An analytic center of excellence demonstrates that an organization is committed to making better, fact-based decision and leveraging analytics to validate assumptions and identify root causes of business problems. This paper focuses on how to form an analytic center of excellence and the value the business will derive from it.
We often hear about how the massive volumes of data the US government collects hold a treasure trove of answers to our most challenging questions – be it on population health,
national security, education or how to recoup losses from tax fraud. If only the government could figure out how to make use of all that information.
Texas is one example of a government that is using analytics to solve complex problems. As the case studies here demonstrate, agencies and academia in the Lone Star State are putting big data and analytics to work to eliminate waste, improve productivity and, in some cases, even enhance transparency.
This research brief begins with an outline of the major costs to consider when making an investment in analytics, the second section presents five modernization stages that analytics hardware/software have experienced, and the final section finishes with considerations when calculating total cost of ownership of the analytics ecosystem.
The synergy of creative work and powerful analytics is the route to impactful, innovative campaigns for iris Worldwide, the global creative innovation network. iris has made this strategy a reality using the advanced analytics capabilities offered by SAS, which has given the agency the ability to garner deeper insights using larger data sets, ultimately resulting in higher returns for its customers.
How does marketing compare to a game of pool? Sometimes you hit a good shot – 9 ball corner pocket – like when you’ve marketed a product and your customer purchases it. But sometimes your shot misses, and you knock in your opponent’s ball. You could even knock your ball into the pocket, but mistakenly knock your opponent’s ball into a different pocket at the same time.
Of course, you can’t predict everything in a game of pool – or in
marketing. A campaign may reveal a weakness that sends
customers scuttling to a competitor. A new product can
cannibalize an existing product line. Customers could leave one
of your legacy product lines to consume one of your newly
launched products – perhaps causing you to lose some
But unlike pool, it’s hard to observe and measure with the naked eye what’s happening in marketing. The way to improve your chances of success is to build a solid measurement plan that lets you define and measure diagnostic metrics.
New analytics tools and services are helping organizations extract exceptional business value from the massive volumes of available data provided by various internal and external sources. Many companies are harnessing these insights to improve operational and business processes, troubleshoot problems, identify business opportunities, and generally compete and innovate better. Now the benefits of analytics in those areas are prompting companies to look to analytics to improve information security. Enterprise security organizations are under tremendous pressure to change. Traditional perimeter-focused security controls and strategies have proved inadequate against modern, highly targeted attack campaigns.
Identifying the best technology to improve marketing performance is a complex decision, especially for a growing marketing organization. Deciding where to spend valuable capital should be based on the greatest opportunity for gain. In the current marketing environment, the greatest opportunity is in analytically enabled marketing.
On an average day, 78 Americans die from opioid overdose. Last year’s total was almost 30,000 deaths, roughly two-thirds involving prescription opioids (including Percocet, Vicodin, Hydrocodone, Oxycodone, Oxycontin), the rest involving heroin. The United States, with about 5 percent of the global population, consumes 80 percent of the prescription opioids. The problem affects people of all backgrounds and across the socioeconomic spectrum; the Center for Disease Control (CDC) has officially declared it an epidemic.
The concept and practice of stress testing has been around for many years. While traditional stress testing methodologies are still valid for firmwide scenario analysis and stress testing, special techniques and attentions are needed to successfully achieve the goal of firmwide capital adequacy in forwardlooking stress scenarios. During the 2007 financial crisis, many financial institutions were not sufficiently prepared for the ensuing liquidity crunch and capital drains. Perhaps if banks had worked through different economic scenarios prior to the crisis, they would have been in a better position to weather the storm. Inadequate preparation for crisis can lead to systemic risk and severe economic and political turmoil.
Whether you call them customers, clients, patrons, guests or patients, customers are your organization’s most important asset. And that means customer loyalty should be among your top priorities. No matter when or where the customer journey begins – from websites and online chat to physical locations and call centers – customers expect you to provide a unique and personal experience. How can you use data and analytics to recognize your best customers across channels and know exactly where they are in their customer journey? Keep reading to find out.
