Big Data and advanced analytics are critical topics for executives today. But many still aren't sure how to turn that promise into value. This presentation provides an overview of 16 examples and use cases that lay out the different ways companies have approached the issue and found value: everything from pricing flexibility to customer preference management to credit risk analysis to fraud protection and discount targeting. For the latest on Big Data & Advanced Analytics: http://mckinseyonmarketingandsales.com/topics/big-data
The tipping point for electrified vehicles is in sight, and a combination of hybrid and fully electric powertrains is expected to cut the global market share of pure internal combustion engines (ICEs) by about 50% by 2030.
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
MGI: From poverty to empowerment: India’s imperative for jobs, growth, and ef...McKinsey & Company
Some 680 million people, or 56% of India, live below MGI’s Empowerment Line and lack acceptable minimum standards of living; the Empowerment Gap is 4% of GDP in value terms (about 7 times the official poverty gap)
From 2005 to 2012, 75% of the improvement in living standards was due to rising incomes, the rest due to government spending; to reduce the gap faster, India needs more productive jobs and higher effectiveness of government spending (e.g., 85 million people below the official poverty line could have been lifted to minimum living standards just by improving delivery of public services)
Almost 40% of the Empowerment Gap comes from health care, drinking water and sanitation; in addition, hunger is a major issue for the poorest segments, and housing for the urban vulnerable
Apart from lacking the means, Indians also lack access to 46% of the basic services they need, with significant variations in the pattern of access deprivation across districts
A path of Stalled Reforms would leave 36% of India below the Empowerment Line and 12% below the Poverty Line in 2022, but the path of Inclusive Reforms can bring these down to 7% and 1% respectively – while achieving fiscal consolidation and reducing access deficit in basic services to 17%, from 46% currently. Raising government spending on subsidies alone delivers just 8% of the total impact. 4 themes are critical
Non-farm jobs deliver >50% of impact; 115 million jobs are needed (38 million more than Stalled Reforms) through 6 broad-ranging reforms and investments in 70-100 job creation engines
Agricultural yield growth delivers ~20% of impact, needing 9 farm sector initiatives and investment rebalancing towards rural infrastructure, research and extension
Public spending on basic services should grow at 7% p.a. in real terms and share of health, water and sanitation to rise from 20% to nearly 50%
Government spending effectiveness must improve from 50% to 75%, by working with private and social sector, community involvement and tight monitoring using technology
Six themes are essential to improve governance across the board (raise institutional capacity and strengthen external accountability)
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
The tipping point for electrified vehicles is in sight, and a combination of hybrid and fully electric powertrains is expected to cut the global market share of pure internal combustion engines (ICEs) by about 50% by 2030.
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
MGI: From poverty to empowerment: India’s imperative for jobs, growth, and ef...McKinsey & Company
Some 680 million people, or 56% of India, live below MGI’s Empowerment Line and lack acceptable minimum standards of living; the Empowerment Gap is 4% of GDP in value terms (about 7 times the official poverty gap)
From 2005 to 2012, 75% of the improvement in living standards was due to rising incomes, the rest due to government spending; to reduce the gap faster, India needs more productive jobs and higher effectiveness of government spending (e.g., 85 million people below the official poverty line could have been lifted to minimum living standards just by improving delivery of public services)
Almost 40% of the Empowerment Gap comes from health care, drinking water and sanitation; in addition, hunger is a major issue for the poorest segments, and housing for the urban vulnerable
Apart from lacking the means, Indians also lack access to 46% of the basic services they need, with significant variations in the pattern of access deprivation across districts
A path of Stalled Reforms would leave 36% of India below the Empowerment Line and 12% below the Poverty Line in 2022, but the path of Inclusive Reforms can bring these down to 7% and 1% respectively – while achieving fiscal consolidation and reducing access deficit in basic services to 17%, from 46% currently. Raising government spending on subsidies alone delivers just 8% of the total impact. 4 themes are critical
Non-farm jobs deliver >50% of impact; 115 million jobs are needed (38 million more than Stalled Reforms) through 6 broad-ranging reforms and investments in 70-100 job creation engines
Agricultural yield growth delivers ~20% of impact, needing 9 farm sector initiatives and investment rebalancing towards rural infrastructure, research and extension
Public spending on basic services should grow at 7% p.a. in real terms and share of health, water and sanitation to rise from 20% to nearly 50%
Government spending effectiveness must improve from 50% to 75%, by working with private and social sector, community involvement and tight monitoring using technology
Six themes are essential to improve governance across the board (raise institutional capacity and strengthen external accountability)
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
The numbers tell the story: 84% of C-suite executives believe they must leverage artificial intelligence (AI) to achieve their growth objectives, yet 76% report they struggle with how to scale. With the stakes higher than ever, what can we learn from companies that are successfully scaling AI, achieving nearly 3X the return on investments and an average 32% premium on key financial valuation metrics?
To answer that question, Accenture conducted a landmark global study involving 1,500 C-suite executives from organizations across 16 industries. The aim: Help companies progress on their AI journey, from one-off AI experimentation to gaining a robust organization-wide capability that acts as a source of competitive agility and growth.
