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Data analytics in decision making
This document discusses how data analytics can be used in decision making. It provides an example of how analyzing sales data from four city branches of a company over time revealed non-obvious patterns rather than identical performance as the averages suggested. Deeper analysis showed each city actually behaved quite differently in how sales responded to price changes. This highlights how averages can obscure important variations and that analytics is needed to detect such variations to inform better decision making.
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Data analytics in decision making
- 1. DATA ANALYTICS IN DECISIONMAKING S Anand, Chief Data Scientist, Gramener
- 2. DO THESE FOURCITIES LOOK IDENTICAL TO YOU? So is the variance in sales.Variance in price is the same. Average sales is the same too.Average price is the same. Take a look at the sales report alongside. A company has branches in 4 cities, and each branch changes the product price every month. This leads to a corresponding change in the sales. Here is the performance of the four branches with their monthly price and sales for each month. Looking at the average, the four branches have an identical performance. 2010 Boston Chicago Detroit New York Month Price Sales Price Sales Price Sales Price Sales Jan 10.0 8.04 10.0 9.14 10.0 7.46 8.0 6.58 Feb 8.0 6.95 8.0 8.14 8.0 6.77 8.0 5.76 Mar 13.0 7.58 13.0 8.74 13.0 12.74 8.0 7.71 Apr 9.0 8.81 9.0 8.77 9.0 7.11 8.0 8.84 May 11.0 8.33 11.0 9.26 11.0 7.81 8.0 8.47 Jun 14.0 9.96 14.0 8.10 14.0 8.84 8.0 7.04 Jul 6.0 7.24 6.0 6.13 6.0 6.08 8.0 5.25 Aug 4.0 4.26 4.0 3.10 4.0 5.39 19.0 12.50 Sep 12.0 10.84 12.0 9.13 12.0 8.15 8.0 5.56 Oct 7.0 4.82 7.0 7.26 7.0 6.42 8.0 7.91 Nov 5.0 5.68 5.0 4.74 5.0 5.73 8.0 6.89 Average 9.0 7.50 9.0 7.50 9.0 7.50 9.0 7.50 Variance 10.0 3.75 10.0 3.75 10.0 3.75 10.0 3.75 DO YOU AGREE?
- 3. ARE THEY REALLYIDENTICAL? CHECK AGAIN… But in fact, the four cities are totally different in behaviour. Boston’s sales has generally increased with price. Detroit has a nearly perfect increase in sales with price, except for one aberration. Chicago shows a decline in sales beyond a price of 10. New York’s sales fluctuates despite a nearly constant price. Boston Detroit Chicago New York
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- 8. INVESTMENTS IN BIGDATA & ANALYTICS NEED NOT GUARANTEE BUSINESS EFFECTIVENESS No coherent consumption Enterprises have a disjoint view of data across divisions. This impedes org action & speed Last-mile disconnect Longer Realizations Processed & analyzed data is not presented effectively as a story. Meaningful consumption is an issue Implementation takes years. System stabilization takes 1-2 years or more, with prohibitive cost of change ENTERPRISES NEED HELP CROSSING THE ANALYTICS CHASM Org design Impedes Org structures & authorization processes impede quick action after data bears needed action
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- 10. PREDICTING MARKS “ What determinesa child’s marks? Do girls score better than boys? Does the choice of subject matter? Does the medium of instruction matter? Does community or religion matter? Does their birthday matter? Does the first letter of their name matter? EDUCATION
- 11. TN CLASS X:ENGLISH 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
- 12. TN CLASS X:SOCIAL SCIENCE 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
- 13. TN CLASS X:MATHEMATICS 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
- 14. CBSE 2013 CLASSXII: ENGLISH MARKS
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- 16. DETECTING FRAUD “ We knowmeter readings are incorrect, for various reasons. We don’t, however, have the concrete proof we need to start the process of meter reading automation. Part of our problem is the volume of data that needs to be analysed. The other is the inexperience in tools or analyses to identify such patterns. ENERGY UTILITY
- 17. AN ENERGY UTILITYDETECTED BILLING FRAUD This plot shows the frequency of all meter readings from Apr- 2010 to Mar-2011. An unusually large number of readings are aligned with the slab boundaries. Below is a simple histogram (or frequency distribution) of usage levels. Each bar represents the number of customers with a customers with a specific bill amount (in units, or KWh). Tariffs are based on the usage slab. Someone with 101 units is billed in full at a higher tariff than someone with 100 units. So people have a strong incentive to stay at or within a slab boundary. An energy utility (with over 50 million subscribers) had 10 years worth of customer billing data available. Most fraud detection software failed to load the data, and sampled data revealed little or no insight. This can happen in one of two ways. First, people may be monitoring their usage very carefully, and turn of their lights and fans the instant their usage hits the slab boundary. Or, more realistically, there’s probably some level of corruption involved, where customers pay a small sum to the meter reading staff to ensure that it stays exactly at the slab boundary, giving them the advantage of a lower price.
