management concepts and principles for successful resolution were discussed at the PM Summit 2012 by Clemens Frowein. Key points included understanding the root causes of a crisis from both external factors like market changes and internal factors like management mistakes. The turnaround resolution cycle involves getting a clear understanding of the crisis state and then implementing tough cuts in the first phase to improve liquidity and profitability, followed by a second phase of building new capabilities to focus on profitable elements and a sustainable business model. Critical success factors include strong leadership, a holistic strategic and operational concept, and rapid implementation of changes.
The document discusses integrated risk management (IRM) in banking. It outlines drivers for IRM including convergence of marketing, risk, and financial data and external regulatory pressures. It describes the desired evolution from siloed risk views to an integrated risk landscape. It also discusses building IRM capabilities in Indian banks through developing people, analytics, data resources, and preparing for sophisticated markets and instruments over time while following regulatory directives.
The document discusses strategies for reducing shrinkage and increasing profitability through effective loss prevention programs. It notes that shrinkage significantly impacts retailers' bottom lines. Studies show best-in-class retailers realize shrink recovery can be a top profit source, and loss prevention programs can reduce shrinkage by 20-40%. The document advocates moving from traditional reactive approaches to more innovative predictive analytics utilizing comprehensive data to identify drivers of loss, monitor trends, profile high-risk stores, and target solutions. An analytical approach and roadmap are presented for building baseline models, validating accuracy, enhancing operations, measuring results, and addressing out-of-tolerance indicators to efficiently allocate resources and minimize losses over time.
Traditional business analysis exposes us to unanticipated risk. You need to incorporate uncertainty in business analysis to manage risk in important business decisions.
1) Many organizations want to improve their success rate at converting large sales opportunities into orders. However, on average sales representatives only succeed at 1 in 3 large opportunities.
2) High performing sales reps have fewer opportunities but a higher success rate than average reps. They focus properly on prioritizing the right opportunities, which is a key factor in their success.
3) Proper opportunity management leads to increased wins, measurable results, more systematic planning, improved business results, and higher revenue. It involves establishing clear opportunity priorities, understanding customers' needs, and presenting a convincing value proposition.
Quantifying Initiative Value & Prioritizing New Concepts SeminarRobert Brown
Our Advanced Decision Framework reveals why decision-making in business is so difficult and what you can do about it. It focuses on the aspects of human behavior and typical business analysis approaches that render decision-making prone to errors in judgment, unnecessary rework, cost, and lost opportunity. The Advanced Decision Framework provides a guided process by which leaders work collaboratively to overcome those barriers to success.
Panel Debate - Rating Agencies and Risk Management FERMA
This panel debate discussed rating agencies and risk management. It included representatives from Standard & Poor's and a chief risk officer. They discussed what credit ratings are, focusing on analyzing obligors' ability and willingness to repay debts. They also discussed the rating process and how ratings are opinions, not investment advice or guarantees of credit quality. The panel also discussed sustainability ratings through SAM, which assesses over 2000 companies annually on economic, environmental and social criteria to evaluate long-term value creation.
FRT - 110530 - BED - Why are some companies luckier than others - Frank LeendersFlevum
This document discusses how companies can transform their risk management approaches to create strategic value. It notes that while companies recognize the need to improve risk governance, many are overspending on risk management and not focusing on the most important risks. The document advocates aligning risk management more closely with business strategies to reduce costs, enhance transparency and improve performance. It outlines a risk performance model that companies can use to strengthen governance, integrate risk functions and measure risk management's impact on business objectives.
The document provides seven opportunities for companies to out-service their competition and position themselves as leaders when exiting the current recession:
1. Accelerate customer loyalty and profits by focusing on customer retention, lifetime value, and tapping into unrealized customer potential.
2. Enhance the customer experience while also saving money by reducing unsatisfactory experiences and leveraging self-service options.
3. Close gaps between recognizing the importance of customer service, best practices, and potential customer share by increasing relevant investments.
4. Leverage empathetic experiences to strengthen relationships during difficult economic times.
5. Improve the multichannel customer experience across all touchpoints.
6. Use a centralized knowledge
The document summarizes a webcast on using thought leadership as a sales strategy. It discusses how providing credible points of view can help salespeople educate customers on unseen opportunities. It then gives an example of how one company helped a city reduce energy costs through an LED traffic signal project. The webcast advises developing industry knowledge and advanced dialogue skills to implement this approach.
Venture capital provides long-term funding for growing companies in exchange for equity. Venture capitalists seek high-growth companies led by experienced management teams. To attract venture capital, a business plan must demonstrate a large market opportunity, competitive advantage, strong financial projections, and validation. Raising venture capital is a selective process that can take several months and requires understanding the investors' evaluation criteria.
Conscious and rigorous employing of seemingly contradicting perspectives on any context can help us widen the universal set of possibilities leading to potentially better advice. This is what is reckoned as “being creative by design”. Listed here are some of the perspectives (about objectives, strategy and execution) put forward by gurus that although contrarian to established thinking seems to be management true as well in specific contexts. For more writings, visit my website - http://www.sustaining-relevance.com/
Models Collecting Dust? How to Transform Your Results from Interesting to Imp...Revolution Analytics
Data scientists sometimes lament, "Why can't I get anyone to use my predictions?" Great models that make accurate predictions are sometimes disconnected from organizational decision-making. This hurts the business and reduces the data scientists’ perceived value the within the organization. But it doesn't have to be this way. Leading expert James Taylor, author of Decision Management Systems: A Practical Guide to Business Rules and Predictive Analytics, has developed a practical approach you can use to improve adoption and elevate your organization.
The document discusses enterprise risk management solutions and a diagnostic approach to improve ERM processes and core systems. It outlines the context of increasing regulatory focus on risk management practices. The diagnostic involves collecting data, analyzing operations, modeling risks, and testing recommendations to implement improved ERM reporting, controls, and a risk-based culture.
