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Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Other brand and product names are registered trademarks or Trademarks of their respective companies SAS Analytics: The Power to Deliver Profitable Business Results Analytics Consulting SAS Institute – Darius Baer, Jim Hornell, & Ross Bettinger April 12, 2005
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Page 1: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2004, SAS Institute Inc. All rights reserved.SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Other brand and product names are registered trademarks or Trademarks of their respective companies

SAS Analytics: The Power to Deliver Profitable Business Results

Analytics Consulting SAS Institute – Darius Baer, Jim Hornell, & Ross Bettinger

April 12, 2005

Page 2: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 2

Objective

Discuss the value of analytics as part of the solution to business problems

Demonstrate two examples of using analytics to solve business problems

Beyond BI with SAS Analytics

Page 3: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 3

Agenda Overview

• Why Analytics?• Business Problems that can be addressed with analytics• Analytic approaches to solving business problems• Introduction to the two examples

Marketing Performance OptimizationTrade Promotion Optimization

Bank Call Center Text Mining

Conclusion

Page 4: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 4

Data Information Knowledge IntelligenceHindsight Insight Foresight

ETL OLAP Advanced Analytics Sums and Means Drilldown Statistical Predictions

Operational Decisions

Volumes of Data – How to Extract Maximum Utility

Exponential growth of corporate data and computing power in the past two decades• ETL with sums and means provides hindsight from corporate measurements

• OLAP with drilldown provides insight from the ETL data warehouse

• Only advanced analytics with statistical predictions provides foresight from the ETL data warehouse

Data Availability + Computing Power + Advanced Analytics → Competitive Advantage and Best Decisions

Page 5: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 5

Interpreting the Variability of a Population Means are useful. Understanding the distribution around the

mean and what contributes to that distribution is essential to compare populations and make predictions

Statistical techniques “predict” the future by apportioning variance in the population to explanatory variables

As sales change over time in a well defined pattern, future sales can be predicted

If the likelihood of buying a product is associated with demographic characteristics, then we can predict how likely a particular individual is to buy that product

With a goal of maximum profits and knowing constraints within which a company operates, we can solve a series of linear (or non-linear) equations to obtain an optimal solution

Page 6: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 6

The Problem Defines the Solution Business executives and analysts have always made

operational decisions

• Intuition and experience can be used

• Sums and means can provide an historical direction

• OLAP and drilldown can provide a better or more detailed perspective

• Only advanced analytics can provide a sophisticated point of view on the future of the business

The problem provides processes and parameters that must be addressed by the solution

• How would you make the business decision if you did not have advanced analytics?

• How can you structure your analysis to follow that process and use those parameters?

Page 7: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 7

Railroad must have efficient schedules to move freight• Before computers, colored strings on a bulletin board were used – time on the

X-axis and distance on the Y-axis

• Constraints included no crossing of trains except at sidings and stations

With computers, the business analyst could manipulate the trains and visualize on the screen• However, there was no guarantee of a “best” decision that produced optimal

usage of the tracks to move the most freight in the minimum amount of time

With analytics, one takes the problem and goal as stated above • One has constraints of the trains such as:

Minimum and Maximum departure and arrival timesMinimum and Maximum SpeedsDeparture and Arrival StationsAvailable routes

• The goal is solved for using an OR algorithmic approach with PROC NETFLOW and visually represented on a screen

• Interaction is provided to the user to modify the analytic result as desired

Problem Defines Solution – Example 1

Page 8: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 8

Problem Defines Solution – Example 2 Herbicide producer wants to deliver time sensitive herbicide to

farmers immediately prior to the planting of the corn• Chemical company uses hindsight as to when the farmers planted the corn in

previous years• Business experts also have a “sense” for whether the planting will be earlier or

later than previous years

Since the problem is to know beforehand when the farmers will plant their corn → Go visit the farmers!• Farmer walks out of house in the morning and sticks wet finger in air to gauge

temperature, kicks dirt to gauge moisture, and looks over horizon to see if neighbors are planting their corn.