- 18. This plot showsthe frequency of all meter readings from Apr- 2010 to Mar-2011. An unusually large number of readings are aligned with the tariff slab boundaries. This clearly shows collusion of some form with the customers. Apr-10 May-10Jun-10Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 217 219 200 200 200 200 200 200 200 350 200 200 250 200 200 200 201 200 200 200 250 200 200 150 250 150 150 200 200 200 200 200 200 200 200 150 150 200 200 200 200 200 200 200 200 200 200 50 200 200 200 150 180 150 50 100 50 70 100 100 100 100 100 100 100 100 100 100 100 100 110 100 100 150 123 123 50 100 50 100 100 100 100 100 0 111 100 100 100 100 100 100 100 100 50 50 0 100 27 100 50 100 100 100 100 100 70 100 1 1 1 100 99 50 100 100 100 100 100 100 This happens with specific customers, not randomly. Here are such customers’ meter readings. Section Apr-10 May-10Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Section 1 70% 97% 136% 65% 110% 116% 121% 107% 114% 88% 74% 109% Section 2 66% 92% 66% 87% 70% 64% 63% 50% 58% 38% 41% 54% Section 3 90% 46% 47% 43% 28% 31% 50% 32% 19% 38% 8% 34% Section 4 44% 24% 36% 39% 21% 18% 24% 49% 56% 44% 31% 14% Section 5 4% 63% -27% 20% 41% 82% 26% 34% 43% 2% 37% 15% Section 6 18% 23% 30% 21% 28% 33% 39% 41% 39% 18% 0% 33% Section 7 36% 51% 33% 33% 27% 35% 10% 39% 12% 5% 15% 14% Section 8 22% 21% 28% 12% 24% 27% 10% 31% 13% 11% 22% 17% Section 9 19% 35% 14% 9% 16% 32% 37% 12% 9% 5% -3% 11% If we define the “extent of fraud” as the percentage excess of the 100 unit meter reading, the value varies considerably across sections, and time New section manager arrives … and is transferred out … with some explainable anomalies. Why would these happen?
- 19. SIMPLE HEURISTICS EMERGENCY “ A manis rushed to a hospital in the throes of a heart attack. The nurse needs to decide whether the victim should be admitted into emergency care. Although this decision can save or cost a life, the nurse must decide using only the available cues, and within a few seconds – preferably using some fancy statistical software package.