The document discusses selecting the right marketing metrics to measure performance. It begins by asking questions about how marketing budgets and mixes can impact results. It then notes that marketing performance calculation is complex, with fragmented audiences and attention. The key messages are: [1] Prioritize metrics based on marketing priorities; [2] Metrics should help both current and future decisions; [3] Avoid "wrong" metrics like vanity, quantity, or cost-focused ones; [4] Incorporate hard metrics like revenue, profit, and customer lifetime value; [5] Choose no more than 5 key metrics to focus on. The document provides guidance on establishing metrics, goals, and ROI estimates to improve marketing ROI.
Creating and Delivering Differentiated Customer ConversationCorporate Visions
Create a distinct marketing point of view for your complex b2b sales environment. Slides from live executive briefing session by Tim Riesterer. See this presentation live by registering at http://www.corpv.com/events-exec-briefing-sessions.html
Partes is a company that offers fleet risk management services including risk consulting, benchmarking and tendering, implementation, and claims management. They have over 15 years of experience in the fleet and insurance industry. Their services are aimed at reducing a company's total cost of fleet risk through flexible solutions and clear performance indicators. They use a proven APAC methodology involving data gathering, risk assessment, and evaluation of alternatives to deliver cost savings of up to 20% on fleet insurance costs.
With raw materials prices increasing across a broad range of commodities and further inflation likely as the world economy continues to recover, maintaining margins is increasingly difficult. The higher and more frequent cost increases become, the greater the adverse effect from delays in passing them through. Still, in competitive industries, no competitor wants to take the lead in raising prices and the ire of customers.
In this 30-minute webinar, renowned pricing strategist Tom Nagle shares his perspectives on how organizations have succeeded in meeting this challenge in the past.
The success of a new pricing campaign relies on the balance of many factors, some are measurable and some seem to depend mostly on creativity and talent
The challenge is to bring the science much closer to the “artistic” part
In this webinar the participants will learn about:
Behavior Pricing analytics framework, profitability modeling, simulations and forecasting
Needs Determining pricing structures based on segments/micro segments needs
Perceptions Value based pricing strategy in practice
Influential Behavioral economics real life examples – providing additional science into pricing structures & campaign messages
Black Diamond LMST Road Map to Loan Modification SolutionMitchell Grooms
This document outlines a loan modification solution that uses data aggregation, advanced analytics, and customized loan modification programs. Key aspects include identifying risks at both the portfolio and individual loan levels, developing models to measure risk and identify troubled loans, defining solutions to mitigate risks, creating HAMP-qualified modification programs, and installing performance monitoring tools. The proposed solution includes collecting and integrating data, modeling credit risk and performance, evaluating solution strategies through discounted cash flow analysis, and ongoing performance oversight to optimize portfolio value and compliance.
The document discusses developing metrics to demonstrate the return on investment (ROI) of market intelligence to senior leadership. It covers examining processes for developing personal ROI models, comparing experiences measuring ROI at GE, and avoiding "metric mania" by focusing on metrics that can be meaningfully measured. The document also provides examples of qualitative and quantitative metrics that could be used, such as number of queries fulfilled, revenue impacts, and customer satisfaction ratings. Developing metrics requires aligning with stakeholders' goals and ensuring documentation of successes is available to illustrate ROI.
Strategic Level of Confidence: Valuation Methodology for Growing BusinessesDavid Christensen
Without a track record, what are the attributes that can be quantified and will give the investor some guidance relating to the magnitude and profile of the investment's risk/return equation?
David Christensen, a veteran of the Asia Pacific business environment and now CEO of Royal Siam Natural Health and Beauty, shares a systematic and objective process for striking a justifiable valuation on businesses that don't fit classic valuation formulae: recently established businesses, those seeking capital to expand into new products or territories, businesses with rapid growth potential, and so on.
Contact David Christensen at http://www.royalsiam.asia or email david@royalsiam.asia
The document discusses the challenges of client screening for anti-money laundering compliance. It outlines how client names are imperfect identifiers that are shared by many people internationally. This leads to issues around screening accuracy and high costs from false positives. The author argues a risk-based, step-by-step approach can help manage these challenges by reducing costs while improving screening effectiveness.
This document provides an agenda and overview for a presentation on interest rate risk modeling and management. It discusses supervisory expectations, capabilities of the ALM5 tool, how the tool can be used for risk management versus compliance, key issues in interest rate risk architecture, and concludes with a summary review. The presentation aims to help financial institutions better understand balance sheet management and interest rate risk modeling.
This document describes Nitai Partners' value-added Oracle Business Analytics and Endeca implementation services. It summarizes their expertise in various Oracle products including OBIEE, Endeca, Oracle ATG, Siebel, and JD Edwards. It also outlines their rapid deployment timelines for financial analytics projects, which can be completed within 12 weeks. Nitai Partners guarantees a successful deployment and implementation through specialized expertise, quality work, timeliness, reliability, and following best practices.
Presentation business analytics in finance 16 9-2014GuyVanderSande
This document discusses the future of analytics in finance and key challenges for chief financial officers (CFOs) in leveraging analytics. It outlines that business analytics has become essential for finance organizations and CFOs need accurate, relevant and timely information to fulfill their evolving role. Some challenges for CFOs include dealing with large and diverse datasets from various sources and implementing predictive analytics. The document also provides examples of how analytics can help with cash forecasting, days sales outstanding tracking, and bank relationship management.
Panel Debate - Rating Agencies and Risk Management FERMA
This panel debate discussed rating agencies and risk management. It included representatives from Standard & Poor's and a chief risk officer. They discussed what credit ratings are, focusing on analyzing obligors' ability and willingness to repay debts. They also discussed the rating process and how ratings are opinions, not investment advice or guarantees of credit quality. The panel also discussed sustainability ratings through SAM, which assesses over 2000 companies annually on economic, environmental and social criteria to evaluate long-term value creation.