With analytics, one takes the problem and understands process • Using a linear regression approach in each of 98 agricultural districts with

the following inputs:− Daily temperatures combined as necessary in day groups− Precipitation amounts grouped as appropriate− Records of previous years plantings

• Each year and each district provide a regression equation• Using a model selection approach provided a limited set of predictive

equations for the current year resulting in forecasts being within 2-3 days for 95 out of the 98 districts

Page 9: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 9

Analytic approaches to solving business problems The best solutions often involve the combination of a

number of analytic techniques (as necessary) combined with business rules that also constrain the solution

SAS/OR – Finds optimal solution in system of constraints

Enterprise Miner – Predictive modeling, e.g., which customers are most profitable and/or most likely to respond to an offer

ETS and HPF – Forecasting, e.g., what are the future sales or demand based on history and other related factors

SAS/STAT – Regression, ANOVA, Factor Analysis – how can we explain the largest amount of variance using statistical techniques

Page 10: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 10

Business Cases Marketing Performance Optimization /

Trade Promotion Optimization• Understand and predict the ROI on promotions, advertising

and other mass marketing tactics

• What’s the optimum mix of marketing tactics?

Bank Call Center Text Mining • Explore use of text mining to add value to Bank modeling

efforts to predict attrition

• Analyze call center comments for additional lift in predicting attrition from primary accounts

Page 11: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2004, SAS Institute Inc. All rights reserved.SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Other brand and product names are registered trademarks or Trademarks of their respective companies

– MPO/TPO – Marketing Performance Optimization

Trade Promotion Optimization Jim Hornell

Analytical Consultant

April 12, 2005

Page 12: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 12

“Half of my advertising is wasted; I just don’t know which half.”

-- John Wanamaker, retail pioneer in the late 1800’s

Page 13: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 13

Questions, with historically few answers

Marketers have tried – for years – to understand and predict the ROI on promotions, advertising and other mass marketing tactics• How much does each marketing

tactic contribute?

• What is the effect of events and activities I cannot control?

• What is the “right” level of spend? Overall? By tactic?

• How do seasonality and geography affect results?

• What’s the optimum mix of marketing tactics?

Page 14: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 14

“The transformation of TPM [Trade Promotion Modeling], in conjunction with MMM [Market Mix Modeling], from a tactical to a more overarching and encompassing strategic function is well on the way.

At this very moment…the question of full functionality is less of an ‘if’ , but ‘when.’”

-- Michael Forhez and Charlie Chase, in ‘Consumer Goods Technology’, March 2005.

Page 15: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 15

The “When” is Now MPO/TPO is designed to:

• Calculate the business impact of multiple marketing channels.

− In isolation

− In combination

• Consider any and all potential variables - controllable and uncontrollable

• Allow for changes in variables and desired outcomes with minimal effort

• Predict future business outcomes based on specific marketing mix and promotional scenarios

• Provide the platform for marketing mix optimization

Page 16: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 16

Standard solutions vs. MPO/TPO

Analytic short-comings

Too fragile

Inflexible

Fixed in time

Not forward looking

Calculates impact of multiple variables – alone and in combination

Analytic framework exists – extremely robust

Change input and target variables as needed

Accounts for changing marketplace activity

Designed to be forward looking – predicts future outcomes

Standard Solutions MPO/TPO

Page 17: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 17

The MPO/TPO Offering Foundational elements include:

• Flexible data model

• Model automation procedures

• User interface elements

− Interactive

− Web based

• Executable Master Marketing and Promotional Plan

• Marketing campaign scenario forecasts to test effectiveness and cross product cannibalism

Customized elements include:• Client-specific data inventory

• Coverage of client specific markets and segments

• Coverage of client specific products

• Customized interface reflecting client needs

Page 18: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 18

Sample Variables for a Financial Client The MPO/TPO offering considers the effect of multiple

variables, across multiple geographies, on marketing performance• Product transaction data