- 20. SIMPLE HEURISTICS EMERGENCY Pressure <91 Age > 62 Pulse > 100 No Yes No Yes No Yes
- 21. 8.3% 0.0%100 0.0%Base OK WASTED Marketingcost Rs 40 MISSED Acquisition cost Rs 80 OK No churn Churn NochurnChurn Prediction Actual MISSED WASTEDCOST PER CUST. IMPROVEMENTMODEL
- 22. 3.2% 3.6% MISSED WASTED 61.7 COSTPER CUST. 39.3% IMPROVEMENT Decision tree MODEL Outgoing call 0 0 - 4 15+5-14 1 REFILL AMOUNT > 50 RS 01 YN > 1 RECHARGE 0 N Y
- 23. 0.6% 2.5% MISSED WASTED 34.0 COSTPER CUST. 66.6% IMPROVEMENT SVM MODEL
- 24. TAKEAWAYS 1. In asingle circle with 2 crore customers, this improvement represents a saving of Rs 2.6 x 2 cr ~ Rs 5 cr / month / circle 2. Testing structure allows us to test out any number of models, and evaluate their effectiveness 3. Need to trade-off between simplicity vs over- fitting. Incremental improvements often not worth the trouble 4. Implementation needs to be constantly monitored, with continuous re-evaluation of the model
- 25. ANALYSING CAUSAL DRIVERS Wegroup by every input factor … and calculate the impact on every metric. By moving from average to the best group, what’s the improvement? The actual performance by each group is shown 0-3m 3-6m 6m-1yr 1-2 yrs > 2 yrs 11 12.3 12.7 15.3 16.1 Only significant results shown
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- 27. Tata Teleservices Tata ConsultancyServices Tata Business Support Services Tata Global Beverages Tata Infotech (merged) Tata Toyo Radiator Honeywell Automation India Tata Communications A G C Networks Tata Technologies Tata Projects Tata Power Tata Finance Idea Cellular Tata Motors Tata Sons Tata Steel Tayo Rolls Tata Securities Tata Coffee Tata Investment Corp A J Engineer H H Malgham H K Sethna Keshub Mahindra Ravi Kant Russi Mody Sujit Gupta A S Bam Amal Ganguli D B Engineer D N Ghosh M N Bhagwat N N Kampani U M Rao B Muthuraman Ishaat Hussain J J Irani N A Palkhivala N A Soonawala R Gopalakrishnan Ratan Tata S Ramadorai S Ramakrishnan DIRECTORSHIPS AT THE TATAS Every person who was a Director at the Tata Group is shown here as an orange circle. The size of the circle is based on the number of directorship positions held over their lifetime. Every company in the Tata Group is shown here as a blue circle. The size of the circle is based on the number of directors the company has had over time. Every directorship relation is shown by a line. If a person has held a directorship position at a company, the two are connected by a line. The group appears to be divided into two clusters based on the network of directorship roles. Prominent leaders bridge the groups Second group of companies First group of companies Some directors are mainly associated with the first group of companies Some directors are mainly associated with the second group of companies
- 28. SIMILARITIES IN ANSME TRANSACTION NETWORK The same visual was applied to the SME clientele of a bank • Identified clusters of SMEs transacting with each other • Targeted non-clients in the middle of a client cluster • Enhanced service for client in the middle of non-clients This resulted in a 28% QOQ GROWTH in new accounts (against a default QoQ base of 3-8% in the city for the last 5 years) We’ve used network diagrams to detect terrorism, corporate fraud, de-dup customers, and identify product affinities
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- 30. PORTFOLIO PERFORMANCE VISUAL Worldwide$288.0mn A:Accelerate$68.9mn B: Build$77.2mn C: Cut down$141.9mn Worldwide: $288 mn The visualization shows the market opportunities across various countries to identify areas of focus. This chart has been built as an interactive-app to present the key findings, while letting user click-through and drill-down to a custom view across 4 different levels. Open
- 31. BANKING DASHBOARD Product Profitability CrossHolding Analysis ATM Transactions Branch Performance Employee Productivity 600+ mn transactions 40+ GB of data 11,000+ ATMs 2000+ Branches 120+ products Hourly view Data processed
- 35. LIVE MONITORING: IMPACTOF BUDGET ON STOCKS
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- 37. FINDING PATTERNS “ Which securitiesmove together? How should I diversify? What should I sell to reduce risk? What’s a reliable predictor of a security? SECURITIES
- 38. 68% correlation between AUD& EUR Plot of 6 month daily AUD - EUR values Block of correlated currencies … clustered hierarchically
- 39. RESTAURANT: PRODUCT SALESCORRELATION
- 40. RESTAURANT: PRODUCT SALESCORRELATION
- 41. RESTAURANT FOUND ANUNUSUAL DIP IN SALES A restaurant chain had data for every single transaction made over a few years. Plotting this as a time series showed them nothing unusual. However, the same data on a calendar map reveals a very different story. Specifically, at the bottom left point-of-sale terminal, sales dips on every Wednesday. At the bottom right point-of-sale terminal, sales rises on every Wednesday (almost as if to compensate for the loss.) It turns out that the manager closes the bottom-left counter every Wednesday afternoon due to shortage of staff, assuming that it results in no loss of sales. There is, however, a net loss every Wednesday.