FRT - 110530 - BED - Why are some companies luckier than others - Frank LeendersFlevum
This document discusses how companies can transform their risk management approaches to create strategic value. It notes that while companies recognize the need to improve risk governance, many are overspending on risk management and not focusing on the most important risks. The document advocates aligning risk management more closely with business strategies to reduce costs, enhance transparency and improve performance. It outlines a risk performance model that companies can use to strengthen governance, integrate risk functions and measure risk management's impact on business objectives.
The document provides seven opportunities for companies to out-service their competition and position themselves as leaders when exiting the current recession:
1. Accelerate customer loyalty and profits by focusing on customer retention, lifetime value, and tapping into unrealized customer potential.
2. Enhance the customer experience while also saving money by reducing unsatisfactory experiences and leveraging self-service options.
3. Close gaps between recognizing the importance of customer service, best practices, and potential customer share by increasing relevant investments.
4. Leverage empathetic experiences to strengthen relationships during difficult economic times.
5. Improve the multichannel customer experience across all touchpoints.
6. Use a centralized knowledge
The document summarizes a webcast on using thought leadership as a sales strategy. It discusses how providing credible points of view can help salespeople educate customers on unseen opportunities. It then gives an example of how one company helped a city reduce energy costs through an LED traffic signal project. The webcast advises developing industry knowledge and advanced dialogue skills to implement this approach.
Venture capital provides long-term funding for growing companies in exchange for equity. Venture capitalists seek high-growth companies led by experienced management teams. To attract venture capital, a business plan must demonstrate a large market opportunity, competitive advantage, strong financial projections, and validation. Raising venture capital is a selective process that can take several months and requires understanding the investors' evaluation criteria.
Conscious and rigorous employing of seemingly contradicting perspectives on any context can help us widen the universal set of possibilities leading to potentially better advice. This is what is reckoned as “being creative by design”. Listed here are some of the perspectives (about objectives, strategy and execution) put forward by gurus that although contrarian to established thinking seems to be management true as well in specific contexts. For more writings, visit my website - http://www.sustaining-relevance.com/
Models Collecting Dust? How to Transform Your Results from Interesting to Imp...Revolution Analytics
Data scientists sometimes lament, "Why can't I get anyone to use my predictions?" Great models that make accurate predictions are sometimes disconnected from organizational decision-making. This hurts the business and reduces the data scientists’ perceived value the within the organization. But it doesn't have to be this way. Leading expert James Taylor, author of Decision Management Systems: A Practical Guide to Business Rules and Predictive Analytics, has developed a practical approach you can use to improve adoption and elevate your organization.
The document discusses enterprise risk management solutions and a diagnostic approach to improve ERM processes and core systems. It outlines the context of increasing regulatory focus on risk management practices. The diagnostic involves collecting data, analyzing operations, modeling risks, and testing recommendations to implement improved ERM reporting, controls, and a risk-based culture.
The document discusses selecting the right marketing metrics to measure performance. It begins by asking questions about how marketing budgets and mixes can impact results. It then notes that marketing performance calculation is complex, with fragmented audiences and attention. The key messages are: [1] Prioritize metrics based on marketing priorities; [2] Metrics should help both current and future decisions; [3] Avoid "wrong" metrics like vanity, quantity, or cost-focused ones; [4] Incorporate hard metrics like revenue, profit, and customer lifetime value; [5] Choose no more than 5 key metrics to focus on. The document provides guidance on establishing metrics, goals, and ROI estimates to improve marketing ROI.
Creating and Delivering Differentiated Customer ConversationCorporate Visions
Create a distinct marketing point of view for your complex b2b sales environment. Slides from live executive briefing session by Tim Riesterer. See this presentation live by registering at http://www.corpv.com/events-exec-briefing-sessions.html
Partes is a company that offers fleet risk management services including risk consulting, benchmarking and tendering, implementation, and claims management. They have over 15 years of experience in the fleet and insurance industry. Their services are aimed at reducing a company's total cost of fleet risk through flexible solutions and clear performance indicators. They use a proven APAC methodology involving data gathering, risk assessment, and evaluation of alternatives to deliver cost savings of up to 20% on fleet insurance costs.
With raw materials prices increasing across a broad range of commodities and further inflation likely as the world economy continues to recover, maintaining margins is increasingly difficult. The higher and more frequent cost increases become, the greater the adverse effect from delays in passing them through. Still, in competitive industries, no competitor wants to take the lead in raising prices and the ire of customers.
In this 30-minute webinar, renowned pricing strategist Tom Nagle shares his perspectives on how organizations have succeeded in meeting this challenge in the past.
The success of a new pricing campaign relies on the balance of many factors, some are measurable and some seem to depend mostly on creativity and talent
The challenge is to bring the science much closer to the “artistic” part
In this webinar the participants will learn about:
Behavior Pricing analytics framework, profitability modeling, simulations and forecasting
Needs Determining pricing structures based on segments/micro segments needs
Perceptions Value based pricing strategy in practice
Influential Behavioral economics real life examples – providing additional science into pricing structures & campaign messages
Black Diamond LMST Road Map to Loan Modification SolutionMitchell Grooms
This document outlines a loan modification solution that uses data aggregation, advanced analytics, and customized loan modification programs. Key aspects include identifying risks at both the portfolio and individual loan levels, developing models to measure risk and identify troubled loans, defining solutions to mitigate risks, creating HAMP-qualified modification programs, and installing performance monitoring tools. The proposed solution includes collecting and integrating data, modeling credit risk and performance, evaluating solution strategies through discounted cash flow analysis, and ongoing performance oversight to optimize portfolio value and compliance.
