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Business Analytics

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Combining Grid Computing and In-Database Processing to Solve Big Data Problems
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SAS, Teradata and Platform Computing collaborated with ComputerWorld to produce this tech dossier/white paper on using high-performance computing and business analytics to transform data assets into meaningful insights, gain faster time to results and maximize the productivity of resources to drive sustainable growth. The Tech Dossier will help prospects and customers learn how grid computing and in-database technology can be combined with SAS Business Analytics to drive proactive, evidence-based business decisions.
Best practices for managing data for advanced analytics
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The concept of analytics encompasses a wide range of techniques and processes for collecting, classifying and interpreting data to reveal patterns, anomalies, key variables and relationships. The goal is to derive new insights that drive better decisions and more effective operational processes can be achieved. That was the topic of a SAS webinar in the Applying Business Analytics series. This paper provides a summary of that webcast, which highlighted the methods and data requirements necessary to ensure the success of advanced analytic applications.
Gilt Groupe
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Online retailer Gilt Groupe understands its customers and what they want, which in turn enables them to better segment customers and drive them to the sales most relevant to them. This paper provides a summary of a webcast in the SAS "Applying Business Analytics Webcast Series" that explored how Gilt Groupe uses analytics to create a signature shopping experience with distinctive appeal for each of its millions of members, even though members have different tastes, needs and values.
Kelley Blue Book Puts a High Value on Analytics
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You would expect Kelley Blue Book to capitalize on analytics to generate more than 324 million vehicle value reports a month. But the leading provider of prices, values and reviews on new and used cars didn't stop there. The success of its valuation project led to an outpouring of demand for analytics in other business areas, such as customer analytics, Web design, product testing, demand planning, financial forecasting and market research. In this webinar conclusions paper, Shawn Hushman, Vice President of Enterprise Analytics for Kelley Blue Book, describes how his company embedded SAS® Analytics into all those facets of the business – creating a culture of analytics by gaining the necessary executive commitment, analytics talent, technology infrastructure and workflow.
How Organizations Build Success
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Studies show that companies that invest heavily in advanced capabilities outperform the S&P 500 on average by 64%.This key learning summary from Harvard Business Review featuring Tom Davenport and Jeanne Harris explores why and how analytics is key to making the best decisions for organizations and for bottom-line profitability. Learn about the analytical stages of capability, the top-performing companies that use analytics, and the mix of capabilities that are imperative for making analytics a success in any organization.
Insights from SAS and industry experts on the promise, practices and perils of business analytics in the real world
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For organizations that want to use data to guide high-risk/high-reward business decisions, spreadsheets fall short. Forward-looking organizations worldwide have been evolving from renegade spreadsheets to analytics-driven decision-making with governance. However, a lot of organizations are not taking full advantage because they are stymied by challenges related to data quality, data sharing across systems and organizational entities, isolated analytic processes, and a perennial focus on hindsight reporting rather than predictive insight. The need to change these realities was a driving force behind the SAS Applying Business Analytics webinar series for 2010. This paper presents highlights from the series.
The Transformational Path to Becoming an Analytic Insurer
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Fierce competition among insurance providers, asset managers and banks for the money and attention of customers, agents and financial advisers forces organizations to rethink and retool as they try to capitalize on opportunities in the marketplace. To differentiate themselves and capture a bigger, more profitable piece of the pie, they are turning to analytics, but technological, organizational and cultural challenges serve as barriers to implementation. This paper will help insurers develop and act on analytic strategies to enable business goals.
Eight metrics that matter
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It's no secret that using analytics to uncover meaningful insights from data is crucial for fact-based decision making. Yet when it comes to making analytics work, not all organizations are equal. The management of information – including the analytics used to transform it – is an evolutionary process, and organizations are at various levels of this evolution. Those wanting to advance analytics to a new level need to understand the analytics activities across their organization, from both an IT and business perspective. Toward that end, an assessment focusing on eight key analytics metrics can be used to identify strengths and areas for improvement in the analytics life cycle. SAS conducted a benchmark survey of more than 400 US companies across all industries to determine each organization's proficiency across the key metrics. The results of this survey are presented in this paper to provide guidance for short- and long-term efforts needed to enhance analytical effectiveness.