- 42. BANK FOUND ALLLOANS BEFORE 20TH POOR Every loan disbursed after the 20th of the month, i.e. from the 21st to the end of the month, shows consistently lower non-performing assets (i.e. better quality) than any loan disbursed prior to the 20th. The bank mapped this back to their incentive scheme. The sales team’s commission is based only on loans disbursed until the 20th. Hence new loans are squeezed into this period without regard for their quality. The personal finance division of a bank, focusing on retail loans, drove its sales through a branch sales team. A study of the non-performing assets of loans generated over the course of one year shows a strange pattern. Analytics can detect something that you’re specifically looking for. It takes a visual to detect what we don’t know to look for This representation, known as a calendar map, can show some interesting patterns, particularly weekday-based patterns, as the next example will show.
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- 50. How does Mahabharata,one of the largest epics with 1.8 million words lend itself to text analytics? Can this ‘unstructured data’ be processed to extract analytical insights? What does sentiment analysis of this tome convey? Is there a better way to explore relations between characters? How can closeness of characters be analysed & visualized? VISUALISING THE MAHABHARATA
- 51. 3642 LIC 3148 MTNL 2494BSES 444 RELIANCE ENERGY 426 ESCROW 396 ICICI 378 CLG RTD 294 MAHANAGAR GAS 232 HDFC 216 MAHANGAR GAS LTD 212 ORANGE 204 LIC OF INDIA 190 ESCROW A/C
- 53. BUILDING ANALYTIC CAPABILITY DATA→ INSIGHTS → ACTION
- 54. TWO ROUTES TOBUILDING ANALYTIC CAPABILITY Stakeholder groups Objectives Initiatives Questions Data have a set of that can be met by which answer specific using for that meet that can address suggests Business driven approach Data driven approach Importance Ease Quick wins Strategic Deferred Revenue impact Breadth of usage Effort reduction Data availability Technology feasibility Start small with quick wins Cover strategic landscape Deferreds become easier with growing capability Actions Gap in current reports Addressed by current reports 1 2
- 55. TYPICAL INITIATIVES WESEE ACROSS BANKS TODAY Deposit mobilisation Product performance Branch performance Employee performance Transaction performance (e.g. ATM) Performance Product bundling Competitive positioning Product management Predicting churn Driving cross-sell Product recommendations Customer mgmt Fraud detection Scenario modelling (e.g. interest rate change) Risk management Data driven insights in statements Social listening Client communication Infrastructure Initiatives in parallel: Digitisation and Data Cleansing
- 56. NEW TECHNIQUES MAKETHESE POSSIBLE The visuals shown in the earlier slides were created using the Gramener visualization server, which leverages some of the recent innovations at Gramener in automating Visuals are templatized. As the data or the parameters change, the visuals are re-drawn to match the data, ensuring that the view shows live data in real- time. We’ve extracted common patterns of insights that apply across all datasets. When data is fed in, these automated analysis components perform a sequence of analytic steps and display results visually. Binding visuals together into a logical story using text or audio that weaves a story is an integral part of communicating insights. This too is automated in Gramener’s visualizations. Visualizations Analysis Narration For e.g., this has been used to • view social media events • election results • oil leakages in fuel stations • monitor retail inventory • plan truck delivery • monitor sentiments on social media This has been applied to • identify which security would go well with a given portfolio • predict which telecom customers will leave • assess the impact of changing delivery channel for proxy votes This has been applied to • automatically “writing” a newspaper column on the day’s stock market • automatically writing the report summarising the status of clinical trials • automated videos These techniques are focused on automating patterns of insights made by humans – effectively systematizing the “magic” that happens when we find something interesting in data. This is similar to how chess playing programs work. It’s not intelligent, as such. It just calculates and evaluates so many moves automatically that it seems intelligent. AUTOMATION
- 57. TAKE YOUR NEXTSTEP TOWARDS DATA-DRIVEN LEADERSHIP S Anand, Chief Data Scientist, Gramener
Editor's Notes
- #3 This company asked four of its branches to change the price of a product for one year, to measure the resulting sales and therefore the price elasticity. This table shows the price and sales of the product from Jan to Nov 2010 for Boston, Chicago, Detroit and New York. You’ll notice that the average price across all 4 cities is the same: 9.0. The average sales is the same at 7.5. The variances, i.e. the square of the standard deviation, are also the same at 10.0 and 3.75 respectively. Usually, in such cases, it’s only the summary statistics that are presented. You rarely see the individual data points. It’s easy to conclude based on this that the four cities are identical. Yet, are they? Let’s plot this data.