Read the full report:
http://www.accenture.com/AI-Built-to-Scale-Slideshare
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
Accelerate Revenue with a Customer Data PlatformLattice Engines
This webinar covers two things:
1. Steve Casey of Forrester Research walks through what a CDP is and key use-cases
2. Steve Scotkin, Senior Director of Marketing Technology at Thomson Reuters gives an inside look at how a Customer Data Platform is enabling Thomson Reuters transform into a customer-centric company.
Monetization - The Right Business Model for Your Digital AssetsApigee | Google Cloud
As enterprises build and grow their mobile value chain with app, data and API technologies, digital assets become not only a competitive advantage, but also a source of revenue.
Join Anita Paul and Bryan Kirschner as they discuss the opportunities for value creation presented by APIs and data, share monetization models that apply to any industry, and explain how Apigee Monetization Services can help you deliver on the right business model for your digital assets.
We will discuss:
- The business context in the new digital world
- Business use cases and revenue opportunities
- How Apigee Monetization Services changes the game
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
Companies that want to turn excellent customer experience into growth need to master Customer Journeys. Customer Journeys (the set of interactions a customer has with a brand to complete a task) and less moments of truth are what matter for a customer. Companies that master not only see an improvement in customer experience, loyalty, and operational productivity; they also see above-market growth.
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
The numbers tell the story: 84% of C-suite executives believe they must leverage artificial intelligence (AI) to achieve their growth objectives, yet 76% report they struggle with how to scale. With the stakes higher than ever, what can we learn from companies that are successfully scaling AI, achieving nearly 3X the return on investments and an average 32% premium on key financial valuation metrics?
To answer that question, Accenture conducted a landmark global study involving 1,500 C-suite executives from organizations across 16 industries. The aim: Help companies progress on their AI journey, from one-off AI experimentation to gaining a robust organization-wide capability that acts as a source of competitive agility and growth.
Read the full report:
http://www.accenture.com/AI-Built-to-Scale-Slideshare
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
Accelerate Revenue with a Customer Data PlatformLattice Engines
This webinar covers two things:
1. Steve Casey of Forrester Research walks through what a CDP is and key use-cases
2. Steve Scotkin, Senior Director of Marketing Technology at Thomson Reuters gives an inside look at how a Customer Data Platform is enabling Thomson Reuters transform into a customer-centric company.
Monetization - The Right Business Model for Your Digital AssetsApigee | Google Cloud
As enterprises build and grow their mobile value chain with app, data and API technologies, digital assets become not only a competitive advantage, but also a source of revenue.
Join Anita Paul and Bryan Kirschner as they discuss the opportunities for value creation presented by APIs and data, share monetization models that apply to any industry, and explain how Apigee Monetization Services can help you deliver on the right business model for your digital assets.
We will discuss:
- The business context in the new digital world
- Business use cases and revenue opportunities
- How Apigee Monetization Services changes the game
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
Companies that want to turn excellent customer experience into growth need to master Customer Journeys. Customer Journeys (the set of interactions a customer has with a brand to complete a task) and less moments of truth are what matter for a customer. Companies that master not only see an improvement in customer experience, loyalty, and operational productivity; they also see above-market growth.
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
Big Data in Retail - Examples in ActionDavid Pittman
This use case looks at how savvy retailers can use "big data" - combining data from web browsing patterns, social media, industry forecasts, existing customer records, etc. - to predict trends, prepare for demand, pinpoint customers, optimize pricing and promotions, and monitor real-time analytics and results. For more information, visit http://www.IBMbigdatahub.com
Follow us on Twitter.com/IBMbigdata
Everyone is awash in the new buzzword, Big Data, and it seems as if you can’t escape it wherever you go. But there are real companies with real use cases creating real value for their businesses by using big data. This talk will discuss some of the more compelling current or recent projects, their architecture & systems used, and successful outcomes.
Semantic search helps business people find answers to pressing questions by wading through oceans of information to find nuggets of meaningful information. In this presentation we’ll discuss how semantic search and content analysis technologies are starting to appear in the marketplace today. We’ll provide a recap of what semantic search is and what the key benefits are, then we’ll answer the following questions:
• Is semantic search a feature, an application, or enterprise system?
• How can I add semantic search to my existing work processes?
• Will I need to replace my existing content technologies?
• What will I need to do to prepare my content for semantic search?
• Is semantic search just for documents or can I search my data too?
• Can I use semantic search to find information on the internet and other public data sources?
• Are there standards to consider?
McKinsey's Jennifer Stanley goes beyond the latest research about when to use digital and when not to. Digital might be the answer, but what is the question? Clearly digital is a game changer for sales organizations that do it well and are in the lead. B2B players that embed digital in their go-to market programs grow >5x faster than their peers and have 30% higher acquisition efficiency.
Mapping the customer experience: innovate using customer experience journey mapsJoyce Hostyn
Do you know what your organization looks like from your customer’s perspective? In the digital age, silos and organizational bureaucracy manifest themselves through your digital presence. You can bridge these silos and overcome a bureaucratic inside-out mindset by visualizing the customer (learner, elder, citizen, patient, employee) experience through a customer experience journey map that captures both actual and emotional aspects of the customer experience. Then, map in hand, you can use it to design great outside-in customer experiences for your organization.
Slide guide for consulting-style presentationsreallygoodppts
This document presents the guidelines used by top-tier consulting firms to craft effective presentations.