Going beyond inventories and calculations
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Instead of just calculating and reporting a number for compliance, organizations must go beyond calculation into activity modeling if real understanding, leadership and goals are to be achieved. Learn about the differences between calculating and modeling emissions, the critical parallels between cost and greenhouse gas accounting, collecting and managing data, and using activity-based modeling to gain invaluable insight to calculate and set reduction goals of your carbon footprint.
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While many areas of government have successfully employed aspects of fact-based decision making, current initiatives to reduce waste and expenses correspond with what business analytics offers organizations. This white paper produced by BusinessWeek looks at how government agencies are struggling to embrace the spirit of initiatives like the President's Management Agenda and how business analytics can give them an anchor on which to operate as they search for operational agility based on deeper insights, better answers and faster reaction times geared toward the future. 
TDWI Best Practices Report
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For organizations wanting to derive valuable insights through data analysis, there is certainly no shortage of analytical tools and technologies to choose from. The downside of having so many choices is that it’s difficult to know which tools to give to which users. This is further complicated by the fact that most users play multiple roles, and each role has different information requirements. Plus, these patterns vary by industry, geography, corporate culture, and individual preferences, so there is no surefire scheme for outfitting users with appropriate tools. The report brings some clarity to this complex picture by examining the landscape of available analytical tools and the types of users they serve best.
Understanding customers, global economies and human welfare with analytics
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Everyone's talking about big data – getting our arms around it and putting it to work for us. This paper summarizes a panel discussion at the 2012 SAS Financial Services Executive Summit where industry leaders shared their ideas about big data and what their organizations are doing with it. Aditya Bhasin from Bank of America talked about how to extract more value from the data you already have, even if it's just a fraction of what's out there. Robert Kirkpatrick, who leads the UN Global Pulse initiative, talked about how data can help us better understand global economies and human welfare. Charles Thomas, a market research and analytics executive at USAA, described how his company is navigating the shift to more real-time and predictive analysis.
Three key technologies for extracting real-time business value from the big data that threatens to overwhelm traditional computing architectures
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How do organizations know what they know? Do they know all they should about their data, and do they know what to do with it? The answers to those questions are being fundamentally reshaped by the concept of big data. Big data is about high-velocity data capture, discovery and analysis to extract meaningful insights from apparent chaos.

In this white paper, Mark Troester of SAS presents three technologies that can help organizations get a handle on big data – and more importantly, enable them to extract real business value from massive data volumes with big data analytics.
Combine SAS® world-class analytic strength with Hadoop’s low-cost, high-performance data storage and processing to get better answers, faster
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Hadoop is an open-source software framework for running applications on large clusters of commodity hardware. As a result, it delivers enormous processing power and the ability to handle virtually limitless concurrent tasks and jobs, making it a remarkably low-cost complement to a traditional enterprise data infrastructure.

In this white paper, Mark Troester of SAS describes key ways SAS supports Hadoop from within the familiar SAS environment – merging the power of SAS Analytics with the power of Hadoop data storage and processing.
Analytics in Action at Oberweis Dairy
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Analytics can have a significant effect on a company's performance and profitability. A webinar in the SAS Applying Business Analytics Series looked at how advanced analytics have redefined the possibilities and answered critical business questions for Oberweis Dairy. This paper presents insights from that webinar.
Unlock the Business Intelligence Hidden in Company Databases
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In spite of the promise of business analytics – and new technologies that make analytic power more accessible than ever – few organizations have taken full advantage. They have questions about where to focus their efforts, how to address data management issues, and what types of analytic techniques to use where. That was the topic of a SAS-sponsored webinar in the "Applying Business Analytics" series, in which participants offered practical advice about how to make analytics pervasive in the organization, predictive for maximum value, and proactive to drive meaningful action. This paper provides a summary of that webinar.