- #4 You can see that in Boston, as the price increases, the sales increase by-and-large. In Chicago, it starts dropping beyond a certain price. At Detroit, it’s a nearly perfect linear increase, except for one month. Was that a data error? An unusual market condition? Fraud? In New York, the price never changed. Didn’t they get the instructions? And yet, there is one outlier. Is that a data error? Unusual market? Fraud? Not only are we able to see that the cities are different, we are also able to see the pattern of their behaviour, and further, identify anomalous data points for further exploration. If there’s one piece of advice that we normally give people, it is: plot data raw. It invariably leads to insights that are not obvious from summary data.
- #9 A data insight is not guaranteed until a story line is defined. A story line is obtained from the correct visual consumption of enormous data sets. Scores of datasets do not guarantee meaningful insights but if connected throughout with exact use-cases, each and every mile stone can be connected and actionable insights can be derived at the end. Once, the process is established, the future data processing/consumption becomes easy.
- #19 We did the simplest possible thing – plot the number of customers who had meter readings of 0, 1, 2, 3, etc. – all the way up to 300 and beyond. (Effectively, we drew a histogram.) As expected, it was log-normal. Relatively few users with low meter readings, and few with high meter readings. But what was striking were the spikes – at 50 units, 100 units, 200 units and 300 units – precisely at the slab boundaries. Given the metering system, there is a strong economic incentive to stay at or within a slab boundary. Exceeding it increases the unit rate. However, there are two ways this could happen. Either the consumer watches their meter carefully, and the instant it hits 100, stops using their lights and fans – or a certain amount of money changes hands. It was easy to see from this that there was fraud happening, but what stumped us were the spikes at 10, 20, 30, 40, etc. Here, there’s no economic incentive. There’s no significant difference between a meter reading of 10 vs 11, so there was no incentive to commit fraud. However, we later learnt that we were looking at this the wrong way. This was not a case of fraud, but of laziness. These were the meter readings taken by staff that never visited the premises, and were cooking up numbers. When people cook up numbers, they cook up round numbers. (An official said that he had to let go of one person who had not taken readings in a colony of houses for as long as six months. “Sir, there’s a pack of dogs in the colony” was his official statement.) The other question is, what is the nature of this fraudulent contract. Is it monthly? The meter reading guy appears and charges a small sum to adjust the reading? Or is it an annual contract that’s paid upfront? We looked at the meter readings of some of the people who were consistently at the slab boundaries. For example, the table in the middle has the readings of 10 customers, one per row. In the first row, the readings are consistently at 200 for 9 of the 12 months. However, there’s a spike in Jan-11 to 350 units. This indicated a monthly contract with a failure to pay in just one month. However, we later learnt that many of the people on this list were famous personalities. In fact, the lady in the first row had an event at their place in Jan-11, and the actual reading was expected to be well over a thousand units. But since the electricity board has a policy of not often auditing those that were in the highest slab (above 300), a more likely explanation was a collusion of the lineman with the customer to place her in the highest slab just this month, to avoid scrutiny. Lastly, we were examining the level at which fraud can be controlled. The last table above shows the extent of fraud of each section in one city, month on month. (The extent of fraud can be measured by the relative height of the spikes compared to the expected value.) Sections vary in the level of fraud, with Section 1 having significantly more fraud than Section 9. We also observe that fraud generally decreases in the winter season (Dec – Feb) when the need for cooling is less. But what’s most striking is the negative fraud in Section 5 in Jun-10. It stays low for a couple of months, and then, as if to compensate, shoots up to 82% in Sep-10. We learnt that this coincided with the appointment and transfer of a new section manager – under whose “regime”, fraud seems to have been dramatically controlled. It appears that a good organisation level to control fraud is at the 5,000 people strong section manager level, rather than the 100,000 people strong staff level.
