Eight Levels of Analytics

Not all analytics are created equal. Like most software solutions, you’ll find a range of capabilities with analytics, from the simplest to the most advanced. In the spectrum shown here, your competitive advantage increases with the degree of intelligence.

1. STANDARD REPORTS
Answer the questions: What happened? When did it happen?
Example: Monthly or quarterly financial reports.
We all know about these. They’re generated on a regular basis and describe just “what happened” in a particular area. They’re useful to some extent, but not for making long-term decisions.


2. AD HOC REPORTS
Answer the questions: How many? How often? Where?
Example: Custom reports that describe the number of hospital patients for every diagnosis code for each day of the week.
At their best, ad hoc reports let you ask the questions and request a couple of custom reports to find the answers.


3. QUERY DRILLDOWN (OR OLAP)
Answers the questions: Where exactly is the problem? How do I find the answers?
Example: Sort and explore data about different types of cell phone users and their calling behaviors.
Query drilldown allows for a little bit of discovery. OLAP lets you manipulate the data yourself to find out how many, what color and where.


4. ALERTS
Answer the questions: When should I react? What actions are needed now?
Example: Sales executives receive alerts when sales targets are falling behind.
With alerts, you can learn when you have a problem and be notified when something similar happens again in the future. Alerts can appear via e-mail, RSS feeds or as red dials on a scorecard or dashboard.


5. STATISTICAL ANALYSIS
Answers the questions: Why is this happening? What opportunities am I missing?
Example: Banks can discover why an increasing number of customers are refinancing their homes.
Here we can begin to run some complex analytics, like frequency models and regression analysis. We can begin to look at why things are happening using the stored data and then begin to answer questions based on the data.


6. FORECASTING
Answers the questions: What if these trends continue? How much is needed? When will it be needed?
Example: Retailers can predict how demand for individual products will vary from store to store.
Forecasting is one of the hottest markets – and hottest analytical applications – right now. It applies everywhere. In particular, forecasting demand helps supply just enough inventory, so you don’t run out or have too much.


7. PREDICTIVE MODELING
Answers the questions: What will happen next? How will it affect my business?
Example: Hotels and casinos can predict which VIP customers will be more interested in particular vacation packages.
If you have 10 million customers and want to do a marketing campaign, who’s most likely to respond? How do you segment that group? And how do you determine who’s most likely to leave your organization? Predictive modeling provides the answers.


8. OPTIMIZATION
Answers the question: How do we do things better? What is the best decision for a complex problem?
Example: Given business priorities, resource constraints and available technology, determine the best way to optimize your IT platform to satisfy the needs of every user.
Optimization supports innovation. It takes your resources and needs into consideration and helps you find the best possible way to accomplish your goals.


The best analytics for your business problem
The majority of analytic offerings available today fall into one of the first four areas, which report historical data on what happened in the past but no insight about the future. For simple business problems, these analytic solutions will be all you need. But if you’re asking more complex questions or looking for predictive insight, you need to look at the second half of the spectrum. Even better, if you can learn to use these technologies together and identify what type of analytics to use for every individual situation, you’ll really be increasing your chances for true business intelligence.

This article was republished with the permission of sascom Magazine.


About SAS – Providing organizations with THE POWER TO KNOW® since 1976.

SAS is the leader in business analytics software and services, and the largest independent vendor in the business intelligence market. Through innovative solutions delivered within an integrated framework, SAS helps customers at more than 45,000 sites improve performance and deliver value by making better decisions faster. Since 1976, SAS has been giving customers around the world THE POWER TO KNOW®. To learn more about SAS, its products and services, visit www.sas.com.

About sascom Magazine

sascom Magazine is the quarterly publication of the SAS Institute, Inc. Each issue is packed with thought-provoking content and insight into the business issues that affect all companies competing in today’s technology-driven marketplace with recent contributions by best-selling author and researcher Tom Davenport; social media guru Chris Brogan; and Myron Scholes, world renowned economist and Nobel Prize winner. Subscribe now to get your subscription to this award-winning quarterly magazine. sascom Magazine can also be accessed online at www.sas.com/sascom.

Identify the Measures First

“Not everything that can be counted counts, and not everything that counts can be counted.”

Albert Einstein
Awarded the 1921 Nobel Prize in Physics, named Time’s Man of the Century in 1999, and best known for his conception of the theories of special and general relativity

Organizations today seem to have a never ending supply of performance measures. Our data rich environment feeds the need of many managers to have all things counted. Yet as Albert Einstein suggests, not everything that can be counted matters. And just because something is counted doesn’t make it important. Thus, not everything that is measurable should be assigned its own performance indicator; rather only those things that are truly important, whether currently counted or not, should be measured. The identification of performance measures should therefore start with the identification of the key factors critical to the organization’s success.


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The following StrategyDriven articles and whitepapers provide additional information on the identification of those performance measures important to the organization’s ongoing success:

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StrategyDriven Podcast – Special Edition

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Multiple Action Thresholds

Recovery from a significant event is costly and disruptive. While an expense, mitigating and preventing activities taken to prevent the event’s occurrence are typically far less expensive. From a business perspective, the challenge becomes that of balancing the value of risk reduction with that of the mitigating and preventative activities’ cost.


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Additional Information

Additional information regarding organizational performance measures and their thresholds can be found in the StrategyDriven whitepaper series Organizational Performance Measures.

StrategyDriven Podcast Special Edition 44b – An Interview with David Parmenter, author of Key Performance Indicators, part 2 of 2

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.

Special Edition 44b – An Interview with David Parmenter, author of Key Performance Indicators, part 2 of 2 explores how to create a winning key performance indicator system that transforms these reports into decision-making tools supporting achievement of superior bottom line results. During our discussion, David Parmenter, author of Key Performance Indicators: Developing, Implementing, and Using Winning KPIs shares with us his insights and illustrative examples regarding:

  • Critical Success Factors, their role in connecting business strategy to performance measurement, and how to identify them
  • key steps to developing a performance measurement system
  • benefits of using a database to catalog the organization’s performance measures and the type of data this database should contain

Additional Information

In addition to the outstanding insights David shares in Key Performance Indicators and this special edition podcast are the resources accessible from his website, www.DavidParmenter.com.   David’s book, Key Performance Indicators, can be purchased by clicking here.

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About the Author

David Parmenter is author of Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. David is an internationally renowned speaker, author, and advisor known for his work in the development of performance measurement systems that transforms these reports into a decision-making tool. He is a Fellow of the Institute of Chartered Accountants in England and has delivered workshops to thousands of executives and managers around the world. To read David’s complete biography, click here.

Predefined Action Thresholds

The value of organizational performance measures isn’t simply that they inform leaders and individual contributors of past and present state performance; rather, the power of performance measures comes from the actions they drive to improve future results. Therefore, organizational performance measures are most effective when they indicate when specific actions should take place. Predefined thresholds accomplish this objective.


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Additional Information

Additional information regarding the organizational performance measure thresholds can be found in the StrategyDriven whitepaper series Organizational Performance Measures.