Annotated Bibliography for Data Warehousing Presentation
Annotated Bibliography for Data Warehousing Presentation
1. Aircraft Economics, March 1, 2003, Pg. 9, Managing Relationships, by Geoff Hearn – Hearn describes how data warehousing is central to customer relations management, and describes the evolution of their development through the 1970s and 1980s. System development historically has focused on day-to day operational needs of departments within an organization. These systems were designed with the performance needs of a single department in mind; these systems lacked flexibility and analytical power. The legacy systems designed in the 1970s and 80s provide up to 70% of the business data for large corporations.
Airlines have found mixed success with CRM. Many airlines began working on CRM without defining their goals, letting the software define what CRM would accomplish for them. American Airlines is generally regarded as having one of the most successful CRM programs; its success is attributed to its ability to good “personalization” analyzing individual records to determine what customers want, and their ability to get this information anywhere the interaction with the customer is taking place (call centers, airports, etc.)
2. Target Marketing, Vol. 26, No. 11, Pg. 51, November 2003, A Failing Grade, by Arthur Middleton Hughes - Hughes writes that the problem with many CRM systems is their lack of planning. Most companies are spending far too much money on large data warehouses and million-dollar software. Instead, companies should focus on strategies that can be executed with a smaller cash outlay and more modest data marts.
3. Customer Interface, Vol. 15, No. 5; Pg. 30, May 2002, Order out of chaos: powerful data warehousing techniques transform mountains of data into valuable reports, unlocking important business trends, by Jennifer Anne Perez – when developed properly, data warehouses can generate useful reports of customer trends over time which can be used to increase revenue. However, data warehousing requires a long-term commitment to be successfully implemented. Data warehouses can take years to build, during which time a company may go through several leadership changes, which can destroy the continuity and priority of data warehousing objectives. Managers also encounter challenges finding the appropriate staff to manage data warehouses. Analysts should be both creative and risk takers, but with a general sense of financial prudence.
4. MIT Sloan Management Review, Vol. 42, No. 4; Pg. 18-19 ,Summer 2001, Successful customer-relationship management – CRM synthesizes all of a company’s “touchpoints” (Call centers, websites, retail locations, etc.) to support customer interactions as well as provide information for financial forecasts, product planning, and inventory management. The key to implementing CRM is to include support at all levels, especially top management. CRM cannot be just a marketing or customer support function; it must include strategic planning functions. Successful CRM projects do require a significant financial investment (the median annual CRM budget is currently $1 million).
5. The Banker, December 1, 2003, Branch Renewal - The Data Game, by Craig Abramson – CRM allows companies to gather information on customers to offer more potentially profitable customers appropriate products and services. Centralizing the storage of data can offers cost reduction and more predictability in future data storage costs. Consolidated data also results in a single dictionary of metadata and a single view of the customer for all departments.
6. Managing Customer Service, Pg. 1, February, 2000, Customer Relationship Management – 10 Pitfalls – among the major mistakes many firms experience in implementing CRM:
a. Not asking what’ sin it for the customer
b. Not asking what’s in it for the company
c. Not defining a clear strategy
d. Not obtaining the right data for your strategy
e. Underestimating the degree of company-wide involvement
f. Not outsourcing when appropriate
g. Taking too long to become operational
h. Not starting small
i. Not testing your data
j. Overestimating the data, software, and resources you need to get started
7. Computerworld, February 24, 2003, Best in class: Data warehouse boosts profits by empowering sales force, by Gary Anthes – by analyzing the cross-selling success rates of all 60,000employees at over 100 stores, Office Depot was able to boost annual revenue by $117 million.
8. NCR Teradata Library, - by implementing a data warehousing solution, Office Depot was able to better identify successful cross-selling strategies, resulting in a double digit increase in attachment rates (buyers purchasing additional products through suggested selling)
9. American Banker, Vol. 168, No. 43; Pg. 1, March 5, 2003,Tech Scene: A CRM User Making the Revenue Case. – Bank of New York implemented a CRM program to improve customer retention. The bank can now identify customers whose withdrawal or deposit behavior suggests they may be planning to leave shortly. The bank can then either offer additional products or services to the customer in an attempt to retain the customer. The bank also compares the customer’s deposit and withdrawal history with that of similar customers to predict which products or services the customer is likely to purchase. The bank was able to begin obtaining useful information within d=six months of implementation.