The document discusses developing metrics to demonstrate the return on investment (ROI) of market intelligence to senior leadership. It covers examining processes for developing personal ROI models, comparing experiences measuring ROI at GE, and avoiding "metric mania" by focusing on metrics that can be meaningfully measured. The document also provides examples of qualitative and quantitative metrics that could be used, such as number of queries fulfilled, revenue impacts, and customer satisfaction ratings. Developing metrics requires aligning with stakeholders' goals and ensuring documentation of successes is available to illustrate ROI.
Strategic Level of Confidence: Valuation Methodology for Growing BusinessesDavid Christensen
Without a track record, what are the attributes that can be quantified and will give the investor some guidance relating to the magnitude and profile of the investment's risk/return equation?
David Christensen, a veteran of the Asia Pacific business environment and now CEO of Royal Siam Natural Health and Beauty, shares a systematic and objective process for striking a justifiable valuation on businesses that don't fit classic valuation formulae: recently established businesses, those seeking capital to expand into new products or territories, businesses with rapid growth potential, and so on.
Contact David Christensen at http://www.royalsiam.asia or email david@royalsiam.asia
The document discusses the challenges of client screening for anti-money laundering compliance. It outlines how client names are imperfect identifiers that are shared by many people internationally. This leads to issues around screening accuracy and high costs from false positives. The author argues a risk-based, step-by-step approach can help manage these challenges by reducing costs while improving screening effectiveness.
This document provides an agenda and overview for a presentation on interest rate risk modeling and management. It discusses supervisory expectations, capabilities of the ALM5 tool, how the tool can be used for risk management versus compliance, key issues in interest rate risk architecture, and concludes with a summary review. The presentation aims to help financial institutions better understand balance sheet management and interest rate risk modeling.
This document describes Nitai Partners' value-added Oracle Business Analytics and Endeca implementation services. It summarizes their expertise in various Oracle products including OBIEE, Endeca, Oracle ATG, Siebel, and JD Edwards. It also outlines their rapid deployment timelines for financial analytics projects, which can be completed within 12 weeks. Nitai Partners guarantees a successful deployment and implementation through specialized expertise, quality work, timeliness, reliability, and following best practices.
Presentation business analytics in finance 16 9-2014GuyVanderSande
This document discusses the future of analytics in finance and key challenges for chief financial officers (CFOs) in leveraging analytics. It outlines that business analytics has become essential for finance organizations and CFOs need accurate, relevant and timely information to fulfill their evolving role. Some challenges for CFOs include dealing with large and diverse datasets from various sources and implementing predictive analytics. The document also provides examples of how analytics can help with cash forecasting, days sales outstanding tracking, and bank relationship management.
Perceptive Finance – Analytics solutions from SAP for FinanceSAP Analytics
CFO and Finance Leadership Center - The CFO will be the future Chief Intelligence Officer as well as most of a company’s data is running through the books some how. It is utmost important that the finance function extends beyond the primary mission to support all other business functions within an organization. Enterprises in all industries and regions can make it a differentiator when they see perceptive finance as a focus area. To learn more follow us on twitter (@SAPAnalytics, @hschliebs).
Capitalizing on analytics in finance: Creating trusted insights for the enter...Spencer Lin
A recent IBM study of 337 CFOs and senior finance executives found that about 90% are implementing analytics solutions. However, analytics adoption is happening in pockets and isn’t pervasive across finance activities. With investment in analytics poised to double in the near term, how can Finance better capitalize on these new capabilities? To answer that question, we looked at the most effective Finance organizations and learned three important lessons from their success.
Move from Business Intelligence to Advanced Analytics by Integrating IBM SPSS...Perficient, Inc.
Standard business intelligence reports and dashboards are effective tools to describe the state of your organization or department. However, there are many questions that these tools cannot address, such as:
Why is this happening?
How will my organization be impacted if these trends continue?
What will happen next?
How can we change the outcome of this situation?
Advanced analytics tools are necessary to accurately and quickly address these questions through statistical analysis, forecasting, predictive modeling and intelligent optimization. By integrating advanced analytics solutions with existing business intelligence platforms, your organization will be better positioned to extract actionable insight from your data to gain a true competitive advantage.
Learn how your organization can extend its business intelligence investments in IBM Cognos TM1 by integrating with IBM's leading advanced analytics platform, SPSS. We'll discuss the capabilities of TM1 and SPSS, integration methodologies and strategies, and demo an integrated analytics environment.
The document discusses how finance analytics can help organizations by reducing risk and instilling confidence in decision making through gaining control over analytical processes. It describes how modernizing financial processes and putting core finance data in a centralized system can free the finance function from inefficiencies and allow it to focus on value-added analysis. Implementing finance analytics solutions can increase finance efficiency, enable more effective business partnering, and support better risk analysis and decision making.
The document discusses how chief marketing officers who leverage customer data and analytics will have a seat at the executive table, while those who don't risk being seen as just promotions officers. It provides statistics on growth in marketing-related jobs between 2010 and 2020, with the highest growth being in marketing research analysis at 41%. Finally, it outlines different skills, metrics, and tools needed for analytics roles at Chase Digital and Express CRM.
At this webinar, Stephan Sorger, Vice-President of On Demand Advisors and Author of the book, "Marketing Analytics: Strategic Models and Metrics" discussed:
• Trends driving Marketing Analytics adoption
• Important advantages and facets of Marketing Analytics
• Marketing Analytics models vs metrics
• Essential tips on how best to allocate your marketing budget and provide a high ROI
• Promotional metrics for traditional and Social Media
The document outlines an upcoming training programme on human resources management (HRM) metrics and analytics, including introducing fundamental concepts, building a business case, identifying best practices, and applying a 5-step HRM analytics process. It discusses exploring where HRM can strategically impact an organization, selecting appropriate metrics, and extracting insights from obtained data. The training will help participants evaluate their organization's use of HRM metrics and identify opportunities to strengthen analytics capabilities.