SAS provides a unified, agile and more effective information infrastructure to support evidence-based decision making across the enterprise
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This white paper discusses some of the key infrastructure challenges that IT faces in meeting the ever-increasing demands for intelligence across their organizations. It provides an overview of how the platform for SAS Business Analytics can help overcome those challenges. It also describes SAS strengths within each of the platform components -- data integration, analytics, and reporting. Most importantly, it outlines how SAS is here to help organizations achieve success through analytic solutions built upon an integrated framework. 
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This paper, based on research by nGenera Corporation, provides answers to six key questions that executives should be asking about how to use business analytics to improve performance and compete successfully -- from "Where should we leverage business analytics?" and "What's the payoff?" to "What kinds of people do we need?" and more.
A guided tour of the latest information dashboard capabilities
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For many business users, the search for useful, valuable information is time-consuming and inefficient. Business visualization can transform how you see, discover and share insights hidden in your data. This paper offers highlights from a September 2010 webinar that showed new ways business users can bring movement, graphics and data together to explore data and share insights, right from the desktop.
Mobilize Those Scarce, High-Value Analytic Resources for Enterprisewide Advantage
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A growing number of organizations are creating competency centers or "centers of excellence" to overcome obstacles that prevent data and analytical talent from generating enterprisewide insight. That was the topic of a webinar in the SAS "Applying Business Analytics" series, originally broadcast in August 2010. This paper provides a summary of that webcast and makes the case for an organized, strategic and enterprisewide approach to analytics
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Many small and midsize businesses set high goals for quality – despite limited staffs and budgets. Crouse Hospital turned to SAS to help it begin using a data-driven, analytics-based approach to quality improvement efforts. Now the hospital gives stakeholders scorecards that show a continual view of all critical metrics. The hospital has improved patient care by reducing post-operative infections. It can also identify and intervene when patients are at a greater risk of readmission. Learn more about the hospital's impressive results in this webcast summary.
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Security analysts, inundated with masses of unconnected and uncorrelated data and fragmented government IT infrastructures, are calling for tools and processes that can correlate data, provide analysis and warning capabilities and improve cybersituational awareness. This paper describes how cyber-analytics gives government agencies enhanced and complementary capabilities and situational awareness about the security of their systems, networks and enterprise by monitoring activities uncovering vulnerabilities, threats and patterns integrating disparate data and predicting future threats and attacks. 
Top Trends, Ideas and Best Practices in a Maturing Data Management Practice
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Data integration involves combining data residing in different sources to provide a unified view or to make it analysis-ready. It improves the flow of accurate, enterprisewide information, enhances data quality and enables collaboration across the organization. This paper looks at the best practices involved in a maturing data management practice, as outlined in a SAS-sponsored webinar in the Applying Business Analytics series.
Chico's Has Customer Loyalty 'In the Bag'
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The women's specialty retailer, Chico's FAS Inc., needed to gain a more holistic view of its middle- to high-income clientele, but the company was operating with a fixed data model that didn't adapt well to a changing environment. Data was sent out for modeling, so the results were often stale by the time campaigns were developed. This paper summarizes an event in the "Applying Business Analytics Webinar Series," in which the company's director of CRM and enterprise information management describes how Chico's has benefited from a software-as-a-service (SaaS) solution for customer and campaign management. With its SaaS solution, Chico's can create timely, personalized offers, and has dramatically reduced the time needed to produce campaigns.
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The ability to make effective, fact-based decisions is not based on how much data you have. In fact, most organizations are awash in too much data. Consequently, organizations that can discover meaningful and predictive insights from all the data they capture are the ones most likely to succeed. This paper shows how you can use predictive analytics and data mining to reveal new insights from your data and achieve competitive advantage.
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This white paper reviews a portion of a research program conducted by BusinessWeek Research Services designed to understand how companies can optimize business analytics to improve fact-based decision making and to determine the attitudes and opinions of C-level executives with regard to the use and value of business analytics. It is part of a series of white papers for C-level executives intended to facilitate sharing the most important insights from the research. 