• Advertising data

• Promotion data

• Direct marketing data

• Econometric data

• Demographic composition and segment distribution

• Share of market

• Share of voice

• PR activity

• Event / sponsorship activity

• Distribution data

• Brand data

Page 19: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 19

Sample Variables for a CPG Client The MPO/TPO offering considers the effect of

multiple variables, across multiple distributors, on trade promotion performance• Syndicated data (AC Nielsen, IRI)

• Shipment and Order history

• Promotion calendars

• Fund allocations

• Pricing

• Brand/category/market development index

Page 20: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 20

The User Interface

Page 21: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 21

Accesses the Modeling Procedure

Assimilates past business history using:• Singular Value

Decomposition

• Linear regression with Lagged Values

• Dynamic Neural Network Modeling

By correlation rather than causal modeling

Resulting in Week by Week Forecasts over your planning horizon.

Page 22: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 22

Market Volume LiftIncremental Volume Lift

New York 9,500

2,400/pt 1,322/pt

Boston 41,378

5,200/pt 2,676/pt

Philadelphia 42,855

2,150/pt 641/pt

Moving away from a growing condition towards a plateau condition:

Insight: Different market areas demonstrate varying upside ad potential

Which Links Business Results to Advertising and Promotional Expenditures

Lift Rate Incremental Lift = 0

Sales Volume Lift vs. Spend

Page 23: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 24

Delivery and Implementation SAS Software Foundation and Analytics

Consulting for customization to business needs• Requirements

− Client data access

− Customized analytics

− Customized reporting

• Design

• Customized Development

• Testing, Documentation, and Installation

With Domain Partners• THMG, Thompson Hill Marketing Group

• CSC, Computer Sciences Corporation

Page 24: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 25

The Commencement of a New Era Advertising and promotional spending is coming

under increased scrutiny

Getting the spend “right” is a complex problem

More and more data are available

• Robust data management, sophisticated modeling, and content expertise are ‘must haves’ to predict results and optimize spending

SAS has assembled the right software, partners, and experience to make this work

Questions??

Page 25: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2004, SAS Institute Inc. All rights reserved.SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Other brand and product names are registered trademarks or Trademarks of their respective companies

Bank Call CenterText MiningRoss BettingerAnalytical Consultant

April 12, 2005

Page 26: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 27

How Can Text Mining Add Value?Text mining can reveal hidden concepts not previously known

Clusters of terms may contain information about a customer’s behavior unavailable from structured data

Information content in clusters can be used to inform business decisions• Warranty: Do I see a trend of product failures from customer comments?

• Surveys: What do employees say about the reorganization? How do we use that information to improve employee productivity?

• Medical: Are the proper medications being prescribed for patients based on their verbal statements to the doctor?

• Insurance: What are the characteristics of fraudulent claims based on the text on the claim?

• Call Center: Do I have enough drop-down categories to cover the information I get from the free-form fields?

• Marketing: What are my customers thinking? What are their wants and needs?

Page 27: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 28

Objective

Explore use of text mining to add value to Bank modeling efforts to predict attrition• Loss of deposits less money to loan at interest

adverse impact on Bank’s profits

Analyze call center comments for additional lift in predicting attrition from primary accounts• Information in unstructured text may add significant

value to model performance when combined with “traditional” data mining practices

Page 28: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 29

Agenda

Discuss SEMMA methodology to build predictive attrition models • Sample, Explore, Modify, Model, Assess

Discuss results of exploratory data analysis to justify sampling approach• Unusual properties of Bank call center data require

creativity

Build DM and TM models• Compare individual DM, TM models, DM + TM model

Page 29: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 30

Sampling

Bank call center data collected from May, 2003-June, 2003 (Numbers altered for confidentiality)

• 900,000 records at account level supplied to SAS

• Chose existing primary customers (750,000 records)

• Multiple calls per account required consolidation of data and comments to single account-level observation

− After consolidation:

600,000 accounts in good standing

9,000 voluntary attritors (1.47% attrition rate)