Hr Analytics: Danger or New Perspective for HRMTom Haak
On May 28, 2016, Tom Haak of the HR Trend Institute conducted a workshop at the HR Innovation Day in Leipzig. Title: HR Analytics - Danger or New Perspective for HRM. This pack contains the slides he brought with him (of which he used a selection)
Marketing Analytics 101: How to Measure the Effectiveness of Your WebsiteHubSpot
You've started a blog, signed up for twitter, and set up a Facebook Business Page - now how do you know if it's working for you? This webinar will provide all the basics of how inbound marketing-driven businesses should measure the effectiveness of their online efforts. This includes understanding what Internet marketing metrics to measure and how to leverage this data to make key business decisions and improve the effectiveness of your website.
This new Spotlight Report explores the goals and challenges associated with marketing analytics. It shows how marketing success is measured, evaluated, reported and optimized. The report data and charts are based on a comprehensive survey of marketing professionals in our Technology Marketing Community on LinkedIn.
Key findings include:
- Marketers expect four key benefits from marketing analytics: (1) better understanding which marketing platforms deliver the most ROI, (2) better prioritization of marketing tactics, (3) better marketing message and positioning, and (4) better demonstration of the value marketing contributes to sales.
- Gaining actionable insights from marketing analytics is by far the most important business objective. Being able to combine data to achieve those insights is the top operational objective.
- Lack of resources, data quality, and lack of system integration are the most mentioned challenges.
- Marketing analytics budgets are expected to grow for about half of respondents.
- The most popular applications for marketing analytics are Google Analytics and Microsoft Excel.
We hope you will enjoy the report - you can download it here: http://www.marketingbuddy.com/download-the-marketing-analytics-report/
Leverage all the customer data you have collected over the years and use these simple data analytic techniques to align your marketing expense better and identify your best customers.
The document discusses common issues that organizations face with business intelligence (BI) solutions and performance management systems. It notes that less than half of organizations believe their BI systems provide useful insights. Common problems include poor data quality, inconsistent access to data, and failure to align BI with strategic objectives. The document provides examples of organizations that overcame these challenges by focusing on key priorities, simplifying processes and data models, and improving governance, collaboration and trust in their BI solutions. It advocates for flexible, anticipative and collaborative BI that supports decision-making across the organization.
1) Business intelligence solutions are often perceived as failing to deliver useful insights or consistent, high-quality data by executives. Many organizations have made little progress towards effective use of BI.
2) The document discusses how modern BI solutions should prove their value through increased flexibility, trust, collaboration and alignment with business needs rather than just supporting standard reporting.
3) Common issues organizations face with BI include siloed data and requirements, inflexible architectures, unclear priorities and delivery, outputs that don't meet quality needs, and lack of user and data understanding which leads to workarounds and loss of credibility.
This document outlines 7 steps to becoming a world-class manufacturer: 1) Focus on competitive quality, 2) Implement lean manufacturing systems, 3) Achieve cost efficiency, 4) Reduce time-to-market, 5) Exceed customer expectations, 6) Streamline outsourcing processes, and 7) Have a global perspective. General H.Lal is identified as a source of information and advice on quality and manufacturing excellence, while Pravin Rajpal is credited with research, artwork, design and development for the document.
EnTrust Consulting Group provides management consulting services to financial services clients in areas like strategy, performance, technology, operations, and risk management. Their professionals are experienced executives from financial services who help clients address challenges in growing and managing their business. EnTrust helps clients with initiatives like revenue generation, regulatory compliance, business process improvement, and change management. They have worked with major companies across banking, insurance, and asset management.
Leadership Strategies for High Performance Contact CentresTina Arora
This Presentation was prepared & shared by me as a Guest Speaker at a Conference on 'Customer Experience and Service Quality Excellence', organised by Gripel (www.gripel.com), on 27 and 28 May 2011.
This document discusses how financial services firms are converging their finance, risk, compliance and treasury functions in response to regulatory pressures and market changes. It outlines trends driving this convergence, including increased complexity, competition and regulatory uncertainty. Firms must ensure financial and strategic decisions minimize risk exposure and consider impacts on customers, transactions and investments. The document also examines priorities firms are investing in, such as risk management and compliance, and how better integrating data and perspectives across divisions can help optimize goals around profitability and risk management. Examples of scenarios where converged information strategies could help with regulatory reporting and capital adequacy assessments are also provided.
The document summarizes a proposed 1-day ECM sales training course by AIIM. The course would teach sales reps and partners how to identify sales opportunities, engage customers by offering unique insights, and demonstrate value. The training would include industry research, exercises, and optional ongoing support like deal preparation and case studies. The goal is to help reps meet sales quotas by focusing on business problems rather than just products.
Six Mistakes Companies Are Making Today And How You Can Avoid ThemFindWhitePapers
"Look for additional opportunities to use business intelligence to uncover value and drive
improvements. Consider advanced planning tools that can help close the gap between
strategy and execution. Expand the use of sophisticated what-if analyses to model the
operational and financial impact of multiple scenarios on revenue, costs, and cash flow."
The document discusses the history and methodology of Six Sigma. It originated at Motorola in 1986 focusing on reducing defects and improving quality. It was later introduced to other companies by consultants and adopted widely, helping companies like GE significantly increase profits. Six Sigma emphasizes customer focus, data-driven decision making, process management, and cross-functional cooperation to drive improvements. The summary outlines the typical five steps of a Six Sigma project: 1) Identifying core processes and customers, 2) Defining customer requirements, 3) Measuring current performance, 4) Prioritizing improvement opportunities, and 5) Integrating Six Sigma throughout the organization.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
The 10 steps to product/market fit are:
1) Document your initial business plan or "Plan A".