Insights from a webinar in the 2012 SMB Quarterly Webinar Series
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From implementation to results, this paper provides an inside look at the business issues, challenges and benefits involved in putting SAS® Analytics to work at TrueCar.com, an online automotive information and communications provider. Mikhail Semeniuk, Director of Analytics at TrueCar, explains how his company developed an analytics platform that didn't require a large staff but was flexible enough to grow with the company and powerful enough to better manage data and create fast, accurate forecasts.
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Amid the current climate of greater demand for both environmental awareness and corporate accountability, organizations are finding that success is increasingly being measured not only by financial performance, but also by ecological and social accomplishments as well. In addition, the current economic climate has reinforced the need to plan for long-term success. This white paper, based on a launched research program conducted by BusinessWeek Research Services, looks at how the most forward-thinking enterprises are using analytics to their advantage by applying it to sustainability.
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Data is today's most effective competitive weapon. But how does an organization make the best use of data, and what is the proper role of IT? Based on insights from IT leaders about their companies' use of data analytics and their involvement in it, this paper describes how organizations can foster a culture of data analytics that promotes cooperation and collaboration between IT and business.
How to get more accurate forecasts with less cost and effort
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Organizations spend much time and money searching for a magic formula for the perfect forecast, yet still get bad forecasts. But it doesn't have to be this way. This paper provides a summary of a webinar in the SAS “Applying Business Analytics” series originally broadcast in July 2010 that discussed how businesses can achieve better accuracy and forecasting process efficiency by understanding the nature of demand patterns and where forecasting process is adding value — or not.
Business analytics is the key to moving beyond what was and is to embrace what will be, should be and can be.
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While IT has gotten good at collecting and storing information, business today demands that we make better use of data – turning it into a business asset to make proactive business decisions. This white paper examines the challenges organizations face in managing information as an asset and explores strategies that use business technology to integrate data across the entire organization for better decision making.
How IT executives can use analytics to create innovation and business success
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Companies fight every day to defend their markets, find and keep their customers, and grow in the face of intensifying competition. To keep pace, executive teams and boards are expecting their CIOs to do more to help their businesses thrive and excel. But where should CIOs' focus be as they lead their organizations forward? According to Eric Williams, Retired Chief Information Officer at Catalina Marketing Corporation, the dominant trend pointing the way forward is speed of knowledge – about the business, markets and customers. Analytics enables speed of knowledge and the associated business agility, rapid decision making and innovations that enhance competitiveness. In this paper, find out why speed of knowledge is so critical to business success – and why CIOs that lead their organizations to invest in it become trusted strategic advisors.
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Organizations use data to make timely, strategic decisions, but are hindered by spreadsheets and static charts that make it difficult, or impossible, to take full advantage of the information at hand. This paper describes how, by incorporating advanced business visualization tools, organizations can enhance the power of their information.
A Guide for Embedding Business Analytics in Your Everyday Processes
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Once mainly used in traditional batch-type environments, analytics is now being embedded into real-time business decisions, operations and processes to create immediate and significant value. In this conclusions paper from the first event in the 2012 Applying Business Analytics Webinar Series, Malene Haxholdt of SAS describes strategies and processes that an organization can take to transform business analytics from a standalone activity into a critical asset that is embedded into daily operations and business decisions.
Insights from a webinar in the Applying Business Analytics Webinar Series
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With high-performance analytics, modeling processes that used to take hours or days to run can now be run in mere minutes. Dedicated analytics appliances, in-memory processing and other technology advances help analysts run more complex models with more variables against larger data sets and more iterations – all of which leads to better decisions, faster. In this conclusions paper from the 2012 Applying Business Analytics Webinar Series, three SAS analytics experts discuss why the time is right for game-changing analytics, what new analytic algorithms and appliances can do for you, and how to get started on this path.
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It's easy to become overwhelmed by the growing volume, velocity and variety of big data. While it can be the key to uncovering profitable insights and answering complex questions, many organizations struggle to store, manage and analyze this valuable resource. The missing piece to the big data puzzle could be Hadoop, a computing framework that allows for distributed processing of large data sets across multiple computers using simple programming models. This paper summarizes a webinar in which three SAS experts discuss how Hadoop works and why it's important, how Hadoop can address big data challenges, and how advanced analytics can enhance and streamline Hadoop.