4,500 involuntary attritors (0.73% attrition rate)

------------

613,500 accounts used in analysis

Page 30: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 31

Exploratory Data Analysis

Findings• Attritions are a “rare event” (voluntary attrition rate = 1.47%)

• Significant imbalance in comments

− 40% Blank, 30% Direct Mail

• Strong concentration of comments into few classes will affect performance of text mining models

Page 31: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 32

EDA (continued) Observe similar distribution of comments in voluntary

attritor, nonattritor comments

Since distribution of comments and “Direct Mail” is similar, we will assume that these two kinds of comments may be removed without affecting the analysis so that other comments may “speak”

Page 32: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 33

EDA (Text Mining Node)

Using complete data produced two clusters• 20% sample of voluntary attritors, good accounts

Omitting blank and “Direct Mail” comments eliminates imbalance in comments, reveals more clusters (20% sample)

Blank comment

Mostly Direct Mail Terms

Page 33: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 34

Modify

Perform “optimal binning” of interval variables with respect to target variable to change them into ordinal variables• Represent continuous variable as set of ordered indicator

variables to better concentrate target variable into small number of bins

• Variables Age_Yrs, Cust_Tenure_Mo, N_Phone_Calls were transformed

− For example, Age_Yrs was binned into following intervals

0-24, 24-38, 38-75, 75+

Page 34: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 35

Model

Modeled voluntary attrition to predict who would deliberately close account

Partitioned data• 50% Training / 25% Validation / 25% Test (Holdout)

Built stratified models based on voluntary attrition• Used all voluntary attritors (N=9,000), randomly-selected

nonattritors (N=9,000)

• Data Mining model (no text-based information)

• Text Mining model (only text-based information)

• Hybrid Data + Text Mining model

− structured data + structured text-based information

Page 35: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 36

Assess

Results for test (holdout) dataset

Model Node Misclas AUC Lift

• DM NN .3808 .6632 1.56

• TM Tree .4135 .5884 1.28

• Hybrid NN .3840 .6578 1.62

− Misclas is misclassification rate

− AUC is area under ROC curve

− Lift is top 5% lift

Hybrid model has similar misclassification rate, AUC as DM model but higher lift

Conclude that combining DM + TM provides strongest performance in predicting voluntary attrition

Best Model

Page 36: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 37

Applying Results of Text Mining

Combine blank, “Direct Mail”, Text Miner- clustered comments to determine voluntary attrition “lift”

Page 37: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 38

Applying Results of Text Mining (cont’d)

Use cluster membership as “trigger”• Cluster 3 has lift of 4.59

− Terms:

– Trigger is life cycle event: marriage, birth of child, buying a home, death, …

• Cluster 5 has lift of 2.37

− Terms:

– Trigger is financial distress: bankruptcy

Page 38: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 39

Applying Results of Text Mining (cont’d)

Combine blank, “Direct Mail”, Text Miner- clustered comments to determine involuntary attrition “lift”

Page 39: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 40

Concept Linking

Which terms are related to “dep”?

Page 40: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 41

Value Proposition

Use Enterprise Miner to extract information from “structured” data

Use Text Miner to turn “unstructured” text into “structured” data for “traditional” data mining

Use Enterprise Miner and Text Miner give you an unbeatable combination for business advantage

Page 41: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 42

Conclusion Hindsight with ETL and Sums & Means is Good

• Important to get a view into your data

Insight with OLAP and Drilldown is Better• You obtain a better sense of where your business is now

and at whatever level of summary or detail you want

Foresight with Analytics is Best• You obtain a confidence of where your business is going in

the future so that you can take appropriate action now to be prepared.

Beyond BI with SAS Analytics

Page 42: Copyright © 2004, SAS Institute Inc. All rights reserved. SAS is a registered trademark or trademark of SAS Institute Inc. in the USA and other countries.

Copyright © 2005, SAS Institute Inc. All rights reserved. 43Copyright © 2003, SAS Institute Inc. All rights reserved. 43


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