2) Identify and tackle the riskiest parts of your business model first.
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Analytics in financial services - practical methods that convert data to dollars
1. Analytics in Financial Services:
Practical Methods that Convert Data to Dollars™
Jaime Fitzgerald -- Founder and Managing Partner,
Fitzgerald Analytics, Inc.
Architects of Fact-Based Decisions™
August 18th, 2011
2. “If You Like to Tweet…”
Event Hashtag: #FSIUG
Symposium Collaborators
#FSIUG @AdelphiU @Oracle
My Team
@JaimeFitzgerald @fitzanalytics @Data2Dollars
Financial Services Symposium 2
3. Presentation Outline
1. Quick Intro
2. The Challenge
Business Challenges
Challenges in Addressing via Analytics
3. A Methodology That Helps: Causal Clarity™
4. Application to Your Business Models
5. From Opportunities to Results
6. Key Takeaways
Financial Services Symposium 3
4. Introduction
Jaime Fitzgerald,
Founder @ Fitzgerald Analytics
• Find & unlock opportunities
Professional
Focus: via data, technology, people,
and processes.
Key Success Easier Ways to and Better Ways to
Factors: Find Opportunities Unlock That Potential
Principles “Begin with the End in Mind” (Covey) -> Goal Definition is Key
I Work By: “Quality is Free” (McGregor) -> Process Matters
Financial Services Symposium 4
5. Presentation Outline
1. Quick Intro
2. The Challenge ("The Gap")
Business Challenges
Challenges in Addressing via Analytics
3. A Methodology That Helps: Causal Clarity™
4. Application to Your Business Models
5. From Opportunities to Results
6. Key Takeaways
Financial Services Symposium 5
7. “Rough Seas” in Financial Services
1
The Tide is No Longer Rising
2 3
Regulatory Currents Customer Behavior Shifting
4
Risk Management has Become Über-Strategic
5
New Competitive Threats
Financial Services Symposium 7
8. Trends and Challenges: “Rough Seas”
Five Trends Creating “Rough Seas” in the Financial Services Market
1. The Tide is No Longer Rising: with a few exceptions—most notably parts of wealth
management—growth no longer “just happens”….you have to make it happen
The Waters are Choppy -- with today’s trends, the captain can’t leave the helm!
2. Regulatory Currents: existing models and assumptions have been upended. Lots
of “re-routing” underway to protect profits and “work around” new constraints.
3. Customer Behavior Shifting: information-empowered customers are revisiting
their options, choosing in different ways, and taking advantage of more
transparency
4. Risk Management has become Über-Strategic: always essential, it has become
do-or-die, and harder than ever as the spectrum of risks and threats grows
5. New Competitive Threats. Non-traditional players are increasingly seeking to
“poach” business from incumbent players. These sharks show up suddenly,
whether from Greenwich or from the other side of the world.
Financial Services Symposium 8
9. Overcoming the Challenges
While these challenges threaten, those who adapt to them best will profit.
Challenge A Path to Overcoming It... Key Performance Indicators
1. Tide not Optimize profit from existing customers Retention Rate
rising Avoid attrition / protect customer equity Share of Wallet
New rules change drivers of revenue and
Product Profitability (driven by
“revenue replacement” during product
2. Regulatory cost for our products and operations
redesign)
Changes “Explosion of redesigns” (Products, Risk Mgt / Controls Performance
Processes, Policies, Reporting, etc.)
Cost Control / Efficiency
Retention rate
3. Customer
Adjust to new customer buying criteria Share of wallet
Behavior
Customer lifetime value
Risk Mgt / Controls Performance
4. Risk Mgt Manage high stakes risks more robustly
(varies by business model)
Leverage sources of differentiation
5. Competitive Share of target segments
Threats Foster customer loyalty to reduce Customer experience + loyalty
defection
Financial Services Symposium 9
10. Five Profit Engines
These Five Analytically-Driven Profit Engines are Powerful Weapons as you Compete
in Today’s Environment…
Method Keys to Profit Impact
1 Customer Lifetime Allocate resources to your most profitable customers
Use WITH predictive analytics to INFER WHO WILL be most
Value + Segmentation profitable in the future, not just the present.
You won’t be right all the time, and you don’t have to be
2 Identify the drivers of customer loyalty vs. defection
Customer Retention Target high-ROI tactics to retain most valuable customers
3 Cross-Sales / Offer customers products they are most likely to buy
Up-Sales Choose the optimal time, method, and terms of the offer
4 Allocate marketing spend to the highest impact efforts
Marketing ROI Use predictive models to choose best target customers,
timing, message, and channel mix
5 Adapt to new regulations, customer preferences, and costs
New Product Design Predict in advance the costs and benefits of product changes
Systematically test product features to find the most
profitable designs
Financial Services Symposium 10
11. Key to Success: Integration!
Don’t Build These Engines as Silos! Connect the Dots to Magnify Impact.
