Mobile Device Makers Expand to Mobile InternetIBMElectronics
Mobile device makers are looking to develop new avenues to expand their core device offerings. The growing market for mobile Internet services may revitalize MDM growth and send them profitably.
Partnering Trends Between Telecom and IT Channels — 2013Channel Partners
Traditional IT solution providers and telecom services agents continue to forge successful business partnerships that reflect a number of realities today: ongoing convergence between the two industries, the impact of emerging technologies and trends such as cloud computing, and the need to fill gaps in skill sets with complementary relationships. Channel Partners and CompTIA teamed up for the third time to conduct an in-depth survey exploring the nature and health of these partnerships.
This Report includes the results of that survey and covers:
•The Nature and Value of Agent-VAR Partnerships
•The Drivers, Expectations and Priorities for Agent-VAR Partnerships
•The Factors Driving Success of Agent-VAR Partnerships
www.channelpartnersonline.com
Verizon Communications Inc, Industry External AnalysisMaximilian Mirra
My team and I conducted an industry analysis for our client, Verizon Communications Inc. Within the report we have used tools such as Porter's 5 forces, Strategic Group Maps, and used Key Performance Indicators (KPI) to asses the overall attractiveness of the industries Wireless Telecommunications and Internet Service Providers (ISP).
A new wave of MVNOs with innovative business models is launching in the US. In this Viewpoint, Cartesian discusses the merits, drawbacks, and likely future of these MVNOs.
Mobile Device Makers Expand to Mobile InternetIBMElectronics
Mobile device makers are looking to develop new avenues to expand their core device offerings. The growing market for mobile Internet services may revitalize MDM growth and send them profitably.
Partnering Trends Between Telecom and IT Channels — 2013Channel Partners
Traditional IT solution providers and telecom services agents continue to forge successful business partnerships that reflect a number of realities today: ongoing convergence between the two industries, the impact of emerging technologies and trends such as cloud computing, and the need to fill gaps in skill sets with complementary relationships. Channel Partners and CompTIA teamed up for the third time to conduct an in-depth survey exploring the nature and health of these partnerships.
This Report includes the results of that survey and covers:
•The Nature and Value of Agent-VAR Partnerships
•The Drivers, Expectations and Priorities for Agent-VAR Partnerships
•The Factors Driving Success of Agent-VAR Partnerships
www.channelpartnersonline.com
Verizon Communications Inc, Industry External AnalysisMaximilian Mirra
My team and I conducted an industry analysis for our client, Verizon Communications Inc. Within the report we have used tools such as Porter's 5 forces, Strategic Group Maps, and used Key Performance Indicators (KPI) to asses the overall attractiveness of the industries Wireless Telecommunications and Internet Service Providers (ISP).
A new wave of MVNOs with innovative business models is launching in the US. In this Viewpoint, Cartesian discusses the merits, drawbacks, and likely future of these MVNOs.
Reducing the cost per gigabyte - a 3d b consult white paperToomas Sarv
As mobile data usage is growing rapidly each year, and is expected to grow even more aggressively by 2020, the price per Gigabyte for the subscriber is reducing over time across all markets... At the same time, it is increasingly challenging for operators to find monetization schemes for their LTE networks that are in correlation with traffic growth and price drops in one formula. Their own cost of Gigabyte is not decreasing at the same pace as the price per Gigabyte for their subscribers.
Why Mobility Matters to U.S. P&C InsurersCognizant
Insurers that holistically embrace mobility to improve customer service and internal operations can gain competitive advantage, even in a difficult economy.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
This is Survey of Vodafone....... During my 1st Year B.com, in 1st Semester, My General Economic Mam Chitra Give one assignment about the company... i Took Vodafone company, and Submit the project.. This is the project of mine
Delivered this presentation at the Informa's Pricing Mobile Broadband conference 26 & 27th August 2012 in London. While some of the slides are similar to the ones in my Mind Share document you will find new slides and re-worked material giving another twist to Right Pricing Mobile Broadband. Enjoy and should you have any questions/comments just get in touch! Don't be a stranger!
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
Commerce Commission NZ - High speed broadband issues paper 3 content and will...Silvia Zanini
The Commerce Commission has released the last of three issues papers relating to the uptake of high speed broadband ahead of The Future with High Speed Broadband: Opportunities for New Zealand conference held on 20 and 21 February 2012 in Auckland.