All the top-tier management consulting firms have templates and ‘style-guides’ to ensure consistent quality. Until now, these guides have been locked up inside corporate firewalls. For the first time, ReallyGoodPowerPoints has made these building blocks for consulting-style presentations available to the public
Docker Swarm For High Availability | Docker Tutorial | DevOps Tutorial | EdurekaEdureka!
In this YouTube live session, you will learn what is Docker Swarm and how Docker Swarm enables high availability of the containerized web services.
The following topics have been covered in the session:
1. What is a Docker container?
2. What is Docker Swarm?
3. Docker Swarm commands
Why do companies need to manage the entire customer experience? New analysis reveals that the entire customer journey - the series of interactions with a brand - is more important than any single touchpoint experience. Leading companies identify and effectively manage a few "key journeys." When companies perfect managing the entire customer journey, they reap significant benefits—including enhanced customer and employee satisfaction, reduced customer churn, increased revenue, lower costs, improved organizational collaboration, and competitive advantage. Presented at the Harvard Business Review webinar. For more on customer decision journeys: http://mckinseyonmarketingandsales.com/topics/customer-decision-journey
How to monetize and generate revenues from data services in a competitive marketcVidya Networks
Presentation on the topic of “How to monetize and generate revenues from data services in a competitive market", held by Ms. Amit Daniel, cVidya’s EVP of Marketing and Business Development, during the Pricing Mobile Data 2013 event.
Creating a great customer experience requires good data, content, and engagement programs across the entire decision journey. Getting it wrong can mean losing customers or seeing negative buzz erode sales. Big data and digital can play critical roles in bolstering operating margins. Leaders in big data across markets have generally outperformed their peers, sometimes by as much as 20% - 30%.
2014 Customer Loyalty ASEAN Conference: Loyalty PrimeJim D Griffin
Kunal Mohiuddin presents an elegant three-step approach for building a future-ready loyalty program capability. Kunal has more than fifteen years in design and execution of loyalty programs and solutions. Based in India, he has been the architect of numerous enterprise-scale programs, located in over 85 countries and powering over 65 brands. Lassu (lassuloyalty.com) is the ASEAN distributor and reseller of Loyalty Prime – a complete enterprise-class loyalty platform that offers full CRM and loyalty management, and excellent integration to backend systems, like POS, reservations, and ERP. With the Loyalty Prime platform, marketers can easily segment their customers, and then build engagement using social, mobile, website, email, SMS and marketing campaign automation.
W.UP Sales.UP digital sales and engagement tool for banksW.UP
PERSONALISED BANKING SALES
- Uses pre-built customer insights to create relevant, personalised and timely interactions with clients
- Makes big data, advanced analytics, artificial intelligence and machine learning work for your bank to boost digital sales and client engagement
- Is a core system-agnostic, SaaS-based solution, with a 3-month implementation period to any legacy system
- Includes Data Universe, Insight Engine + Insight Store with pre-built actionable insights plus Campaign Management building on our 15+ years of frontend-developing experience
Banalytics - Monetizing corporate big data | InstareaMatej Misik
How to use corporate big data for external applications, remain legally and ethically compliant and create a solution with clear public good? At the marketing edition of Banalytics in Bratislava, Matej Misik shared our approach to big data monetization for telcos, banks and other data rich industries.
Instarea is a "laboratory" for innovative big data monetization ideas within the international Adastra group. A young committed team, fresh thinking and a lust for adventure define us as a company. We yearn to change the world for the better through data.
It’s time to embrace the future of customer engagement. You need a customer-centric approach in order to build your business around the needs, preferences and intents of your customers on an ongoing basis. But do you know how to create the optimal customer insight platform to get you there?
Our guest Brandon Purcell, Senior Analyst at Forrester Research, and Steven Noels, CTO and Co-Founder of NGDATA, defines what the customer insight platform is, and how it can be used to engage in a relevant way with your customers, transform your business, optimize costs and achieve new growth.
Key takeaways include:
How to stay ahead of evolving customer demands, and how data and analytics play an essential part
Understanding all the components necessary to transform customer data into insights to meet and exceed your customers’ expectations
How to operationalize customer insights to optimize every customer interaction
The Age Of New Reality Marketing V5.1 FinalTony Mooney
It\'s been a bug-bear of mine for many years that the average marketing skill set has not moved on very much from the 1960\'s model of 4 \'P\'s (Product, Price, Promotion, Place). Or that marketing is still largely synonomous with advertising - and spam advertising at that. This is a presentation I did to a marketing forum out in Singapore, where I\'ve tried to outline the new capabilities of the marketer of the 21st century. I also postulate the (controversial) perspective that a chunk of this new capability - especially around data and decisioning - might be better out sourced, leaving the internal marketing skills to be concentrated on strategy and proposition. See what you think. [Sorry you won\'t have my spoken narrative just yet but the slides are reasonably self explanatory]
Machine Learning models can bring value to organizations only if they are accepted by the end users. In most industries machine learning models are still typically used as decision support systems for human operators. Therefore, apart from technical requirements and KPIs, which are computed based on aggregated model outcomes, models need to be prescriptive and easy to interact with.
This talk focuses on several experiences from different industries (banking, insurance and manufacturing). In each example the primary machine learning model was extended with an optimisation or natural language processing module to improve the prescriptive power of the model, simplify interaction with end users and ensure smooth integration in organisations' operational procedures.
