Document 210944

How to manage customer
relationship performance with
[email protected] Enterprise BI Server
Name: Patrick Tan
Title : SAS9 Product Manager
21 September 2005
Copyright © 2004, SAS Institute Inc. All rights reserved.
SUM
Agenda
3:10pm – 3:25pm
I.
Business Requirements Change due to Market Constraints
A.
Evolution & the Business Needs
B.
Pains / Critical Issues, Challenges
C.
Marketing & CRD mission, Business Impact
II.
Visioning of Capabilities for business units across Enterprise
A.
Easy Access to your desktop
B.
Investigative Reporting (Analysis and Drill-down) Î
C.
Analytics, Centralized Business Rules Î Information Map Studio
D.
Ad-hoc Query and Reporting Î Enterprise Guide
3:25pm – 3:45pm
III.
Bringing it all together “Scenario: A Finance Company with
lower performing loans”
3:45pm – 3:50pm
IV.
Moving forward from current to new BI Architecture
I.
V.
Considerations
Final Thoughts
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
2
How to manage Customer Performance with
Enterprise BI Framework
BUSINESS REQUIREMENTS CHANGE DUE TO
MARKET CONSTRAINTS
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
3
Evolution and Business Needs
ƒ A market reaching saturation point ...
ƒ After 10 years’ growth mainly based on
acquisitions
ƒ Also, IT departments reached saturation
by investing ERP / Legacy systems
(law of diminishing returns).
ƒ … implying other means to increase revenues ...
• Developing basic usages and new services
• Developing customer loyalty
• Providing the best customer service
• Apply new technologies like business analytics.
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
4
Evolution and Business Needs
Older times: many issues…
ƒ Each of the many Call Centers of the Customer Relationship Division
(CRD) had a way and a definition of its own to measure their performance
activity.
• A team in each Call Center dedicated to activity measurement => A lot of people!!
spending a lot of time on dashboard production with non integrated BI tools.
+ Given the multiplicity and complexity of data sources, knowledge of the data is
not controlled by all of the indicator producers
• The span of available indicators was poor. Some activities remained unmonitored
• Business rules to calculate indicators were different from one Call Center to
another
=>The CRD Head Office had big difficulty to consolidate global activity
performance (hard to gather, hard to understand…)
• Key performance indicators were produced by the actors to whom the objective
levels were assigned.
SUM
=> Management by objectives very difficult or totally biased
Copyright © 2004, SAS Institute Inc. All rights reserved.
5
Closer times: A little better…but still progress to be done
ƒ A change in head-office organisation.
− A department dedicated to Data production (Data Factory) for the 40 Call
Centers + Head Office with three main teams (Datamining, Reporting, BI Tools
project managers)
ƒ A new way of producing dashboards with a first approach to analytical
reports with available tools
Upstream
sources
1- Collection
2/3- Preparation, storage and
distribution
4 - Restitution
5- Dissemination
ƒ
The non integrated tools used
do not make it possible to
ensure reporting with sufficient
frequency and do not
guarantee data security & data
quality (dissemination and
back-up).
ƒ
The limits of the current
application (Microsoft tools)
used in this process, have
been reached (volume,
security, processing….)
SIRT
PAID
IBU
IRIS
Common
Reference
Systems
BO or SQL
Query
Business line domains
23820
23820
349243I
349243I
345
345
•Data Cleansing
•Calculation and management rules
•Maintenance of databases
•Maintenance of parameter files
Historical record and Storage under
Access or SQL Server
Extract files
Copyright © 2004, SAS Institute Inc. All rights reserved.
E-mail
/SMS
•Excel cross tables
enabling axis analysis
•Power Point Presentation
Shared
resources
Home
made
Intranet
download
Portal
SUM
6
Pains, Critical Issues and Challenges
Collection &
Preparation Layer
Data Sources
Core
Banking
Customer Performance
EXCEL
PRINTED STD
REPORTS
OLAP
Marketing Campaigns Segment
SAVINGS
App Specific
Engine
ETL
DATABASE
DEPOSITS
Analytic
Engine
ABT’s*
Channel
Response
CALL CENTER
RESPONSE
- Promote unit trust t FD customer
- Promote new loans/FD to good customers
-Promote Credit Cards to customers.