This paper looks at the willingness of consumers and businesses to pay for high speed broadband, and potential content and applications.
I facilitated a discussion on "Right pricing LTE … ." @ Informa's Mind Share sessions at LTE World Summit, 22th May 2012, Barcelona, Spain. I should emphasize that this presentation really is a Technologist's view on mobile data pricing and not that of a Pricing Professional (whatever that might mean) responsible for pricing today's (maybe even tomorrows) mobile data products.
Improve Your Regression with CART and RandomForestsSalford Systems
Why You Should Watch: Learn the fundamentals of tree-based machine learning algorithms and how to easily fine tune and improve your Random Forest regression models.
Abstract: In this webinar we'll introduce you to two tree-based machine learning algorithms, CART® decision trees and RandomForests®. We will discuss the advantages of tree based techniques including their ability to automatically handle variable selection, variable interactions, nonlinear relationships, outliers, and missing values. We'll explore the CART algorithm, bootstrap sampling, and the Random Forest algorithm (all with animations) and compare their predictive performance using a real world dataset.
Reducing the cost per gigabyte - a 3d b consult white paperToomas Sarv
As mobile data usage is growing rapidly each year, and is expected to grow even more aggressively by 2020, the price per Gigabyte for the subscriber is reducing over time across all markets... At the same time, it is increasingly challenging for operators to find monetization schemes for their LTE networks that are in correlation with traffic growth and price drops in one formula. Their own cost of Gigabyte is not decreasing at the same pace as the price per Gigabyte for their subscribers.
Why Mobility Matters to U.S. P&C InsurersCognizant
Insurers that holistically embrace mobility to improve customer service and internal operations can gain competitive advantage, even in a difficult economy.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
This is Survey of Vodafone....... During my 1st Year B.com, in 1st Semester, My General Economic Mam Chitra Give one assignment about the company... i Took Vodafone company, and Submit the project.. This is the project of mine
Delivered this presentation at the Informa's Pricing Mobile Broadband conference 26 & 27th August 2012 in London. While some of the slides are similar to the ones in my Mind Share document you will find new slides and re-worked material giving another twist to Right Pricing Mobile Broadband. Enjoy and should you have any questions/comments just get in touch! Don't be a stranger!
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
Commerce Commission NZ - High speed broadband issues paper 3 content and will...Silvia Zanini
The Commerce Commission has released the last of three issues papers relating to the uptake of high speed broadband ahead of The Future with High Speed Broadband: Opportunities for New Zealand conference held on 20 and 21 February 2012 in Auckland.
This paper looks at the willingness of consumers and businesses to pay for high speed broadband, and potential content and applications.
I facilitated a discussion on "Right pricing LTE … ." @ Informa's Mind Share sessions at LTE World Summit, 22th May 2012, Barcelona, Spain. I should emphasize that this presentation really is a Technologist's view on mobile data pricing and not that of a Pricing Professional (whatever that might mean) responsible for pricing today's (maybe even tomorrows) mobile data products.
Improve Your Regression with CART and RandomForestsSalford Systems
Why You Should Watch: Learn the fundamentals of tree-based machine learning algorithms and how to easily fine tune and improve your Random Forest regression models.
Abstract: In this webinar we'll introduce you to two tree-based machine learning algorithms, CART® decision trees and RandomForests®. We will discuss the advantages of tree based techniques including their ability to automatically handle variable selection, variable interactions, nonlinear relationships, outliers, and missing values. We'll explore the CART algorithm, bootstrap sampling, and the Random Forest algorithm (all with animations) and compare their predictive performance using a real world dataset.
Slides from the presentation of this NYC meetup : http://www.meetup.com/Data-Modeling/events/224554990/
I talked about how to model churn before even thinking about the machine learning model.
How to Use Algorithms to Scale Digital BusinessTeradata
Gartner defines digital business as the creation of new business designs by blurring the digital and physical worlds. Digital business creates new business opportunities, but the amount of data generated will eclipse the human ability to process it. Further, many complex decisions will need to be made in timeframes, and at scales, that are impossible by human actors. Gartner analyst Chet Geschickter will explain share advice on how to leverage algorithmic business principles to drive digital business success.
Presentation slides from Customer Relationship Management (CRM) workshop as part of Destination Digital business support programme from Connecting Cambridgeshire.