This is a presentation in a meetup called "Business of Data Science". Data science is being leveraged extensively in the field of Banking and Financial Services and this presentation will give a brief and fundamental highlight to the evergreen field.
Aegon Americas: Leveraging leading positions in workplace and individual solu...Aegon
Joe Boan (Workplace & Individual Markets), Scott Ramey, (Workplace Solutions) and Phil Eckman (Customer Experience & Advice) provide an update on how Transamerica is leveraging leading positions in Workplace & Individual Solutions.
Equitec's production-based solutions are a result of the multidimensional data obtained from Consumer Dynamics, the company's proprietary information platform. By incorporating the consumer decision process (CDP) model with the Consumer Dynamics platform, similar variables can be recognized and analyzed to provide solutions for firms.
Retail Media Network(RMN)-Thought Leadership-2023.pptxsethisaabb
Retail Media Network(RMN)-Thought Leadership-2023 by Publicis Sapient - an understanding how the retail media and the players around it work and function to run the show.
Spanish consumers are pessimistic about the economy. Rising prices, unemployment, and the invasion of Ukraine are top concerns, and consumers are trading down.
In Spain, consumers are most concerned about rising prices, unemployment, and the invasion of Ukraine. Their views of the current and future state of the economy remain pessimistic, at a level comparable to attitudes in the early months of the COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced money directed to savings and spent less on non-essentials. Of the 80 percent of consumers who have assumed new shopping behaviors in the last three months in search of value for money, more than half tried private labels. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money. However, 39 percent of consumers say they plan to splurge in 2022.
UK consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and consumers are trading down significantly.
In the United Kingdom, consumers are most concerned about rising prices and the invasion of Ukraine. Their views of the current and future state of the economy are extremely pessimistic, worse than throughout the entire COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced spend in non-essential categories. Almost two-thirds of consumers have assumed new shopping behaviors in the last four to six weeks, with more than four out of ten trying private label. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money.
COVID-19 is no longer among Italian consumers’ top concerns. Consumers remain pessimistic about economic recovery and inflation; many aim to reduce their spend.
Italian consumers are increasingly worried about the effects of rising prices and the invasion of Ukraine. Unemployment is a number-two concern for respondents in Gen Z, millennials, and the low-income group. Almost six out of ten share a negative view of Italy’s current economic state; hopes for an economic recovery are lower than during the entire COVID-19 pandemic. Consumers observed the highest price increases in groceries and gasoline. To cope with inflation, Italian consumers are changing their purchase behavior, shifting toward discounters and private labels. The leading factors for these choices are prices and value for money.
German consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and we see a significant down-trade in shopping.
In Germany, consumers’ top concerns are rising prices and the invasion of Ukraine, followed by climate change and COVID-19. Pessimism about the current and future state of the economy has eased but remains at a level comparable to attitudes in the early months of the COVID-19-pandemic. As spend for groceries and gasoline soared, consumers reduced money directed to savings and spent less on non-essentials. Of the 70 percent of consumers who have assumed new shopping behaviors in the last three months, more than four out of ten tried private labels. Trade-down in stores visited and brands is clearly visible, with the key drivers of choice being prices and value for money. However, 46 percent of consumers say they plan to splurge in 2022.
For consumers in France, inflation eclipses other sources of concern. It triggers changes in shopping behaviors as consumers seek better value for money.
French consumers’ optimism regarding the economic recovery is stable at around 14 percent—a level last seen in the depths of COVID-19 lockdowns. Top sources of concern are rising prices (cited by 54 percent), followed by the invasion of Ukraine (13 percent) and climate change (10 percent) and far ahead of COVID-19 (4 percent). Nine out of ten survey respondents perceive high price inflation in the country. These trends have implications for brand and retailer loyalty: of the 73 percent of respondents saying they have tried new shopping behaviors in the last three months, 40 percent say they purchased private labels. Household products remain the category most affected by this trading-down trend.
Japanese consumers’ behaviors and finances are gradually recovering to normal, though their responses indicate a slight increase in pessimism. The long-lasting impact of COVID-19 is prolonging Japanese consumers’ intent to stay conservative about spending across categories. In a further sign of cautiousness, the trend of shrinking pessimism over the past few years reversed for the first time. Meanwhile, people’s demand for travel is rising, considering the next seasonal vacations.
Australian consumers, in view of the omicron variant, are feeling less optimistic about economic recovery than last year and remain cautious on spending.
In Australia, optimism about economic recovery has declined since the November 2020 pulse survey but remains higher than at the onset of the COVID-19 pandemic. Six in ten consumers predict routines will return to normal only after June 2022; two-thirds do not plan to splurge in 2022. Although Australian households increased their spending in the past month, net intent to spend remains negative. Digital and omnichannel adoption continues in most categories, and intent to use out-of-home services rose. Seventy-five percent of consumers have addressed the rise of omicron by changing how they engage in out-of-home activities. Most consumers have tried a different brand or retailer, especially to switch brands in pursuit of value.
Indian consumers’ optimism has remained high since October 2021 and has reached the highest levels across other Asian markets since COVID-19 started.