- #20 Medical Institutions have vital heuristics. Each and every diagnosis has parameters latched onto it. An initial scan must be done to identify the basic ailment and proceed further. We thought how can we speed it up? A person has a severe heart attack and he cannot wait for all the scans to be done to proceed to the next sequence of treatment. Rather, we can have a simple set of parameters which has to be checked quickly and admit the patient for treatment. The decision of admitting to a critical care unit or not is simplified and sped up. The visual cues hence can help the nurse take quick decisions statistically rather than taking a decision by wit.
- #21 Measure the pressure, use stethoscope and sphygmomanometer. If it comes out to be more than 91, he has to be admitted immediately to the intensive care unit. If the pulse is not more than 91, the age must be checked, if the age is more than 62, chances of patient stabilizing without any intensive care is ruled out. But, if the age comes out to be lesser than 62, his pulse must be diagnosed. The pulse must not be higher than 100, if it is higher than 100, the patient must be taken to the emergency ward. Thus, a step by step pre-defined process identifying the causes and the remedies will help in saving lives. This simple visual cue through a dashboard not only saves many lives daily but also technologically aides medical workforce to record and reproduce the patient history. Decision tree model used here helps in breaking down complicated situations down to easier-to-understand scenarios.
- #23 A decision tree is a visual representation of choices, consequences, probabilities and opportunities. They are visual representations of the average outcome. Applying the same fundamental to predict the churn handling we were able to calculate the cost per customer and improvements which were done. On an average, whether an outgoing call was made from the phone. In case of a viable answer, we were able to fix 3 buckets of 0-4 days, 5 to 14 and more than 15 days. If the call has not been made for more than 15 days, there will no recharge voucher applied and the customer may likely leave the network. In cases where the call has been done within 15 days and the simultaneous recharge has been done only once, what has been the recharge amount. If amount is greater than 50, the loop starts from beginning and we establish that the consumer is engaged and spending will not be huge. Earlier, the telecom operator for whom the design has been done was spending more. The decision tree helped them to save 62% of their costs with only 3.2% of cases on an overall basis.
- #24 This also deals with customer prepaid churn for a telecom operator. Instead of decision tree, in this use case we applied Support Vector Machines to understand the customer costs and improvements to the earlier model used by the organization, if any. (This is independent of the last use case in previous slide). The basic SVM networks represent various points in space which can be divided into categories by a visible demarcation. The first visual arranges the points in 4 quadrants where the axis and nearby elements’ area remain unoccupied. The adjacent shows up a soft margin SVM model depicting customers and the cost incurred. On final analysis, we received that the cost per customer comes out to be 34 with an improvement of 66.6% with negligible scores of missed and wasted opportunities.
- #38 We were working with the wealth management team of a European bank. They said, “We have a problem. When telling our customers what transactions to make, we base our advice on two very simple principles. First, if you have two securities that behave similarly, you should consolidate. For example, there is no benefit in holding shares of two oil companies. When the price of one rises, the other invariably rises too. So it’s practically like holding the same company’s stock.” “On the other hand, having consolidated, make sure you have a good hedge. For example, if you hold oil companies, buy a bit of gold. When oil companies drop, gold typically rises. Gold is a reasonably good hedge against oil companies.” He said, “This is the basis of the bulk of the advice we give clients. But in order to arrive at this advice, our analysts have to go through 150 reports, which is humanly impossible. We know they don’t actually do that. We sometimes pass these reports on to our clients. They clearly never read these. As a result, our transaction volumes are not as high as we would like to be, mainly because people do not understand why they need to make a trade.”