10. Info World, Vol. 25, No. 48; Pg. 12, December 8, 2003, Data Warehouses Get Active, by Ephraim Schwartz – real time data access, as opposed to batched monthly reports, is allowing companies to offer more effective marketing programs and provide customers more powerful self-service tools. Travelocity is utilizing this type of data to more accurately tailor special airline and vacation packages to customers who have expressed interest or recently flown to selected destinations. By creating a targeted campaign instead of a mass mailing, the company achieved a 25% return rate on the emails sent to customers.
11. Applebee’s International, - Applebee’s stated that it was crucial for them to focus on their core customers and understand their preferences. As such, Applebee’s used to utilize spreadsheets to determine their 150 stores’ customer taste preferences, sales for the store, necessary ordering and inventory levels, and marketing rewards from promotions. They realized this was not efficient and that it took extremely long amounts of time and processing just to internalize the data. They decided to move to a Teradata warehouse instead to try to obtain more efficiency. Utilizing Teradata, Applebee’s has realized an increase in inventory level accuracy for new promotions, a decrease in necessary processing time, lower costs due to overestimates, and more informed decision-making for the future of the company which has led the company to uncover new business opportunities that they would never have seen with their old methodologies of processing and housing data.
12. Richard Dalzell: First click at , July 2, 2001, by Susannah Patton – prides itself as trying to be the most customer-centric company in the world. With this in mind they have tried to hone in on an expanding technology and a CRM based system to help their customers find the products that they seek and assist them in finding related products to those that they already own. The key to the company is personalization, and this can only be found by knowing the data on your customers and utilizing it to meet their needs. The company stated that they will continue focusing on these factors in establishing their continued growth and maturity in the future and that they will maintain an excellent team in order to reap these rewards.
13. Social Networking: My People Know Your People, , by Alan Horowitz-This article discussed the tie being established between InterAction, an online conference request system, and the need for a CRM structure. InterAction takes work contact information for a company and allows others to view it. Say you didn’t know who the CIO of a company was, the information and contact information would be listed. You could request a meeting with this person and they could through the system refuse you. It’s a way to make business contacts that otherwise you would never have been able to make. CRM is needed because the data must be stored and easily accessible, and this is the way to meet this need.
14. Microsoft CRM Integration with AltiGen Contact Center Products, 2003, CRM is being utilized to assist call centers that utilize and Integrated IVR system which parses incoming calls to associates. Microsoft’s CRM allows a customer’s record to quickly be pulled up along with their necessary tracked data thus allowing for improved customer service, an increase in transaction volumes and revenues associated with customer calls. It further allows a call center to have the flexibility to administer records on a “quick-time” basis, which must be had for any call center.
15. FedEx Improves Data Warehouse, Enabling Deeper View of Customers, Vol. 22, No. 45, December 4, 2000, DM News, by Melissa Campanelli, Fed Ex already had a data warehouse but realized that they needed an improved data warehouse that would be utilized by all their subsidiaries as well rather than each having their own infrastructure established. The company decided to utilize a multiTerabyte data warehouse and to merge their company into one large corporation, with one contact phone number, one customer webpage, with one tracking system that could house a million records being tracked in a given day. The company stated that in the past they have known their customers at the account level and now they want to know who the customers are within those accounts and what their roles are and that they believe this new platform may just give them the leverage now to do so.
16. Actions for Data Warehouse Success, , by Larry Greenfield- The Data Warehousing Information Center- This article basically discussed the steps that a developer needs to take when creating a data warehouse for a user. Such steps were to keep the customer in the development loop from the beginning, to have them test the features that you are adding and not just to assume that the query set up you have installed functions correctly, and to take training with the users slow, as well as to be ready to support maintenance 100% when the data warehouse is released to the field. Plus, ongoing communication is necessary to ensure that you have fully met the user’s need and continued support.
17. Data Warehousing Political Issues, , The Data Warehousing Information Center, by Larry Greenfield- This article discussed some of the political issues associated between customer and technical teams in developing a data warehouse atmosphere. Some of the issues addressed were who should be given the responsibility for creating the data warehouse, whether it should be a development group, or the internal IT department, who has vested interest, and once created, who should maintain it and how. Throughout the article issues such as these were brought up and the overall resolution was that it depends on the situation and these are items that must be decided within the company and agreed to by the developers.