Nearly three-quarters of India’s consumers are optimistic about economic recovery, and net intent to spend is growing and positive across many categories. Omnichannel usage continues across the majority of categories, and social-media influence is high, especially for Gen Z and millennials. More than 90 percent are engaging in social media and entertainment platforms. There is an upward trend for new technology, such as crypto and augmented reality/virtual reality, and consumers intend to continue digital activities as the COVID-19 crisis subsides.
About 40 percent of consumers are engaging in out-of-home activities, especially among the vaccinated segment. Most consumers have tried new shopping behaviors such as new retail outlets and new brands.
Indonesian consumers remain optimistic on the economy, expecting higher incomes and spending. Many tried and plan to keep using digital services and omnichannel methods.
In Indonesia, optimism about future economic conditions increased more than 25 percent over September 2020 from an already high base, boosted by planning for the upcoming holiday season. Eight out of ten consumers say they will dine out, shop for gifts, and redecorate. Out-of-home activities are generally rising but remain far below prepandemic levels. Optimism about the economy is tempered by views of household finances; half predict finances won’t return to normal before June. The loyalty shake-up continues, with 60 percent citing value as their primary reason to try a new brand. New digital behaviors are starting to show evidence of stickiness: 60 percent say they intend to use new shopping methods when the pandemic subsides.
Most Korean consumers expect that normalcy will return to routines only after June 2022, yet there are signs of pre-COVID-19 routines returning.
Korean customers have been less optimistic than those in other countries about the economic recovery. But optimism in Korea is much higher now than two years ago. Half of consumers indicate a desire to splurge, with intent to do so being the strongest in Gen Z and millennials. One-eighth of consumers say they have returned to out-of-home activities.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown.
Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
Across the continent, the pattern holds: Europeans are anxious about the state of their countries’ economies, and worried about the future. Russia’s invasion of Ukraine and price inflation overshadow other concerns, and consumer anxieties in turn are impacting confidence in household finances and national economies, especially among vulnerable populations.
Worried about spending more on food, transport and fuel, consumers report cutting back on less essential items. Most say they’ve changed their shopping behaviors in recent months, trading down to more affordable brands and retailers. With no relief clearly in sight, 2022 continues to prove a challenging year for the continental consumer.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
Italian consumers are increasingly pessimistic about the economy, with many aiming to reduce spending and modify consumption habits.
Italian consumers are increasingly worried about the effects of rising prices, as well as the invasion of Ukraine. Of Italians surveyed, six in ten expressed a negative view of the current economy; hopes for an economic recovery are lower than they were throughout the entire COVID-19 pandemic. Consumers perceived the highest price increases in groceries and fuel, along with strong increase in spend. These sentiments have translated into reduced consumption. Changed consumer behavior is also apparent, with a shift towards discounters and private-label brands. Price, value for money and availability are the biggest drivers of these choices.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown. Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
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Big Data and Advanced Analytics
1. Big Data and Advanced Analytics
16 Use Cases From a Practitioner’s Perspective
June 27th, 2013
Workshop at Nasscom Conference – by Invitation
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
2. McKinsey & Company | 1
Big Data and Advanced Analytics Pyramid
Make your own data,
for the problem at hand
Unfamiliar, unstructured
data. Acted upon
directly, often at scale
Unfamiliar, unstructured
data. Converted into
structured data. Acted
upon at scale
Familiar, structured
data. Acted upon at
scale
D
C
B
A
3. McKinsey & Company | 2
A. Familiar structured data, acted upon at scale
Selected examples
Campaign lead generation – finding the leads that are most
likely to result in incremental telecoms sales
2
Pricing – offering competitive prices only to the most sensitive
retail deposit customers, while maximizing value
4
Pricing – create transparency into B2B chemicals prices, to
enable more targeted price setting
1
Customer experience – knowing my hospitality customer’s
individual preferences, wherever the customer is travelling
3
4. McKinsey & Company | 3