Want more information? Small businesses across Cambridgeshire and Peterborough can currently get free business support on using digital technology until March 2015.
More information here: http://destinationdigital.info/advice/
Digital Renewal: Addressing Transformational Challenges and the Monetization ...Capgemini
The Telecom, Media & Entertainment (TME) industry faces a series of challenges both in growing the top line by finding new sources of revenue growth and also increasing operational efficiency to enhance margins. These challenges, while not new, are increasing as a result of the continually evolving consumer demand, rapid technology developments, new business models, and increasing competition. The rise in data usage, fuelled by the proliferation of mobile devices such as smartphones and tablets, is exerting tremendous strain on the network of operators. In addition there is the challenge of operators to effectively monetize this rapidly growing data traffic. New business models and non-traditional competitors are also increasing competition in the industry. In order to effectively tackle these transformational challenges, telecom players have adopted a number of diverse measures aimed at renewing customer relationships, network infrastructure, operations, IT systems, and product management. We have assessed these responses here calling it Digital Renewal.
Software Quality Assurance in the Telecom Industry - Whitepaper - HeadSpin.pdfMatthew Allen
Telecom operators are a vital source of communication facilitators across the world. Telecoms must include cutting-edge technologies and platforms to ensure that end-users receive
seamless service and outstanding customer experience. However, telecommunications are
now struggling to deliver an exceptional customer experience via their mobile and web applications and self-service platforms
Digital transformation for 2020 and beyondSarhan, Ahmed
The 2017 global telecommunications study has been conducted by EY to monitor and evaluate the evolving views of leaders across the global telecommunications industry.
This latest survey forms part of EY’s ongoing series of global telecommunications studies.
GSMA Intelligence is the definitive source of global mobile
operator data, analysis and forecasts, and publisher of
authoritative industry reports and research. Our data covers
every operator group, network and MVNO in every country
worldwide – from Afghanistan to Zimbabwe. It is the most
accurate and complete set of industry metrics available,
comprising tens of millions of individual data points, updated
daily.
GSMA Intelligence is relied on by leading operators, vendors,
regulators, financial institutions and third-party industry players,
to support strategic decision-making and long-term investment
planning. The data is used as an industry reference point and is
frequently cited by the media and by the industry itself.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Presentations from the breakfast seminar organised by Munier-BBN, Ad Nova and the International Association of Business Communicators (IABC) France with:
Stephane Munier - Director, Munier-BBN
Yann Gourvennec - Head of Internet & Digital Media, Orange Business Services
Tom Scott - Communications Manager, GE Transportation
Xavier Guepet - Head of Multimedia, Veolia Environnement
IT Infrastructure on the Verge of Technological SingularityMiraworks.io
Miraworks, the world's first multi-vender platform for IT infrastructure design, presents its vision of the industry up until 2030. The White Paper, entitled "IT Infrastructure on the Verge of Technological Singularity", covers the development trends of the global IT infrastructure, including a transition to open multivendor solutions in IT infrastructure design, looming professional IT standards, and integrated tools for designing traditional and cloud IT infrastructures.
Disruptive Technologies – A 2021 UpdateCTRM Center
In 2021, Commodity Technology Advisory LLC (ComTech) published its first Disruptive Technologies research report (that version kindly sponsored by FIS). Technologies covered in the study scope included cloud/SaaS, Artificial Intelligence (AI), Machine Learning (ML), big data, automation and blockchain, amongst others. The findings were supported by an industry survey that led to the broad conclusions that cloud/SaaS and data management initiatives were in flight. AI, ML and automation seemed to be prepping for an explosion of use while blockchain was overhyped and lagging. Over the last couple of years, our general market observations as analysts have largely confirmed the results of the research.
This white paper, sponsored by SAP, sheds light on today’s M2M market and predicts its potential evolution, based on an analysis of current ecosystem development. It draws on a global survey of more than 250 M2M
stakeholders across 50 countries.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Tournament Overview
1. Churn Modeling
Tournament
TERADATA CENTER FOR
CUSTOMER RELATIONSHIP MANAGEMENT
AT DUKE UNIVERSITY
Scott Neslin, Director
Sanyin Siang, Managing Director
Sunil Gupta, Advisory Board
Wagner Kamakura, Advisory Board
Junxiang Lu, Advisory Board
Charlotte Mason, Advisory Board
2. Overview
Predictive modeling – the statistical process of “scoring” customers from a major wireless telecommunications
and targeting customers for a marketing campaign – is a company. The calibration sample includes observed churn
significant database marketing tool and an important and a set of potential predictor variables. The two
component of a firm’s customer relationship management validation samples include the same predictor variables, but
(CRM) effort. The promise of predictive modeling is the no churn variable. Participants will submit their predictions
ability to predict what actions customers will take, thereby of likelihood to churn. We will merge those predictions
allowing firms to target their marketing efforts more with the actual churn records to evaluate predictive accuracy.