1
Customer Lifetime Value + Segmentation
2 3 Cross-Sales /
Customer Retention
Up-Sales
4
Marketing ROI
5
New Product Design
Financial Services Symposium 11
12. Customer Profitability & Segmentation Analysis
Analysis of customer-level profitability reveals valuable insights regarding the
differences between customers
Example: Use of customer profitability analysis to determine strategies
for each unique group of customers…
Illustrative
1. Retain Best Customers
3. Rationalize Benefits vs.
Profit per Customer
2. Increase Share of Wallet Among Costs Among Least
Mid-Value Customers Profitable Customers
Customer Profitability ($/year)
Loss per Customer
Top 2nd 3rd 4th 5th 6th 7th 8th 9th Bottom Average
(Most (Least
Profitable Profitable
10%) 10%)
Profitability Deciles
(each bar represents 10% of existing customers, ranked by profitability)
Financial Services Symposium 12
13. Profitability Management Becomes More Refined Over Time
through an Iterative Process Driven by Customer Knowledge
Build Customer Profitability Models
Identify costs & revenues Drive Action Into Frontline Systems Face-to-
• Create consistent message Face
Build profiles • Create consistent individuals
Target action to message
Feed data from Data • Target action to individuals
Optimize product / service
internal and external Warehouse portfolio Mail
sources Optimize product/service portfolio
Maintain data warehouses
Phone
External New Customer Knowledge Internet
Data Feed campaign results into data
Sources warehouses
Test predictive accuracy of model
Break down segment into individual
customer analyses
Financial Services Symposium 13
14. Putting it Together: Growth and Profitability
Let’s look at four segments with different profiles, starting with their growth rates,
their size, and their profitability per customer…
80%
60%
Growth Rate in # of Customers
Profitable segment: grow faster?
40% 1 Fast-Growing,
(X-sell / Up-sell)
No Profit
(Product
20% Redesign)
2
3 Acquire More via
0% Targeted Marketing
-20 -10 0 10 20 30 40 50 60 70 80 90 100 110 120
Direct Customer Profit
-20%
-40% Our Biggest
Problem: Retention 4
Size of Bubble =
-60% Number of
Customers
Financial Services Symposium 14
15. Integration: Connecting The Dots
A few examples of how inter-related these processes are…
1
Customer Lifetime Value + Segmentation
New Information and Insights
2 3 Cross-Sales /
Customer Retention
Up-Sales
4
Marketing ROI
5
New Product Design
Financial Services Symposium 15
17. Achieving the Potential of Analytics – Closing the Gap
To profit from analytics, you need results not buzz…
1. So Much “Buzz” about the Potential of Analytics
Best-selling books on Analytics (Competing on Analytics, Supercrunchers, etc.)
New efforts (business units, teams, roles, initiatives)
2. When Analytics Works, the Impact is Buzz-Worthy!
Selected firms have made analytics a source of competitive advantage
It happens every day… just not as broadly as would be ideal
1 2 3 4
Right Focus Right Method Execution Results!
Let’s discuss the keys to increasing your odds of success…
Financial Services Symposium 17
18. Simplify Your Analytic Process via “Causal Clarity”
Clearly defining “Cause and Effect” is the most crucial enabler of analysis that is
Find
Unlock More
Simpler Opportunity
Easily
Faster
More Efficient Fewer Wasted Steps
Higher Impact Benefit /Cost
Financial Services Symposium 18
19. Three Simplifying Concepts
To “begin with the business goal in mind,” I recommend three concepts
Term Definition
1. Point of Opportunity An opportunity for improvement within YOUR
business model
Defined because it impacts key drivers of your
results
2. Causal Clarity
Clear Definition of key drivers, cause + effect in
Cause Effect your business model, business unit, etc.
Easy to Explain to others, preferably visually
3. Causal Model
A visual representation of “what drives results” in
Price
Revenue
your business model
Transactions Create this, and you have achieved “Causal Clarity”
Financial Services Symposium 19
20. Causal Models: A Simple “Base Case”
Each business model has an inherent “causal model,” but the “core branches” are
similar
Example: Drivers
of Net Profit
Revenue
less
Your Has Cost of Revenue Gross Profit
Business Operating Costs
Model less Net Profit
Marketing Other Costs
Overhead
Other
Financial Services Symposium 20
21. What Happens If We Skip the Causal Clarity?
Why not just get to work?
…We are stuck “trying” rather than causing. We
If we don’t establish a
may “try hard but cause less” than if we find the
“causal model”…
“points of leverage” in the causal model
…It’s pretty easy. It takes careful thought, but
The Good News Is…
we are not building a spaceship…
Let’s take a look at how painless — and valuable — this can be
Financial Services Symposium 21
22. The Good News: Establishing “Causal Clarity” is Not Rocket Science
Easy and Quick: There are 3 Main Steps
1 2 3
3 Things
To Goal Business Model Causal Model
Define:
Inputs Usually net profit Products / services Aka “drivers tree”
To Can be anything!: Distribution Makes the causal
Use: – Marketing ROI Target customers model visual
– Non-profit impact At what price
– Customer Cost structure
satisfaction Known KPIs and
– Etc. rationale for them
Financial Services Symposium 22
23. The “Point of Opportunity” Concept Illustrated
Has “Causal Creating
Your Business
Model” A Point of
Model
(aka Drivers) Opportunity
Returning to the causal model above on the previous slide,
let’s find a concrete point of opportunity
Financial Services Symposium 23
24. A Point of Opportunity
Here is an opportunity to enhance ROI on Marketing + Sales efforts:
Point of Opportunity: “Efficiency of New Client Acquisition”
Key Driver / KPI: Acquisition Cost per New Client
Formula: [spending on new client marketing]/[# New Clients)
Transactions Price per
per Client Transaction
X
# of Clients Volume
Sales and
Marketing
Financial Services Symposium 24
25. What We Need to Get Practical
To get practical about analytics, we need three things…
What We Need Definition
1. Causal Clarity re: Your How You Make Money
Business Model Key Drivers of Results
2. Definition of Your Points Gaps vs. Potential
of Opportunity Room for Improvement
3. A Plan to Capture the Insight You Need
Opportunity Method to Get It
Financial Services Symposium 25
26. Planning Your Analysis
Planning starts with the goal, the “point of opportunity”
Your Point of Opportunity (Decision or Process)
Translates to
Insights or Information Required
Which drives
Analysis Methods Required to Create this Information
Allowing definition of
Required Data
And selection of the right
Tools, Platforms, Technology, People, and Processes
Financial Services Symposium 26
27. Summary of Key Takeaways
We hope you will benefit from the concepts shared today
For All 1. Begin Your 2. Define + 3. Identify 4. Define the 5. Keep
Attendees Business Agree on Points of info needed analysis as
Model the Causal Opportunity to unlock simple as
Model the oppor- possible…
tunity
Tips By Executives Leadership
Role: Establish “causal clarity” visually so that everyone understands
Encourage teams to use this context to prioritize and target effort
Expect recommendations to be justified by their impact on key drivers
Business Professionals Technology Professionals
Identify points of opportunity Insist upon understanding the
before investing time in analytic business context and causal logic
details of requests for analytic systems
and effort
Financial Services Symposium 27
28. Invitation to Two Free Communities
The Practical Analytics Portal
Our Mission
This is a great place to To "democratize analytics" by
sharing knowledge and tools.