Moving from across the board pricing
to differentiated targets, just using historical prices
0
100
200
300
400
500
600
700
800
900
1,000
Price per unit
Account sales
100,00010,0001,000100
0
100
200
300
400
500
600
700
800
900
1,000
Account sales
100,00010,0001,000100
Price per unit
Differentiated
price targets
One-size fits
all price target
DISGUISED EXAMPLE
From across the board pricing increase …
… to differentiated target-setting at customer-
product reflecting customer’s willingness to pay
SOURCE: McKinsey Value Advisor team
1
5. McKinsey & Company | 4
Telecoms companies are investing in big data infrastructure, bringing
together data from diverse sources
New services
Government,
urbanization,
and social good
Operations
Marketing
and sales
Big Data
available to
Telcos
Socio and
economic
analysis
Health care
and disease
prevention
ILLUSTRATIVE
2
Source: McKinsey Telecoms Practice, Integrated Incumbent Example
6. McKinsey & Company | 5
Create an integrated picture of the household, and its product/ brand
holdings
Full household product holdingFamily of 4
Rikke Hansen
Husband Kasper Hansen and their two kids
Storkevænget 8
2840 Holte
Household ID: 3512697
Customer ID: 3525300699
1 X Voice
1 X BB & Wifi
2 X Mobile
1 X Kids mobile
2 X Tablets
X3 HH
ARPU
1 X TV
+ HH services & solutions
First pilots with +20-50% take-rates
Source: McKinsey Telecoms Practice, Integrated Incumbent Example
2
7. McKinsey & Company | 6
This picture allows the telco operator to target offers tailored to the
product holdings at each household
15.0
HHs in the
country
5.0
Non-
customers
10.0
Currently
customer
in Group
2.0
Fully
covered
HHs1
2.5
Own mobile
and fixed
4.0
Own
fixed only
1.5
Own mobile
only
+ Competitor product holdings
Further sales potential
DISGUISED EXAMPLE
Most of this data was in the phone book
20 years ago, but was not actionable
First pilots with +20-50% take-rates
Source: McKinsey Telecoms Practice, Integrated Incumbent Example
Brand-product holdings of all households
Households, millions
2
8. McKinsey & Company | 7
Hospitality: know your customer… …everywhere in the world
▪ Commercial details
– Employer relationship
– Travel partnerships
– Payment/ credit card
▪ Room preferences
– No smoking
– Pool view
– Ground floor
▪ Personal preferences
– Welcome drink
– Entertainment
▪ Usage history
– Internet usage
– Fitness usage
– Restaurant meals
The hospitality industry captures and acts on customer preferences on
a multi-national basis
3
▪ Provide the same of personalized service
– Cloud based architecture
– Traditional architecture
▪ The data is not different from what was in
a paper based system
SOURCE: McKinsey Marketing practice
9. McKinsey & Company | 8
Deposit pricing based on statistical estimates of sensitivity allows
smart pricing at scale
4
Business as Usual
▪ Prices are set regionally
▪ Promotional pricing offered on new term
deposits
▪ When promotional pricing lapses
– Some customers leave
– Other roll-over their deposits
▪ Both promotional prices and go-to prices
have varied significantly
– Across regions
– Over time
– Relative to competition
With 1-2-1 Pricing approach
▪ Statistically predict customer’s sensitivity
to the price reduction
▪ Target the right price for each customer
LowHigh Price sensitivity
Fund for retention
offers, if needed
Interestrates
1-2-1 pricing
Traditional price
DISGUISED EXAMPLE
SOURCE: McKinsey Banking CVM Service Line
10. McKinsey & Company | 9
Applying individual level price elasticities can yield significant impact
-200
+800
+1.000
+200
Evolution of price
list interest rate
and cost of fund-
ing vs. competi-
tors’ price list
Index
Yearly TD volume
growth (Million €)
After 3 months:
1st step of differentiation
with 2-5 ratesBefore 1-2-1
100
100100
101
99
96
93
9292
Competitors’ top
interest rate
Bank’s top interest rate
Bank’s average booked
interest rate1
Growth vs. market
After 6 months:
2nd step of differentiation
with 10 rates
-15% - +15%
Δ=40bps
Δ=90bps
1 Average of contracts opened or renewed in the period
SOURCE: McKinsey Banking CVM Service Line
4
DISGUISED EXAMPLE
11. McKinsey & Company | 10
Big Data and Advanced Analytics Pyramid
Make your own data,
for the problem at hand
Unfamiliar, unstructured
data. Acted upon
directly. Sometimes at
scale
Unfamiliar, unstructured
data. Converted into
structured data. Acted
upon at scale
Familiar, structured
data. Acted upon at
scale
D
C
B
A
12. McKinsey & Company | 11
-25
-20
-15
-10
-5
0
5
10
Print + Online
Net of price (change)
impact
Competi-
tors Online
Competitors TV
Price
Announcements
Price Gap
Retention
Losses
Advanced Marketing Mix Modeling identifies the impact
of marketing actions on sales/ churn
Churn (retention) model
Thousands of customers per month
TV
4
5
3
2
6
7
1
DISGUISED EXAMPLE
5
SOURCE: McKinsey Marketing Practice
13. McKinsey & Company | 12
This approach captures social media “buzz”, such as
comments on facebook and twitter, as marketing inputs
Breakdown of drivers of customer acquisitions by marketing activity
Percent
Print
special
Print
general
Base,
incl.