effectively. One area of particular importance is customer The entries with the best prediction records will be the
“churn,” in this case, customer voluntary churn, when “winners.” Cash prizes will be awarded.
current customers decide to take their business elsewhere or
voluntarily terminate their service. Annual churn rates have After the tournament is completed, we will conduct a “meta-
been reported to be in the 20% - 40% range for analysis” of the results. We will determine which particular
telecommunication and other technology industries. This methodologies tend to work best and to what degree. We
puts a premium on developing models that accurately will make these results available to the general public and
predict which customers are most likely to churn, so attempt to publish them in an academic, as well as a
proactive steps (e.g. appropriate communication and practitioner, journal. While the authors of any resulting
treatment programs) can be taken to prevent customers from paper will be the judges/organizers of the tournament, all
churning. The purpose of the Churn Modeling Tournament entrants will be listed and acknowledged.
is to learn which methods work best for predicting churn,
thereby enhancing our overall understanding of predictive In summary, the tournament provides modelers with (1) the
modeling. opportunity to gain recognition and win cash prizes, (2) the
opportunity to participate in a collective effort that will
The Teradata Center for Customer Relationship enhance academic and practitioner knowledge of predictive
Management at Duke University (the Center) will provide modeling, and (3) the opportunity to learn first-hand about
data to those interested in participating in the tournament. the challenges of predictive modeling in a particularly
The data consist of calibration and validation samples of relevant context - churn.
Industry Background
The Wireless Industry: During the last five years, the • Investment in network infrastructure has increased
wireless sector has been one of the fastest-growing by 17% and the number of cell sites increased by
businesses in the economy. With a unique value proposition 22.3%, indicating a clear upward trend in US
– freedom and connectivity – the number of subscribers coverage and quality.
doubled every two years during the 90’s. Wireless stocks
grew as fast as those of many dot-coms, start-ups emerged
Subscribers Forecast US - Wireless Voices vs Wireless Data
everywhere, and IPO’s raised record amounts of money.
These events shaped the new telecommunications landscape 200
as we know it today. And there is promise for more Wireless - Voice
developments to come (Business Week 2002; Wireless News Wireless - Data
Factor 2002): 150
Subscribers (millions)
• By 2003, 25% of all telephone minutes will be
accounted for by wireless services. 100
• By 2006, the US penetration in the wireless-voice
market is expected to hit 189 million subscribers,
50
while that of the wireless-data market is expected to
jump to 38 million subscribers.
• Of all wireless customers, 70% are using digital
0
networks that allow carriers to efficiently offer more 2000 2002 2004 2006
appealing services.
Source: InfoTech (2002)
3. Industry Turmoil: Despite the vertiginous levels of growth Churn rates for major carriers - Q3 2001
and promise, serious charges to industry profitability have
recently emerged: (a) Consolidation: From the nearly 60 Nextel
2.10%
28%
cellular companies, virtually all of them are now bankrupt,
bought out, or struggling with heavy debts. Only six big VoiceStream
5%
46%
players now account for 80% of the wireless pie. (b) Growth:
Subscriber growth rates went from 50% yearly to 15% - Sprint PCS
3%
31%
20% in 2002 and analysts predict a meager 10% growth rate
in 2003 (Business Week Online, 2002). (c) Competition: AT&T wireless
3.10%
37%
As an obvious result (and to the consumer’s delight), firms
engaged in a devastating price war that not only eroded Cingular
3.20%
34%
revenue growth but also endangered their ability to meet
their titanic debts. (d) Customer Strategy: The industry Verizon Wireless
2.20% Month
31%
paradigm has arguably changed from one of “make big Year
networks, get customers” to “make new services, please 0% 10% 20% 30% 40% 50%
customers.” In short, the industry has moved from an
acquisition orientation to a retention orientation. Source: Telephony Online, 2002
The Elusive Customer: Until now, firms have been able to The reasons for the high level of churn are: (a) variety of
acquire customers without much effort. Demand for companies, (b) the similarity of their offerings, and (c) the
wireless services has been such that if a customer decided to cheap prices of handsets. In fact, the biggest current barrier
drop his service and switch to another carrier, another new to churn – the lack of phone number portability – is likely to
customer was right behind him. The priority was to change in the short term. Companies are now beginning to
maintain the customer acquisition rate high, often at the realize just how important customer retention is. In fact,
expense of customer retention. But this situation has one study finds that “the top six US wireless carriers would
changed. As the well of wireless subscribers has begun to have saved $207 million if they had retained an additional
run dry, churn – the customer’s decision to end the 5% of customers open to incentives but who switched plans
relationship and switch to another company – has become a in the past year” (Reuters 2002). Over the next five years,
major concern. Last year the industry average churn rate the industry’s biggest marketing challenge will be to control
was 20% - 25% annually, which translates to approximately churn rates by identifying those customers who are most
2% churn per month. This means that companies lose 2% likely to leave and taking appropriate steps to retain them.
