How to manage customer relationship performance with SAS@ 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 A market reaching saturation point ... After 10 years’ growth mainly based on acquisitions Also, IT departments reached saturation by investing ERP / Legacy systems (law of diminishing returns). … 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… 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 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) 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 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). 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 Copyright © 2004, SAS Institute Inc. All rights reserved. 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 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. SUM 20 SUM SUM Copyright © 2005, 2004, SAS Institute Inc. All rights reserved. 21