price
Negative
Social Media
TVSearchDisplayAffiliate
7.3
8.3
3.6
-7.88.5
9.0
8.4
EUR -36 million profit
loss, can be fixed with
EUR 0.8 million
investment
5 DISGUISED EXAMPLE
SOURCE: McKinsey Marketing Practice
14. McKinsey & Company | 13
Supermarket purchase data
(captured through loyalty programs)
Mobile phone usage data
(pre-paid or post-paid)
SME supplier data
(e.g., brewery supply to stores
and bars)
SME customer data
(e.g., eBay)
Utility data (e.g., electricity
consumption and payment)
Case example: A supermarket JV
in Central America
▪ 3 models built using only supermarket
transactions and age (as loyalty
program captures date of birth):
– Risk
– Income
– Need-based
segmentation
▪ Risk model is used for pre-screening
and selective pre-approval (GINI: 37)
▪ Income model is used to assign lines
(45% correlation with payroll income)
▪ Segmentation is used to target
customers for specific campaigns
(e.g., credit card vs. personal loan for
specific appliances on sale)
Shopping basket data provided a Latin American bank with rich
insights into credit risk in the unbanked segment
6
SOURCE: McKinsey Risk Practice
15. McKinsey & Company | 14
Advanced Next Product To Buy (NPTB) algorithms integrate long term
behavior with the most recent data to make smarter offers
7
Market Basket Analysis Bayesian Rules Engine
Classical market basket analysis is well known from
leading “bricks and mortar” retailers
“Market Basket Analysis” links conditions with product
uptake, e.g., IF affluent AND increased monthly salary
AND Family with <__> THEN x% probability of hiring
mortgage
Basket = single trip, i.e. customers buy A and B together
in one trip
Basket = all purchases of one customer within last
year(s),
i.e. customers who read A also read B
“Market basket” includes years of transaction history, as
well as the most recent web-browsing behavior
Next
recommendationPurchase history
Next
recommendationPurchase history
Next
recommendation
Product
portfolio
Transactional
behavior
Contact
history
and other
Socio-demogr
aphics
Basket = collection of customer
specific data including …
iPhone
SOURCE: McKinsey Marketing Practice
16. McKinsey & Company | 15
Next-Product-to-Buy probabilities guide in branch/ store sales efforts,
promotions and product recommendations
SOURCE: McKinsey Marketing Practice
Customer
Likelihood of buying in the next month
% by product
Long term
loans
32%
Owns
15%
Savings
account
Owns
89%
Owns
Pensions
39%
22%
15%
Short
term
loans
Owns
10%
21%
Cards
Owns
12%
40%
Current
account
87%
64%
60%
Invest-
ment
funds
Owns
97%
Owns
Product Probability
87%
Investment fund 97%
Current account 95%
Recommendation – Customer View
Current account
Customer Probability
40%
32%
97%
Recommendation – CLV view
Recommendation
engines (next
product/service/
application) to buy can
deliver 3-5% revenue
uplift
Long term loans
Investment fund
Credit cards
7
DISGUISED EXAMPLE
17. McKinsey & Company | 16
Cross channel data integration tools like Click Fox* now allow firms to
see customers’ experiences across channels
Business as Usual
Multiple customer touch
points, each with its own
infrastructure and data
Click Fox Integration*
Brings the diverse data
sources together
Organizes into meaningful
customer journeys
Customer Journeys
Product feature search
Specific non-standard business
process
Service or dispute resolution
Intuitive use case
Manage customer
experience and
satisfaction
Emerging use cases
Estimate credit risk
Estimate churn
likelihood
Target preferred
channels
8
SOURCE: McKinsey Marketing Practice; * McKinsey has invested in Click Fox
18. McKinsey & Company | 17
Big Data and Advanced Analytics Pyramid
Make your own data,
for the problem at hand
Unfamiliar, unstructured
data. Acted upon
directly. Sometimes at
scale
Unfamiliar, unstructured
data. Converted into
structured data. Acted
upon at scale
Familiar, structured
data. Acted upon at
scale
D
C
B
A
19. McKinsey & Company | 18
C. Unfamiliar or unstructured data, acted upon at scale, directly
Selected examples
Discount targeting – using location data to offer discount
coupons redeemable to the nearest store
10
Discount targeting – using transactional spending data from
banks or networks
12
Fraud prevention – by matching the location of mobile
phone with a credit or debit card transaction
9
Discount targeting – using speech analytics to identify
customers who are most likely to attrite
11
13 Advertising targeting – using browsing history to target web
site visitors with the most relevant adverts
20. McKinsey & Company | 19
Joint venture between a telecom operator and credit card issuer uses
location information to reduce fraud
How banks use telco data to fight fraud…
▪ A large EU bank is leveraging data from a Telco
company to identify fraud by crossing Card
transactions and mobile data
The Bank sees a
transaction in Spain
from your Card
The Telco operator
knows you are in
Norway
Fraud?
9
…but are still trying to forge a
workable governance approach
Does the telco have the
right to sell a customer’s
location to a bank?
Is the bank obliged to
take the data from the
telco? Preventing that
fraud, help protect other
banks and customers?
Should the customer
opt-in and instruct the
bank to get this data
from the telco?
What does it cost? Who
should pay?
SOURCE: McKinsey Banking Practice, Interviews with industry experts
21. McKinsey & Company | 20
A leading payment network’s joint venture with a retailer is an early
example of using real-time, location data to target customer offers
SOURCE: Mobile Marketing Watch
A payment network and a retailer use real-time
transaction data to make time and location sensitive
offers to customers…
… made possible by information
management capabilities
ability to process and
analyze transactions
in real-time…goes well
beyond processing
purchases to delivering
critical information that
benefits
consumers, merchants, a
nd financial institutions.
▪ Other payment providers and
start-ups looking to provide
similar offerings
▪ Role banks will play in this trend
is not yet clear
SMS coupon for closest
retail outlet is pushed
immediately to
customer
Customer makes
purchase at juice bar
while shopping using
the network’s card
Customer can use
coupon in the nearest
retail location
The network matches
customer, purchase
location, and qualifying
offer in
real-time
1 2
4 3
10
22. McKinsey & Company | 21
Speech analytics enables Telco operators to analyze phone calls to
help provide more tailored offers to customers
11
The privacy and legal questions are typically harder than the analytics
Some companies are testing technology to
analyze telephone calls on their network
(electronically)…
… and trigger responses or
actions based on key
words
…and gets a long-duration
retention offer?
…and gets a promotion on
a Caribbean cruise?