of their customers every month. Third quarter, 2001, The first step therefore is predicting churn likelihood at the
statistics show annual churn rates in an even higher range, customer level.
28% - 46% annual churn.
Data Description
The data provided have generously been provided to the Center by a major wireless carrier. The data are organized into three
data files: Calibration, Current Score Data, and Future Score Data.
Calibration Current Score Data Future Score Data
Sample Size 100,000 51,306 100,462
# of Predictor Variables 171 171 171
Churn Indicator Yes No No
Customer ID 1,000,001 – 1,100,000 2,000,001 – 2,051,306 3,000,001 – 3,100,462
The Calibration Data contain the “dependent variable” – The “Data Documentation” spreadsheet provides detailed
churn – as well as several potential predictors. The Current descriptions of all the variables. The predictors include
and Future Score Data contain the predictors but not churn. three types of variables: behavioral data such as minutes of
Participants in the tournament will therefore estimate use, revenue, handset equipment; company interaction data
models on the calibration data and use these models to such as customer calls into the customer service center, and
predict for the Current and Future Score Data. customer household demographics.
4. Customers were selected as follows: mature customers, The actual percentage of customers who churn in a given
customers who were with the company for at least six month is approximately 1.8%. However, churners were
months, were sampled during July, September, November, over sampled when creating the Calibration sample to create
and December of 2001. For each customer, predictor a roughly 50-50 split between churners and non-churners
variables were calculated based on the previous four months. (the exact number is 49,562 churners and 50,438 non-
Churn was then calculated based on whether the customer churners). Over sampling was not undertaken in creating
left the company during the period 31-60 days after the the Current Score and Future Score validation samples.
customer was originally sampled. The one-month treatment This is to provide a more realistic predictive test. The
lag between sampling and observed churn was for the Current Score data contain a different set of customers from
practical concern that in any application, a few weeks would the Calibration data, but selected at the same point in time.
be needed to score the customer and implement any The Future Score data contain a different set of customers
proactive actions. selected at a future point in time. One interesting aspect of
the tournament will be to investigate the accuracy for same-
period versus future predictive accuracy.
Prediction Criteria
We will calculate two measures of predictive accuracy for
each submitted data file – Top Decile Lift and Gini
Coefficient. Top Decile Lift measures whether the 10% of Cumulative Churn Lift Curves
customers predicted most likely to churn actually churn.
The Gini Coefficient measures predictive accuracy across 100%
the entire set of customers, not just the top 10%.
80%
Top Decile Lift: We will sort the customers in the
submitted file from predicted most likely to predicted least
% of Churners
60%
likely to churn. We then will take the top 10% and calculate
the exact percentage that did in fact churn. To create an 40%
index, we will divide by the average churn rate across all
customers. So for the Current Score Data, we will find the 20%
churn rate among the 10% x 51,306 = 5131 customers
predicted most likely to churn1. Assume for example this
0%
turns out to be 3.9%, and that the churn rate among all 0 10 20 30 40 50 60 70 80 90 100
customers in the Current Score Data turns out to be 1.80%. % of Customers
Therefore, the Top Decile Lift would be 3.9/1.80 = 2.17, or
“2.17 to 1” lift. Cum Pred A CumRandom Pred Cum Pred B
Gini Coefficient: The Gini Coefficient is used in
economics to measure phenomena such as income
inequality (Wolff 2002; Sydsaeter and Hammond 1995). In Generally, the higher the lift curve, the better. That is, a
database marketing, the Gini Coefficient works off the method predicts more accurately to the extent that the area
“Cumulative Lift Curves,” shown in the figure to the right. between its cumulative lift curve and the lift curve for
random prediction is large. In the figure, Method A is
A Cumulative Lift Curve plots the top x% predicted obviously better than Method B.
