Beruflich Dokumente
Kultur Dokumente
2010
37%
57%
increase
2.2x
more likely to substantially outperform their industry peers
Ratio of respondents who indicated analytics creates a competitive advantage to those who indicated it did not and the likelihood they also indicated their organizations was substantially outperforming their competitive peers. The ratio was 2.0 to 1 in 2010.
2011
58%
Source: The New Intelligent Enterprise, a joint MIT Sloan Management Review and IBM Institute of Business Value analytics research partnership. Copyright Massachusetts Institute of Technology 2011
Why Business Analytics Matter The Need for Analytics is Pervasive Across Business and Industry
The healthcare industry spends $250 - $300 billion on healthcare fraud, per year. In the US alone this is a $650 million per day problem.1 One rogue trader at a leading global financial services firm created $2 billion worth of losses, almost bankrupting the company.
$93 billion in total sales is missed each year because retailers dont have the right products in stock to meet customer demand.
5 billion global subscribers in the telco industry are demanding unique and personalized offerings that match their individual lifestyles.2
Source: 1.Harvard, Harvard Business Review, April 2010. 2,IBM Institute for Business Value, The Global CFO Study, 2010. 2012 IBM Corporation
53%
projected growth in worldwide energy consumption between 2008 and 2035.1
170
billion
proportion of worldwide CO2 emissions created by power generation, the largest human-made source.3
kilowatt-hours wasted each year by consumers due to insufficient power usage information.2
1 U.S. Energy Information Administration, International Energy Outlook 2011, September 2011; http://205.254.135.24/forecasts/ieo/pdf/0484(2011).pdf 2 Ontario Energy Board, Ontario Energy Board Smart Price Pilot Report, (Prepared by IBM Global Business Services and eMeter Strategic Consulting for the Ontario Energy Board), July 2007. 3 The Climate Group, SMART 2020: Enabling the low carbon economy in the information age, 2008 ; http://www.smart2020.org/_assets/files/02_Smart2020Report.pdf
Big Data presents a huge new opportunity for Energy & Utility companies if they can harness it
Volume Velocity Variety
petabytes
500
million
80%
data growth
Analyze weather data to place a wind turbine to improve its performance while extending its useful life
Ingest 3,000 times more meter readings to better understand and manage the electric distribution grid
Analyze all types of asset performance information to optimize maintenance activities and extent useful life of the assets
Homeland Security
Traffic Control
Telecom
Search Quality
Manufacturing
Trading Analytics
Inadequate infrastructure
Environmental concerns
13
Energy and utilities organizations are working toward a smarter energy value chain to promote responsibility and efficiency
Reduced energy consumption by an anticipated 20%; control costs using real time monitoring
- Improve generation efficiency and reduce operating expenses - Maximize power generation uptime through predictive maintenance
Decreased production costs by 1-2% resulting in a savings of 50,000 - 100,000 per day
Reduce outages and downtime Optimize maintenance and operational activities Time of use pricing flexibility Comply with information privacy and retention regulations
Word spread virally of the victory with Twitter reaching 11.7M, 30,121 blog mentions, and 15,025 forum posts
16
2012 IBM Corporation
Family History
A 58-year-old woman positive forto her dizziness,care A 58-year-old was presented leukocyte urineHer medications were levothyroxine,esterase dipstick woman complains of primary hydroxychloroquine, days of thirst, alendronate. physician afterThe pravastatin, and andgiven a anorexia, dry mouth, increased dizziness, anorexia, and nitrites. several patient frequent dryHer historyfo also had aandcutaneous urination. mouth, increased thirst, frequent lupus, urination. She hadciprofloxacinfever.a She reported no prescription was notable for for urinary tract Her familyalso abdomen,patient and no urinary or She had her hadlater, back,frequent cough,cancer pain in history includedand reported that food infection. 3 days a fever oral weakness hyperlipidemia, osteoporosis, and bladder tract in dizziness. oophorectomy for atwo sisters, Graves' she was benign cyst, and get astuck when disease inpressure was supine wouldher mother,Herdiarrhea.blood swallowing. She infections, left hemochromatosis in one sister, was 88. a flank reported no pain inHg, and pulseand idiopathic 120/80 mm her abdomen, back, and primary hypothyroidism, diagnosedor year andthrombocytopenic purpura in one sister or no cough, shortness of breath, diarrhea, earlier dysuria
difficulty swallowing fever dry mouth thirst anorexia frequent urination dizziness no abdominal pain no back pain no cough no diarrhea Oral cancer Bladder cancer Hemochromatosis Purpura Graves Disease (Thyroid Autoimmune) cutaneous lupus osteoporosis hyperlipidemia frequent UTI hypothyroidism Alendronate pravastatin levothyroxine hydroxychloroquine urine dipstick: leukocyte esterase supine 120/80 mm HG heart rate: 88 bpm urine culture: E. Coli
Symptoms
Diagnosis Models
Confidence
17
Patient
Correlate combined risk and impending weather threats to optimize inventory and determine supply chain recommendations
Acquire Customers
Understand who your best customers are Connect with them in the right ways Take the best action maximize what you sell to them
Manage Operations
Maximize the usage of your assets Make sure your assets are in the right place at the right time Identify the impact of investment in various areas of assets
Grow Customers
Understand the best mix of things needed by your customers & channels Maximize the revenue received from your customers & channels Take the best action every time to interact