Customer mentions the
name of a competitor…
Customer mentions a
forth- coming holiday…
SOURCE: McKinsey interviews with industry experts
23. McKinsey & Company | 22
Banks and card companies are looking to release the value in their
transaction data assets
Merchant-funded reward programs
Banks are monetizing behavioural data to
deliver highly-targeted offers to customers
Insight development and services
Card networks provide analytics services for
merchants, that range from pre-packaged
reports to customized consultations
Customers
opt in
Offer
Bank matches
relevant offers &
customers
Offer
Bank matches
relevant offers &
customers
Reinforcement
Response
tracked & shared
with merchants
and customers
Reinforcement
Response
tracked & shared
with merchants
and customers
Redemption
Offer redeemed
by customers
(e.g., mobile
download, real-
time at POS)
Merchants set
customer
aspiration
Presentment
Offer presented
to customers
Presentment
Offer presented
to customers
Full or pilot programs at multiple banks in
North America
Example services:
▪ Benchmark analytics: analyzes merchant
performance against the industry
category, or specific business competitors
▪ Portfolio Analytics: provides users access
to own transactional data through an
extensive set of reports in multiple
categories
▪ Macro-economic spend indicators:
reports consumer spending in multiple
vertical industries, based on aggregate
activity in the payments network, coupled
with estimates for cash and checks
12
SOURCE: McKinsey Banking Practice, Interviews with industry experts
24. McKinsey & Company | 23
A leading US based bank uses web browsing data to serve targeted
pages to prospects or visitors
Risk
models
Segment specific websitesInputs – information used
How they
enter the
site
Internet
specific
data
Surfing
history
▪ Use internet data
and score customers
before the website is
loaded
▪ Need to score
customers on
models in <0.5s
Low risk saver
Higher risk borrower
▪ Location
▪ Aggregated social
media data
▪ Cookie information on
past sites visited
▪ Some sites associated
with low risk
▪ Other sites with higher
risk e.g. social media
▪ Natural search
▪ Sponsored search –
Brand names, credit
terms
▪ Banner adverts
▪ Aggregators
13
SOURCE: McKinsey Banking Practice, Interviews with industry experts
25. McKinsey & Company | 24
Big Data and Advanced Analytics Pyramid
Make your own data,
for the problem at hand
Unfamiliar, unstructured
data. Acted upon
directly. Sometimes at
scale
Unfamiliar, unstructured
data. Converted into
structured data. Acted
upon at scale
Familiar, structured
data. Acted upon at
scale
D
C
B
A
26. McKinsey & Company | 25
D. Unfamiliar or unstructured data, acted upon at scale, directly
Selected examples
Pricing and Advertising targeting – learning the right price
(i.e. odds) and the right landing page to show each visitor to a
gaming website, using on-going experimentation
15
Advertising targeting – learning the right landing page to
show each visitor, using on-going experimentation
14
Credit line management – learning the right credit line to both
profitably and responsibly offer each account, with on-going
experimentation
16
27. McKinsey & Company | 26
A leading European Bank runs experiments on the bank’s web site to
find out which visitor should be served which page
14
Customer logs on to
bank website
Bank knows product
holding, segment, his
torical behavior
Plus recent product
enquiry/ browsing
behaviour
“Champion” offer suite
▪ Shown ~90% of the time
▪ Reflects, recent behavioural
history, long term product holdings
and customer segmentation
▪ Maximizes value, based on
current knowledge
“Challenger” screens #1-5
▪ Each shown ~2% of the time
▪ Learn if customer
preferences or market
conditions have changed
SOURCE: Bank investor day presentation
+
Behavioural targeting results in a 27% lift in banner click through,
and 12% increase in sales
28. McKinsey & Company | 27
Similarly, a gaming web site uses browsing history AND
experimentation to learn about the right offers
15
ILLUSTRATIVE
Customer logs on
to gaming website
Website knows his
historical behavior
“Champion” screen
▪ Shown 95% of the time
▪ Maximizes value, based on
current knowledge
“Challenger” screens #1-5
▪ Shown 1% of the time
▪ Learns of customer’s
preferences or market
conditions have changed
SOURCE: McKinsey Marketing practice, Industry interviews
29. McKinsey & Company | 28
Industry leaders invest making-your-own-data,
even in sensitive areas like credit line management
SOURCE: McKinsey Risk Practice, Industry interviews
1 2 3 4 5 6 7 8 9 10
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Low line test: 2.5% of applicants
Optimal credit line: 95% of credit applicants
High line test: 2.5% of applicants
ILLUSTRATIVE
Credit line allocation by risk band
Currency units ($, £ etc.)
Low risk applicantsHigh risk applicants
Industry leaders invest millions of $s in champion-challenger experiments,
that mature over 3 or more years, to learn how their strategies can be improved
16
30. McKinsey & Company | 29
Education BA from St. Stephen’s College, Delhi
MBA from University of Chicago, Graduate School of Business
Work
experience
McKinsey experience includes:
Consumer banking
B2B marketing
Functional focus
Advanced Analytics, Customer Lifecycle Management, Credit Risk
Sectors
Financial Services, Consumer Products
Prithvi Chandrasekhar
Senior Expert, Marketing, London Office
@McK_CMSOForum
www.youtube.com/McKinseyCMSOforumwww.cmsoforum.mckinsey.comWWW
http://www.slideshare.net/McK_CMSOForum
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