As the pace of business continues to accelerate, forward-looking organizations are beginning to realize that it is not enough to analyze their data; they must also take action on it. To do this, more businesses are beginning to systematically operationalize their analytics as part of a business process. Operationalizing and embedding analytics is about integrating actionable insights into systems and business processes used to make decisions. These systems might be automated or provide manual, actionable insights. Analytics are currently being embedded into dashboards, applications, devices, systems, and databases. Examples run from simple to complex and organizations are at different stages of operational deployment.
Insurance fraud has existed wherever insurance policies are written, taking different forms to suit the economic times. Today the magnitude of insurance fraud is not only startling but increasing. Recent studies by the US National Insurance Crime Bureau (NICB) reported a 24 percent rise in questionable claims for the period 2011 to 2013. The full scale of insurance fraud is not known. And if fraudulent behavior is not discovered at the time the claim is submitted, the insurer may never know it occurred. Consequently, an uninvestigated claim can’t be labeled as fraudulent to investigate.
A paradigm shift is underway in the cybersecurity industry. Cybersecurity professionals are moving from a focus on attacker prevention to attacker detection. Preventing the “bad guys” from getting in is still important, but cyber adversaries are increasingly able to bypass even the most sophisticated network defenses. Once inside, it is more important than ever to find these attackers fast, before their activities get buried in the daily volume and pulse of network communications. This is where security analytics holds promise. Security analytics provides the necessary and timely visibility into normal and abnormal network behavior. This visibility enables devices and entities acting suspiciously to be quickly identified and investigated.
A persistent skills gap plagues employers in all major industries, spurring SAS to provide additional resources that support the next generation of analytical talent. But we know the skills gap can mean different things to different people. This e-book features interviews with those who employ, possess, and educate analytics talent. Keep reading to learn how employers, educators and students are working to fill the analytics skills gap.
Enterprises routinely claim to be focused on the customer experience, yet few really keep that promise. What’s in the way? Fragmentation and complexity in both customer data and customer-facing processes. IIA spoke with Wilson Raj, Global Director of Customer Intelligence, and Jonathan Moran, Customer Intelligence Product Marketing at SAS Institute Inc. about how organizations can leverage technology platforms and analytics to become more completely and genuinely customer-centric – making connections in the right way, at the right time, and on the right device.
With more data in the hands of more people – and easier access to easy-to-use analytics – conversations about data and results from data analysis are happening more often. And becoming more important. And expected. So it’s not surprising that improved collaboration is one of the most common organizational goals.
Let’s take a look at how you can use results produced by SAS Visual Analytics with Microsoft Office applications. You’ll see how easy it is to combine sophisticated analytic visualizations and reports with Microsoft’s widely used productivity tools – to share insights, improve collaboration and drive increased adoption of analytics and BI across your organization.
Data professionals now have the freedom to create, experiment, test and deploy different methods easily – using whatever skill set they have – all within one cohesive analytics platform. IT leaders gain the ability to centrally manage the entire analytics life cycle for both SAS and other assets with one environment. Organizations get faster results and better ROI from analytics efforts.
Location data is found everywhere – with an item or a device, in a conversation or
behavior, in machines or sensors, tied to a customer or competitor, attached to a
database record or recorded from vehicles or other moving objects. Organizations
want to take advantage of location data to improve decisions, create better customer
engagement and experiences, reduce risks and automate business processes.
The Connected Customer is an individual who is intimately connected
to the data, outcomes, decisions, and staff associated with any
relationship to an organization. This intensely personal connection is
not just a matter of the most recent transaction, but represents a
combination of connected data, connected analytics, and collaborative
decisions associated with improving the customer’s relationship with
the organization over time.
In this report, Blue Hill explores the key traits associated with
supporting the Connected Customer through the Internet of Things,
and provides guidance on why the Internet of Things will be essential
across the general business landscape