customers versus the percentage of churners accounted for
by these customers. For example, in the figure, the 10% of The Gini Coefficient is the area between a method’s
customers predicted most likely to churn by Method B cumulative lift curve and the random lift curve. Technically,
account for 31.3% of all churners. The top 20% predicted it should be calculated as an integral (Sydsaeter and
customers account for 62.5% of all churners. That is better Hammond 1995) but we will approximate it by a numerical
than random prediction (shown by the Cum Random line), measure (Alker 1965; Statistics.Com, 2002) since we have a
where the top 10% would account for 10% of churners, and finite number of customers and no closed form formula for
the top 20% would account for 20% of churners. the cumulative lift curve for a given method.
1
Note the rounding. 10% of 51,306 is 5,130.6, which we round to 5131.
5. The formula we use is: approximates the “width” on the x-axis. The Gini
Coefficient sums these lengths-times-widths across
customers, providing an approximation to the area between
2 n
Gini = ∑ ( vi − vi )
ˆ the method’s lift curve and the random lift curve. The
n i = 1 calculation is multiplied by “2” to ensure that the maximum
possible Gini Coefficient is 12 . The Gini Coefficient for
where: Method A in Figure 3 is .84; the Gini for Method B is .69.
Random prediction will achieve a Gini of 0 (as seen in the
n = number of customers ˆ
formula above since for random prediction, vi = vi ) and
higher Gini will correspond to more separation between the
vi = % of churners who have predicted probability method’s lift curve and random, which means better
of churn equal to or higher than customer i. prediction.
ˆ
vi = % of customers who have predicted Note that a method with a high first decile lift obviously has
a head start toward achieving a high Gini Coefficient. But
probability of churn equal to or higher than one method may do quite well on first decile lift but not
customer i. well thereafter, and another method that doesn’t do quite as
well in first decile lift may do better overall.
vi is the height of the method’s cumulative lift curve at the
ˆ
ith most likely predicted-to-churn customer, and vi is the 2
Note while this is the theoretical maximum, a Gini Coefficient exactly
height of the random cumulative lift curve. The difference equal to 1 is possible with a finite data set only if there is only one churner
provides the “length” for calculating the area between the and that churner is ranked first.
random and method prediction curves. The term 1/n
Procedures
Eligibility: Any interested party is welcome to participate. 4. The participant gives the Center permission to use
We anticipate receiving entries from four main groups: the materials submitted to the tournament in
academic faculty, students, model builders working in resulting publications.
industry, and software providers. Persons affiliated with the
Center are not eligible to win. Submitting Predictions: The participant needs to create
three files, one each for the Calibration, Current Score, and
Request for Data: Data are available for downloading from Future Score data. Each file will have two columns:
our website at http://faculty.fuqua.duke.edu/teradatacenter/
after the participant has registered. The data are in SAS 1. Customer ID: As stipulated in the original file.
dataset (v. 8.0) or CSV format. The data can also be placed
on a CD and sent to the participant. 2. Prediction: This can either be a rank order or a numeric
score. If a rank order, we will assume that a lower rank
Requirements for Participation: The following are order means more likely to churn (i.e., the customer
required for participating in the tournament: ranked “1” is more likely to churn than the one ranked
“2”, etc.). If a numeric score, we will assume that a
1. The participant will submit predictions for both higher score means more likely to churn. In calculating
the Current Score Data and the Future Score Data, top decile lift, if there are ties in the scores, i.e. two
as well as for the Calibration Data. customers have the same score; the customer appearing
first will be counted ahead of the subsequent customer.
2. When submitting the predictions, the participant
will complete a brief questionnaire that asks
questions regarding the methodology. In summary, the submitted Calibration prediction file will
have 100,000 rows and 2 columns, the Current Score
3. The participant agrees to be interviewed if follow- prediction file will have 51,306 rows and 2 columns, and the
up clarifications on their method are needed3. Future Score data will have 100,462 rows and 2 columns.