Maintain Infrastructure
Understand what causes failure in your assets Maximize uptime of assets Reduce costs of upkeep
Mitigate Risk
Identify leaks Increase compliance Leverage insights in critical business functions
Retain Customers
Understand what makes your customers leave, and what makes them stay Keep your best customers happy Take action to prevent them from leaving
Secure Operations
Improve the security of your assets Identify unanticipated attack patterns on assets Quickly respond with the best action when security is compromised
Prevent Fraud
Take action in real time to prevent abuse Reduce Claims Handling Time Alert clients of transaction fraud
19
Acquire Customers
Manage Operations
Maximize the usage of Understand who your your assets best customers are Make sure your assets Customers Connect with them in the Grow are in the right place at right ways the right time Understand the best mix of Take the best action Improved things needed by your 1:1 Marketing Identify the impact of maximize what you sell customersthem investment in various to & channels Individual customer profiles using over 30 areas of assets Maximize the revenue received Maintain Infrastructure data points from ATM, phone, Web, and from your customers & branch interactions channels Understand what causes failure Decreased direct marketing costs by 18% Predictive Maintenance in your assets Take the best action every time Grow Customers Maintain Increaseto interact ROI: 600% in overall Maximize uptime of assets Infrastructure Understand the best mix Observation of thecosts ofcar fleets repair Reduce entire upkeep of things needed by your time performance in real Understand what customers & channels causes failure in your High data complexity: analyzing 20K Maximize the revenue assets signals via 10K DTCs received from your Maximize uptime Reduction of 25% Repeat Repair of customers & channels assets Take the best action Reduce costs of upkeep every time to interact
Mitigate Risk
Identify leaks Increase compliance Leverage insights in critical business functions
Prevent Fraud
Take action in real time Reduce Fraud PreventClaims
Retain Customers
Understand what makes your customers leave, and what makes them stay Keep your best customers happy Take action to prevent them from leaving
Secure Operations
20
Deploying mobile analytics in the hands of Handling Time Improve the security of Alert clients of real time to Take action in border officers your assets prevent abuse transaction fraud Indentify high-risk cars crossing the border Identify unanticipated Reduce Claims Handling prior to search attack patterns on Time Optimize the deployment of border officers
assets Quickly respond with the best action when security is compromised
Smarter Water
Marwell Wildlife, a conservation charity, helped secure a future for an endangered species
Determining the main threats facing the Grevys zebra in the wild Understanding critical ecosystems interactions Investigating the relationship between nomadic herdsmen and Grevys zebra Working with communities to implement conservation measures that address threats and protect key resources
14
%
more
To surprise customers requires unexpected ideas through interactions of people with diverse perspectives.
Our customers want personalization of services and products. It is all about the market of one.
Tony Tyler CEO, Cathay Pacific Airways, Hong Kong
Shukuo Ishikawa President and CEO, Representative Director, NAMCO BANDAI Holdings, Inc. Japan
Source: IBMs 2010 Global CEO Study Capitalizing on Complexity (1,541 CEOs, 60 nations, 33 industries)
2012 IBM Corporation
Sales
Use Product
The Baseline of Customer Analytics Applied Mathematics Statistics: Ask a Question of a Sample to Generalize to the Universe
A Sample of Data A Universe of Things That Generate Data
Taking Customer Analytics to the Next Level with Predictive Analytics Predict the Behavior of the Next Case with a Model
A Universe of Data A Predictive Model Attributes: Married, 2 kids Lives in Suburbs of Chicago Owns two Cars 47 years old Drinks Scotch Predicted Attributes: Upper Middle Income Owns a minivan Likes Van Halen Likes Johnnie Walker Black Works long hours Commutes Predicted Behavior Wants to Buy a Sports car! Buys Car Washes! Buys Chardonnay Vacations where its warm
2012 IBM Corporation
Capture
Predict
Act
Text Mining
Data Mining
Statistics
Business Rules
Data Collection
Pre-built Content
Platform
Deployment Technologies
Interaction data - E-Mail / chat transcripts - Call center notes - Web Click-streams - In person dialogues
Attitudinal data - Opinions - Preferences - Needs & Desires - Survey results - Social Network Data
Traditional
2012 IBM Corporation
Interaction data - E-Mail / chat transcripts - Call center notes - Web Click-streams - In person dialogues
How?
Why?
Who?
What?
2012 IBM Corporation
Traditional
Future Trends
Micro-targeting: the move beyond 1 on 1 is accelerating. However, consumers are moving from opt-out to opt-in, regaining control over their personal data Consumers instrumentation and mobility create additional opportunities (time & spatial data dimensions) for more accurate targeting (context-aware decisions right place & right time) through a plethora of touch points through digital media Social media has dramatically changed the purchase influence cycle exponentially replicating word of mouth, to the power of 10,000 Customer opinions accessible and free to millions and in a matter of seconds Integrated analytics: promoting holistic contextual decisions integrating supplychain data, personal demand data and risk management Brand equity is struggling to remain a guiding light through the global and multiplicity of access; differentiation is realized through a customer experience driving loyalty