18. Data Warehousing, Customer Relationship Management Drive Recent SAS Institute Sales, – CRM (Customer Relationship Management) is the key to successful banking and telecommunications. CRM can be used to reduce customer attrition, identify cross-sell opportunities, and campaign management. Understanding who the customer is and their behavior, quickly responding to the needs of the customer will be the expectations for long-term success with CRM.
19. The Stages of Growth for CRM and Data Warehousing, September 2000, , by Ronald S. Swift – Discusses the five stages of developing a database. The most powerful use of the data warehouse and CRM applications is by the mode of using real time in an active data warehouse. There needs to be predefined queries and reporting decided before starting to build the data warehouse. A triple view of knowing the past, analyzing the present, and predicting the future is the goal of a successful data warehouse and CRM.
20. The Data To Make Decisions, April 2001, Best Review, by Patricia L. Saporito -
The emerging generation of data warehousing is improving the execution of a business strategy through dynamic measurement and management. There are five stages most common in the process of decision support within an organization: reporting (integrating information into a repository); analysis (focusing on why something happened); prediction (understanding what will happen next month or in the future); operations (focusing on tactical decision support); disintermediation (operational aspects of decision support). The philosophy of using a data warehouse is to increase the speed and accuracy of business decisions. The goal is to get as near to real time as necessary to satisfy the business and its customers.
21. About OR – OR Topics - Warehousing & Business Intelligence,
- A data warehouse contains detailed behavioral data and is needed to make the investment in data mining tools worthwhile. The central idea behind CRM is to help the organization focus on its customers and servicing them. The purpose is to retain the profitable customers and facilitate cross-selling. CRM technology recognizes that customers do not always use the same purchasing mode. There are different communication channels (known as touchpoints), including telephone, letter, fax, face to face, e-mail, and the Web. These transactions need to be done in real time. A customer data warehouse is now considered to be a pre-requisite for effective CRM.
22. 3M : Glued to the Web, - The 98 year old 3M company’s online database is generating New Economy efficiencies. Since 1997, the company has invested $30 million in the database, while ongoing maintenance costs have been 2.6 million each year. However, 3M is saving more than $10 million a year in maintenance and customer service costs. In addition, with the accuracy of sales results 3M is saving an additional $2.5 million a year. The data warehouse delivers customer, product, sales, inventory, and financial results directly to the desktops of 3 M workers and partners, who can access the information via the Net. The database has forced 3M to standardize spelling of the products and abbreviations used throughout the company. (Post-it Notes were spelled six different ways.) To solve stock out problems, the data warehouse now can generate a demand-planning system that will monitor inventory levels for products and customers.
23. PING, – PING had a goal of improving their customer
service and processing the designing and manufacturing made-to-order golf clubs. PING needed a system that would allow expansion as the company expanded. The Teradata Warehouse they decided on serves more than 350 users. The users need decision support to access and analyze standard sales, inventory, shipping, time, and attendance. The system provides users with real time responses. The data warehouse is an integral part of the production and sales cycle at PING. The system at PING requires only one part-time administrator to maintain the system.
24. ONE GmbH, – ONE GmbH has expanded the deliverables
of loyalty based on customer segmentation, market automation campaigns from customer data and value, and Web Analytics and personalized offers from customer profiles with its Teradata Warehouse. ONE GmbH has recently integrated its ONE portal with the Teradata Warehouse. ONE linked its Customer Contact Center data to its Teradata Warehouse, allowing for measurement of customer information. The Warehouse assists the call center agents to answer questions, activate new accounts, and continue to build on the customer service of ONE. The Warehouse has helped to improve its customer satisfaction level, which increases the customer loyalty. In addition, it helps to develop targeted and effective marketing plans by such items as: business or residential user, pricing plans of the user, products and services if the user, and usage patterns.
25. Sears Combines Retail Reporting and Customer Databases on a Single Platform,
– Sears combined store sales and inventory data with their customer database. Both of the databases contained sales data, but one database contained data based on products, while the other contained it based on customer purchases. The databases were both at 75% capacity, which results in up to a four day lag time for some of their reports. Sears had to make a decision on changing or upgrading their database, due to this over capacity problem. They decided to move to a consolidated unit. They integrated the two systems into one consolidated unit. The new combined data warehouse runs around 65% capacity, and has eliminated the lag time in the generation of reports. Marketing has the ability now to tie the customer purchases to advertising and other promotional alternatives to determine which are not effective.
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