learn and network with
other professionals in Our Vision
analytics, both specific to The potential of analytics "within
Financial Services, and reach" to an exponentially larger
Beyond community of professionals.
To Join: To Join: email me
http://www.meetup.com/Analytics jfitzgerald@fitzgerald-analytics.com
-and-Data-in-Financial-Services/ for an invitation
Financial Services Symposium 28
29. Analytics Democratized™
To Join:
Text “Analytics” to 41242
….or find us on Facebook & Twitter
Financial Services Symposium 29
32. Background: Types of Questions Analytics May Answer
Past Present Future
What happened? What is happening What will happen?
Information now?
(Reporting) (Alerts) (Extrapolation)
What’s the
How and why What’s the next best/worst that
did it happen? best action? can happen?
Insight
(Modeling, (Recommendation) (Prediction,
experimental optimization,
design) simulation)
We are about to get practical, let’s keep the following in mind…
Source: Tom Davenport in “Analytics at Work”, Harvard Business School Press
Financial Services Symposium 32
33. One More Framework: Value vs. Volume
In some cases, analytics makes a single high stakes decision better. In other cases,
we “make it up in volume”
High
High-Value, Low-Volume
Value Decisions
Economic Impact of
Example: M&A, capital investment,
Individual Decision
strategic market positioning
Medium-Value, Medium-Volume
Decisions
Example: Product development and
pricing, customer segmentation, and
targeting
Low-Value, High-Volume Decisions
Example: Loan approval, customer
cross-sell offer, customer upgrade request,
prospect marketing offer assignment
Low
Value
Low Volume Decision Volume High Volume
Source: Neil Raden and James Taylor in “Smart Enough Systems,” Prentice Hall.
Financial Services Symposium 33
34. Financial Services Business Models
To get practical, let’s establish causal clarity for several key business models in
Financial Services
Core Products / Key Drivers
Business Model
Services (illustrative)
Customer acquisition,
Deposit Products
1. Retail Financial retention, and profitability
Loan Products
Services Product pricing
Investment Products
Share of wallet
2. Commercial / Debt Financing
Fee structure / yields
Institutional Financial Services
Business Banking / Volume
(e.g. for Money Managers)
Financial Services Cost efficiencies
Cash Management
Proprietary trading Risk-adjusted returns
3. Trading Market-making Transaction spreads
Trade execution Cost efficiencies
Underwriting Deal flow
4. Investment
M&A Deal completion rates
Banking Other advisory services Fee structure
Financial Services Symposium 34
35. 1. Retail Financial Services Illustrative Example
Products
Point of Increase ROI on Marketing Spend 1. Deposits
Opportunity: BY Decreasing Acq. Cost / Customer*
Key Driver / KPI: Acquisition Cost per New Client 2. Investments
Formula: [spend on new client marketing]/
3. Loans
[# New Clients)
Products per Profit per
Client Product
Allocation of X
Marketing $
# of Clients Volume
*2nd Order Causality + Pt of Opportunity
* P = Profit per year per customer, n=number of years the customer stays
Financial Services Symposium 35
36. 2. Commercial/Business Banking / FS Illustrative Example
Point of Grow Fees BY Increasing “Share of
Opportunity: Wallet” from Corporate Clients
Key Driver / KPI: Share of Wallet (“SOW”)
Formula: [Total Fees from Client]/[Total Client Fees
on Products YOU offer, via ALL providers]
Customer
Experience Share of
Optimization Marketing Wallet
Customer X
Better Outreach Loyalty
via Predictive Total Size of
Analytics Client benefit Wallet
of using your
• Everything ok? platform more The size of the
• You would benefit exclusively pie we are
from product X sharing….
* “Total Client Fees” includes spending on ALL companies that offer the same or similar products/services
Financial Services Symposium 36
37. 3. Trading Illustrative Example
Point of
Maximize Alpha!
Opportunity:
Key Driver / KPI: Risk-Adjusted Return
Formula: Alpha
Volume: #
Trading
Trade-able
Quality of Real- Profits
Opportunities
Time Decision X Less…
Models + Tools Quality:
“Cost of
Profit per
Discovery”
Opportunity
1. Accuracy of “Triggers”
2. Cost of False Positives How “Big” are Investments in
3. How well do models these Trades Finding these
adjust to changed Opportunities
world?
Financial Services Symposium 37
38. 4. Investment Banking Illustrative Example
Point of
Increase Profit per Employee
Opportunity:
Key Driver / KPI: Return on Human Capital (“HCROI”)
Formula: [NET Profit] / [# Employees]
Staff & Team
Profit per Gross Profit Net
Staff + Team Person-Hour Profit
Effectiveness X Less…
“Other Investments in
# Hours
Staff Performance”
1. Resource allocation
(Who does what. Why?) • Cost of analysis
2. Re-use of IP: How well do we • Cost of training
re-purpose? • Cost of new systems
3. Task Value to Cost: (e.g. knowledge mgt + workflow)
How much waste?
Financial Services Symposium 38