Profitability (Biz Users)
- Profitability of Product
- Customer Profitability
Standard
Reports
Text
Data
EXCEL
PRINTED STD
REPORTS
OLAP
Credit Mgt (Biz Users)
- Application Scores
- Credit Reporting
Security N Control
Data Lineage
(Audit Transparency)
Internet
Banking
IT
„Excel exceed 65K rows.
„Lots of merging, Cut N Paste
„Manual Refresh… Repeatability
„Overwhelmed by technical terms.
BRANCHES
Credit
Market
Risk Processing
Operational
Risk
Copyright © 2004, SAS Institute Inc. All rights reserved.
Executives
Management
MKTG Analysts
Power Users
PROFITABILITY
(Product)
Executives
Management
Risk Analysts
Power Users
CHANNELS
REPORTING
Call Centers,
e-Banking, ATM
MGT
MANAGEMENT
reporting
CURRENT
ACCOUNTS
MARKETING
MANAGEMENT
REPORTS
Standard
- Campaign & Product Analysis Reports
-Revenue by Channel
Text
-Revenue by Demographics
Data
LOANS
CREDIT
CARDS
Restitution (Making Sense/BI) &
Dissemination (Delivery)
Business
Users:
CREDIT
CREDIT
MGT
New report required. Steps:
- Fill-in IT Request form for new data.
-IT prepares data (1 to 2 weeks)
Business Users validate data
- Found out data not prepared by their Biz Rules.
- Wanted Drill-Down. Need to submit new request.
SUM
7
Explosion of Consumers and Data and Tools
Profitability
(New Accounting
Standards)
New Regulations
(IT Security)
Web based
reporting
Solutions
CRM,Solutions
HR, SCM
CRM,Solutions
HR, SCM
CRM, HR, SCM
Stats
Campaigns
(Ad-hoc too frequent)
OLAP
OLAP
reporting
reporting
ETL
Data
Quality
Business
Business
Intelligence
Intelligence
Intelligent
Storage
Transactional
Storage
BASEL-2
(Risk Management)
Data
Mining
Business
Analytics
Operational
Operational
reporting
Operational
reporting
reporting
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
8
How to manage Customer Performance with
Enterprise BI Framework
VISIONING OF CAPABILITIES OF THE BI FRAMEWORK
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
9
Vision of BI Capabilities
Data Sources
Core
Banking
Single source of the truth for
Campaign Management, Statistical
Analysis
LOANS
SAVINGS
CREDIT
CARDS
ETL
DATABASE
ABT’s*
Analytic
Engine
CALL CENTER
RESPONSE
Internet
Banking
BRANCHES
Standard
Reports
EXCEL
PRINTED STD
REPORTS
Text
Data
OLAP
Marketing Campaigns Segment
- Promote unit trust t FD customer
- Promote new loans/FD to good customers
-Promote Credit Cards to customers.
Standard
Profitability (Biz Users)
Reports
- Profitability of Product
- Customer Profitability
Text
Data
EXCEL
PRINTED STD
REPORTS
OLAP
Credit
Market
Processing
Risk
Operational
Risk
CHANNELS
REPORTING
Call Centers,
e-Banking, ATM
MGT
MANAGEMEN
T reporting
Channel
Response
Marketing Performance
- Campaign & Product Analysis
-Revenue by Channel
-Revenue by Demographics
App Specific
Engine
DEPOSITS
CURRENT
ACCOUNTS
Restitution (Making Sense/BI) &
Dissemination (Delivery)
MARKETING
Executives
Management
MKTG Analysts
Power Users
PROFITABILIT
(Product)
Executives
Management
Risk Analysts
Power Users
MANAGEM
ENT
REPORTS
Collection &
Preparation Layer
Business Users:
CREDIT
CREDIT
MGT
1. Easy Access via
Desktop
5. Consistent
VIEW of INFO
IT
2. High Level
Investigation
3. Surfacing
Analytics to
Desktop
4. AD-HOC
Analysis
Copyright © 2004, SAS Institute Inc. All rights reserved.