- #39 So, what we did was put a variant of this visual together. On the right, you have a series of currencies like the Australian dollar, the Euro, the British pound, etc; some commodities like silver and gold; and some stock indices like Sensex, FTSE, and S&P. The cells here have a number inside that indicates the pairwise correlation between a pair of securities. For example, the number 68 on the top left indicates a 68% correlation between the Australian dollar and the Euro. To the left of the Euro and just below the dollar (diagonally opposite to the 68), there’s a scatter plot that shows the daily prices of both these currencies. Each dot is one day’s data. The x-axis shows the Australian dollar value. The y-axis shows the Euro value. This helps identify what the pattern of movements of any two currencies is. From this, you can easily see visually that the Australian dollar and the Euro both tend to move together. Or, where there are strong correlations like the FTSE & S&P, the pattern is almost a straight line. In some cases there are negative correlations. For instance, if you take the Sensex against the Japanese Yen, the correlation is -79%. The cells are coloured based on their correlation values. Greens indicate strong positive correlation. Reds indicate strong negative correlation. These are also grouped hierarchically. On the left, we have a series of lines indicating clusters. The most similar securities are grouped together. So FTSE and S&P with a 98% correlation are very close. The ones that are less correlated are kept further away based on a tree-structure. This leads to clustering of securities. For example, there is a green block in the center which has SGD, JPY, XAU, CHF and CNY. All of these are fairly well correlated. When any one currency in this block goes up, all the others go up as well. When any one goes down, all others go down as well. Similarly, you have another block to its top left: S&P, FTSE, Sensex and to a certain extent, the Pakistani Rupee. These move together as a block as well. But when this block goes up, all the currencies in the other block go down, as indicated by the red negative correlations between these two blocks. This can be used very easily for decision making. For example, one client who was trading with Singapore and Japan looked at the strong correlation and decided to consolidate their holdings in Japanese Yen. They then moved up and down this column to find a good hedge. FTSE looked like a good hedge – it was the most negatively correlated with JPY at that time -- and they decided to place a third of their portfolio in FTSE. A sheet like this improves people’s understanding of relatively complex data, and results in significantly increased trade volumes.
- #40 We were working with a restaurant who had 7 months’ worth of sales data, and asked what we could do with this data. It was a fairly open-ended problem. Among other things, we looked at the various product categories they sold, such as starters, breads, desserts, etc. and the pairwise correlations between each of these. The number in each cell shows the pairwise correlation between any two products. The 17 on the top left, for example, indicates a 17% correlation between side dishes and meals. The scatter plots diagonally opposite show the correlations between these visually as well. These are colour coded based on the correlation. The redder it is, the more negative the correlation. The greener it is, the more positive the correlation. There are a few patterns that emerge. For example: desserts are positively correlated with every product. The row and column are green right through, indicating that it doesn’t matter what people eat – they usually have desserts at the end. Starters are an interesting category. They were introduced 4 years ago as a loss-leader, with the aim of increasing the restaurant’s menu variety and to bring in footfall. As a result, they were priced at cost. You can see from this that starters sell well with breads (rotis, naans, etc). They sell well with desserts, but then, everything sells well with desserts. But they reduce the sales of every other product! What’s been happening is that since starters were so attractive, people were coming in, ordering starters and desserts, and leaving. As a result, this initiative had been a net loss for the profit margin, though it had not been spotted for nearly four years.
- #41 When you look at the correlations at an individual item level, it turns out that there’s one product that is negatively correlated with almost every other product: the 1 litre mineral water bottle. This is a curious phenomenon, and our client explained this once they realised what was happening. Theirs is a low-end chain of restaurants and it’s mostly individuals (not families) that visit this restaurant. Their customers are rather price-conscious. When they buy 1 litre of water, they want to make sure that they do not waste it. And when an entire litre is consumed, there’s not much space in the stomach for other things. An obvious solution was to replace the 1 litre packaging with a smaller 200ml bottle. This ends up turning the entire row and column of reds into neutral yellows, resulting in an overall increase in sale of all products.
- #42 For the same chain, we also looked at the daily sales across restaurants. Here are a series of calendar maps showing the daily sales for four different points of sale terminals at one restaurant. Each calendar map shows a calendar for 7 months. Each day is coloured based on the value of sales on that day. Red indicates low sales, green indicates high sales. For the two terminals at the front (i.e. the ones you see on top), sales was relatively low during the first two months, but picked up steadily thereafter. It’s easy to spot the exceptions among this. For example, the 30th and 31st of January were good days for both terminals. Interestingly, when you look at the terminal at the bottom left, there is a red bar indicating consistent dip in sales every Wednesday. Almost as if to compensate, the terminal at the bottom right has an increase in sales every Wednesday – but not as significant as the dip. We did not have an explanation for this, though our client did a few weeks later. It turned out that the person manning the bottom left counter takes half-day off every Wednesday, and was not being replaced by the manager. The queue naturally shifts over to the other terminal, increasing the sales. But this restaurant is in an area where there are many other food outlets. Once the queue reaches a certain size, people drop off, resulting in a net loss in sales every Wednesday – a loss that had gone unobserved for at least 7 months.