Inferential Statistics. Data Mining. ASC September Proving value in complex analytics. 2 Rivers. Information and Data Management

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1 ASC September Proving value in complex analytics 26 th September 2014 John McConnell Information and Data Management Rivers Research Operational/Transactional Inferential Statistics Inferring parameter values in a target population based on sample statistics. Often using parametric assumptions. Data Mining Applying historical patterns to predict future outcomes. Tested empirically 2 1

2 DM and PA Data mining Discovering previously undetected patterns and relationships in data Predictive analytics Applying historical patterns to predict future outcomes Major Analytical Pillars People Customer Lifecycle Acquisition Up-sell Retention (Churn) Operational Predictive Maintenance Supply Chain Forecasting Pricing Product lifecycle Threat & Risk Fraud Risk analysis Crime prediction 4 2

3 Processes and events a) Use Data we have on the customer to the time before the last period (e.g. month) b) To model against known behaviour (churn or stay) in the last period Revenue Profit Less Loss Time Loss Data Types Interaction data - / chat transcripts - Call center notes How? - Web Click-streams - In person dialogues Attitudinal data - Opinions - Preferences Why? - Needs & Desires Descriptive data - Attributes - Characteristics - Self-declared Who? info - (Geo)demographics Behavioral data - Orders - Transactions -What? Payment history - Usage history 3

4 People and Roles Business Domain Subject Matter Analytical Methodologies What to use when Data Management Structure Technology Integration Building apps The CRISP-DM process 1.Business 6.Deployment 2.Data 5.Evaluation 3.Data Preparation 4.Modelling 4

5 1. Business understanding Get a clear understanding of the business objectives To reduce churn rates To acquire valuable customers To cross-sell/up-sell To prevent fraud Agree success criteria To reduce out annual churn rate from 5% to 3% Reduce acquisition costs by 30% Assess the situation Translate to analytical objectives (if possible) Evaluate the cost/benefit Clearly understand how action can be taken based on the likely outcomes How to deploy Document relevant resources, constraints, systems 1.Business The CRISP-DM process 1.Business 6.Deployment 2.Data 5.Evaluation 3.Data Preparation 4.Modelling Data Preparation Time 5

6 1. Business understanding Get a clear understanding of the business/research objectives To reduce churn rates To acquire valuable customers To cross-sell/up-sell To prevent fraud Agree success criteria E.g. To reduce our annual churn rate from 5% to 3% Assess the situation Translate to analytical objectives (if possible) Evaluate the cost/benefit Clearly understand how action can be taken based on the likely outcomes How to deploy Document relevant resources, constraints, systems 1.Business 2. Data understanding High Level 2.Data Identify the data sources and fields which may have a bearing on the business/analytical objectives Review data schemas and any other data documentation What looks relevant? What are the formats? Databases, text files, excel, etc. What are the fieldnames? Metadata Crucially what is the likely target field that maps to the business objective e.g. Customers purchasing for the first time Customers re-purchasing Revenue/Profit/ROI Visits to the web site Campaign response Customers churning 6

7 3. Data Preparation Data effectively designs this step Together with Data this can be more time consuming than expected Sometimes 80% of a project Especially for new initiatives Typically integrates data from different sources Aggregate data Create composite measures E.g. band variables Apply formulae e.g. compute annualised figures and other ratios Comparable to ETL (Extract Transform Load) 3.Data Preparation Integrating Data Level 1 Matching IDs. The ideal situation Analytical Level 2 Similar Fields/Values. Need to clean or apply Entity matching Level 3 More Fuzzy. If possible we approximate e.g. Space/Time matches Operational Source Data 14 7

8 Modelling & Evaluation 1.Business 6.Deployment 2.Data 5.Evaluation 3.Data Preparation 4.Modelling 4.Modelling Apply a variety of modelling techniques Candidate list identified during understanding phase Driven by data types (see later) Constrained by available tools 2 broad styles: a) Hypothesis led. Add the fields/predictors that we believe are driving the outcome b) Data led. Add more fields at the beginning and incrementally reduce (and/or let the algorithms do that) The best performing modelling algorithm is a function of the specific data/problem 8