Metadata (Technical to Business)
SUM
10
Key Capabilities required
Vision of Capabilities for Business Units
1. Easy Access
via Desktop
WEB ACCESS,
PERSONALIZED
COLLABORATE,
SEARCH FUNCTION
SECURE
EXCEL / WORD
ADD-IN-MICROSOFT
(AMO)
2. High Level
Investigation
Reporting
QUERYING,
WIZARD DRIVEN,
CONSISTENCY
APPLIED,
COMPUTE
FIELDS, DRILL
DOWN
WEB PORTAL
MGT REPORTS
(SHARING)
3. Surfacing
Analytics
to the Desktop
SURFACING
ANALYTICS VIA
STORED
PROCESSES
SAS OLAP
SERVER
4. Standardized &
Consistent Views
of Information
STANDARDIZED
FILTERS,
BUSINESS TERMS,
CENTRALIZED
BUSINESS LOGIC
INFORMATION
MAP STUDIO (IMS)
Integrated Metadata
Copyright © 2004, SAS Institute Inc. All rights reserved.
5. Closing Loop
with
Ad-Hoc
Exploration
POWER USERS EG:
BIZ ANALYSTS,
REPORT CREATORS DATA
MANIPULATION, ADHOC ANALYSIS
ENTERPRISE
GUIDE, AMO
SUM
11
Initial Login presents Homepage which present KPI &
Performance Reports
Single user log-In to the Information Delivery Portal
Single Point,
Personalized (Targeted)
Personal Homepage that may present
the information or reports
that is relevant only to the business
user ex Head Product Sales
.. may provide a snapshot of KPI”s
and presented in various formats
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
12
Personal Homepage that may present
the information or reports
that is relevant only to the business
user ex Head Product Sales
SUM
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13
Multi-section report
Section 1 - OLAP report
Section 2 - Summary report from relational data
Section 3 - Stored Process with forecasting
OR Stored Process with Userspecific information
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
14
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
15
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
16
How to manage Customer Performance with
Enterprise BI Framework
BRINGING IT ALL TOGETHER:
SCENARIO: MONITORING PERFORMANCE OF FINANCE
COMPANY
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
17
Scenario from Customer’s Perspective
Vision of Capabilities for Business Units
2. High Level
Investigation
Reporting
1. Easy Access
via Desktop
WEB ACCESS,
PERSONALIZED
COLLABORATE,
SEARCH FUNCTION
SECURITY
3. Surfacing
Analytics
to the Desktop
QUERYING, WIZARD
DRIVEN, CONSISTENCY,
COMPUTE FIELDS,
DRILL-DOWN
Our Scenario
3 different personas
-CEO
-Product Manager
-Marketing Analyst
4. Standardized &
Consistent Views
of Information
USING EXCEL OR WORD OR
WEB, SURFACE ANALYTICS.
STANDARDIZED FILTERS,
BUSINESS TERMS,
CENTRALIZED BIZ RULES
5. Closing Loop
with
Ad-Hoc
Exploration
POWER USERS
(BIZ ANALYSTS,
AD-HOC ANALYSIS)
Their Task:
CEO views KPI at desktop. Alerts Product Manager on performance.
Product Manager logs in & pulls up common shared reports.
He proceeds to do investigative drilling down to reports.
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
18
How to manage Customer Performance with
Enterprise BI Framework
MOVING FROM CURRENT ARCHITECTURE TO
ENTERPRISE BI SERVER
SUM
Copyright © 2004, SAS Institute Inc. All rights reserved.
19
CONCLUSION “Solution Vision Capabilities”
Vision of Capabilities for Business Units
1. Easy Access
via Desktop
2. High Level
Investigation
Reporting
3. Surfacing
Analytics
to the Desktop
4. Standardized &
Consistent Views
of Information
5. Closing Loop
with
Ad-Hoc
Exploration
ƒ What we’ve presented to you will enable your
Organization to:
• Reduce current processes by eliminating repeated steps
• Track down differences in reports ex, change in segment cuts, channels or
top-up source rule
• Provide business users across the enterprise the ability to access the data
and do analysis through a graphical interface
• Refresh your analytical data contained in your existing word/excel document
by simply clicking into the graph/report and data will be automatically
updated.
Thereby, have more time/resource for analysis to provide inputs
on the development and support of marketing and business strategies!
Copyright © 2004, SAS Institute Inc. All rights reserved.
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Copyright © 2005,
2004, SAS Institute Inc. All rights reserved.
21