Winners will be determined based on the predictive
3 accuracy for the Current and Future Score Data, but we will
We understand that some entrants may be reluctant to discuss certain
details of their methodology due to confidentiality. We will make every use the Calibration predictions to measure out-of-sample
effort to ask reasonable questions in any follow-up. prediction degradation.
6. Submissions can be uploaded onto the website under the the predictive accuracy statistics as described above.
subsection “Submit Results” in the modeling tournament Following are the members of the governing board:
section under the Current News & Events heading. The Prof. Scott Neslin (Director), Dartmouth College
Center will also accept submissions on CDs sent to the Sanyin Siang, Teradata Center for Customer
Center address and addressed to “Churn Modeling Relationship Management at Duke
Tournament”. Please remember to include your username Prof. Sunil Gupta, Columbia University
on all materials. Prof. Wagner Kamakura, Duke University
Dr. Junxiang Lu, Industry Consultant
Performance Feedback: Each entrant will receive his or Prof. Charlotte Mason, University of North Carolina
her prediction evaluation scores for feedback purposes and
so the entrant can compare with the statistics we will Frequently Asked Questions (FAQs): This description, the
calculate across all entrants. This feedback will be made data, and the variable descriptions are intended to provide
available after the tournament officially closes on January 1, all information necessary for participating in the
2003 and will be in the format of a scale from 1 – 10. tournament. However, questions are allowed regarding the
procedures, databases, and objectives. All questions and
Time Frame: The time frame for the tournament is August responses will be posted as FAQs on the Teradata Center
1, 2002 through January 1, 2003. We will accept requests website and any entrant can examine them.
for data up to December 15, 2002, and will accept
predictions that are received by 5:00 PM EDT, January 1, Prizes: For each of the four predictions (Current Score Data
2003. lift and Gini; Future Score Data lift and Gini), we will
award $2000 to the entrant who receives the highest
Governance: A governing board will monitor the process prediction score. It is possible for one entrant to win in each
of the tournament to assure its integrity and to award prizes. of the four categories. In case of a tie, the prize will be sub-
Research assistants employed by the Teradata Center for divided. Prizes will be based on maximal scores. There
Customer Relationship Management at Duke will calculate will be no statistical testing for significant differences, etc.
Teradata Center for Customer Relationship Management at Duke University
The Teradata Center for Customer Relationship Management at Duke University advances the field of CRM through research
and learning. Although various organizations exist internationally for studying CRM, the Center leverages the intellectual
resources of a leading academic institution and business partnership to merge theory and practical business experience. The
Center’s overarching goal is to prioritize, facilitate and disseminate academic research and curriculum design aimed at
advancing the field of CRM. It currently funds global CRM research, produces case studies and papers, develops curricula
and provides data sets for use by other institutions and industry. The findings and offerings may influence the way
corporations, students and academics view marketing.
The Center gratefully acknowledges the contributions of Emilio del Rio and Michael Kurima, who provided invaluable
research assistance and data analysis in the development and organization of the tournament.
7. References
Alker, Hayward R., Jr. (1965) Mathematics and Politics, New York: The Macmillan Company.
Business Week (2002) “What Ails Wireless,” April 1, 2002.
Business Week Online (2002) “Who’ll Survive the Cellular Crisis?”, February 15, 2002,
http://www.businessweek.com/technology/content/feb2002/tc20020215_8884.htm.
InfoTech (2002) “Wireless Voice and Data Services Penetration,” June 18, 2002.
Reuters (2002) http://news.com.com/2100-1033-276151.html?legacy=cnet.
Statistics.Com (2002) http://www.statistics.com/content/glossary/g/gini.html.
Sydsaeter, Knut, and Peter J. Hammond (1995) Mathematics for Economic Analysis, Englewood Cliffs, NJ: Prentice Hall.
Telephony Online (2002) “Standing by Your Carrier”, March 19, 2002.
Wireless News Factor (2002) “Report: US Wireless Industry Flexes Muscles,” May 21, 2002.
Wolff, Edward N. (2002) “The Impact of IT Investment on Income and Wealth Inequality in the Postwar US Economy,”
Income Economics and Policy, 14, 233-251.