9 5.Evaluation Essential that the models are tested against unseen data Typically the data is partitioned into 2 (or 3) sets at random e.g. 70%:30% 1. Training (modelling) set 2. Test (holdout) set 3. Evaluation set Evaluate against the success criteria agreed in the understanding phase Often it is about how well the model performs against a given value criteria e.g. revenue Defined in Data phase On-line segmentation in News media Who visits the site? Why do they visit the site and what do they think of it?? What do they do on the site???? 9

10 Developing the visitor segments Behavioural segmentation based on content consumption Segments profiled using other behavioural data and also additional survey and/or customer data Data sources / integration Click Stream (Adobe) Survey (Confirmit) Analytical Data Views Registered Customer Data (CRM) Advertising revenue (Ad serving) 20 10

11 Daytime online The most valuable segment View most evenly throughout the day Highest visit frequency More in the week and to a lesser extent at weekends More likely females under 34 Typically looking after the house/children or alternatively students More likely to be offline readers as well or read one of the other competitive publications Likely to look for an article in the publication Often interested in certain articles or other specific sections in general Broadest repertoire of content read Most likely to use search Most likely to visit once a day Our 6 segments size and value Seg 5 Seg 2 Seg First timers % 26% 14% 7% 9% 4% Width shows segment size (% of all visitors) Height shows the average visitor value in each segment (value displayed in block) Seg 3 Seg 4 11

12 Optimising processes in Telco Managed Services Can we predict what is needed to fix a fault from the initial call/alarm? Save time and money by having the right parts and sending engineers with the right skills Can we improve service levels by having the right skills/stock at the right place at the right time? Can we predict when failures will happen and perform proactive maintenance to prevent them? Predictive Maintenance Can we predict faults according to the weather? 23 Joining Work Force and Tom Tom (GPS) data Weather Stations Dates Sites Sites Work Orders WFM Dates Dates Tom Tom Trips Tickets FTs FTs Within the Tom Tom data we match sites to trip destinations using latitude and longitude (to 3 decimal places) approximately within 111metres 12

13 Software tools to visualise the data flow Retaining subscribers Annual Magazine Subscription Renewal Modelling Predict the likelihood of each customer to renew at their next renewal Ensure predictive accuracy The model must make sense to the business it must be usable and deployable Pilot ran across three major lifestyle titles 13

14 Data sources and fields 3.Data Preparation size Business type Job function Age DescriptiveCompany/Individual Association membership Gender Location value ValueLifetime Annualised value Back issue claims Payment method Time taken to pay Amount paid last time of contact Acquisition Channel Renewal channel Subscription term Preferred response MarketingFrequency method Campaign Test & Control Revenue in the test groups is up 18% Profit in the test groups is up 21% 6.Deployment The success of this test means it is being rolled out across 100% of records for participating titles We re co-developing an on-line (SaaS) application - PX - that will enable subscription managers to build and deploy models themselves 14

15 Brammer A leading automotive parts distributor reduces the cost of carrying surplus stock and improves customer service Applications & Benefits Predictive analytics helped Brammer to manage its inventory more efficiently, significantly reducing the need to carry surplus stock, resulting in a total inventory reduction of 31.1 million in one year Inventory turnover improved from 3.2 times at the end of 2008, to 3.7 times at the end of the first half of 2009 Greater understanding of patterns and trends in customer purchasing data helps Brammer forecast marginal stock products more accurately and improve customer satisfaction by making a wider product range available for immediate dispatch Detailed insight into inventory requirements has helped Brammer develop closer relationships with strategic suppliers leading to further cost benefits What about Big Data? We have done some work in true Big Data Deploying models against Big Data is easier (though not trivial) than Modelling against Big Data Often the data we need to analyse is a subset of the source data The disappearing Terabyte And sampling works! BUT. The data still has to be prepared hence 30 15

16 Data Preparation 31 Summary Proving value seems to be more necessary than ever Big Data projects need to be evaluated like smaller data projects Evaluate the potential upside up-front Use external sources where appropriate CRISP-DM helps Prove it With a business case up-front With a pilot/proof-of-value project 32 16

17 ASC September Proving value in complex analytics 26 th September 2014 John McConnell Information and Data Management

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