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This paper reviews a portion of the research done by BusinessWeek Research Services to determine the attitudes and opinions of C-level executives with regard to the use and value of business analytics and provides analysis and insights on the topic of business analytics.
Insights from a webinar in the SAS Applying Business Analytics Webinar series
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More than half of all standard reports generated aren't being used by anyone. Executives request way more information than they actually use in decision-making. Every decision a CEO makes is based on incomplete information – generally less than 10 percent of the data you'd see in a typical business school case study. That was the word from renowned futurist and author Thornton May, speaking in a SAS webcast in the Applying Business Analytics series. This paper summarizes the webcast, where he provided practical yet visionary advice for "framing the future and ending the data wars."
A selection of articles by thought leaders that appeared in previously published material from Financial Times Business Enterprises Ltd.
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No industry has faced greater changes and challenges than the financial services industry – and no other industry has greater opportunity, either. The articles in this collection address both the opportunities and obstacles that the financial services industry may encounter in the coming months and years as the banking industry looks to embed itself firmly in the digital age, with all the possibilities and perils that it brings.
Law enforcement's opportunity to prevent crime with data integration, reporting and predictive analysis
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From the patrol officer to the chief executive, law enforcement faces myriad challenges that push them into necessity-driven, reactive approaches. With the lack of resources, changes of scope and nonintegrated information, new opportunities to innovate and advance policing will have to emanate from the maximized utilization of the resources that remain: existing staff and accessible information. By pulling together operationally relevant intelligence from vast sources of internal and external data, law enforcement agencies can see the big picture and the critical information necessary to do their jobs effectively.
Common pitfalls and best practices for IT executives
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As analytics gains momentum in its ability to transform business processes, it's no secret that information technology can help accelerate the pace of those opportunities. As business managers and analysts, IT professionals and executives, data miners and statisticians are increasingly dependent upon analytics to do their jobs and make informed decisions, the pressure is on the CIO and IT executive to deliver more business value through analytics. An enterprise approach to analytics can deliver more strategic value to your business by leading your executive team to adopt analytics-driven planning and decision making. This paper outlines the essential components to a successful enterprise analytics strategy, including common pitfalls and best practices for each, to enable all of your departments and lines-of-business to fully leverage predictive analytics for true business transformation.
How a customer-centric data repository and marketing analytics engine can boost your relevance and results
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Facing a more competitive environment than ever, communications service providers have needed to redefine their sales and marketing approaches. As in many industries, the traditional, product-centric approach doesn't align with what subscribers want or need, which can remind customers that it's not about them. In this white paper, Ken King of SAS describes how a marketing analytics engine can resolve these issues and deliver better results with the same resources. In addition to creating a 360-degree view of customers, one service provider found that its marketing analytics engine trimmed campaign development time from three weeks to one and improved campaign close rates by more than 250 percent.
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This IDC paper, sponsored by Platform Computing and SAS, focuses on the value of deploying business analytics solutions on grid computing platforms. It discusses high-performance computing environments (evolution is moving from clusters to grids to cloud computing), the reasons for choosing business analytics software on grid computing platforms and the benefits achieved by three organizations. These case studies illustrate how SAS Business Analytics and grid computing technologies can enable competitive differentiation, even with increasing data volumes, challenging and ever-changing decision-support requirements, and pressure on IT departments to do more with less.
Corporate strategies for the social web
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Learn how technology is changing the way leading organizations like Lenovo, Toyota, American Express, Dell, Mayo Clinic and more interact with their customers, define customer value, and sustain and grow customer relationships.  This report, based on an online survey of 391 senior executives conducted by the Economist Intelligence Unit (EIU), provides great insight into how these top performers are currently using technology to understand their customers, how social media fits in and influences their strategy, how they track customer insights, feedback and risk, and how they measure customer value. 
Industry leaders weigh in on how pharmaceutical companies can exploit predictive analytics to improve their commercial programs
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The pharmaceutical industry is facing trends that will continue to erode profitability if the sales and marketing model does not change.  Prevailing market forces, regulatory constraints and the scrutiny of senior management make it more critical than ever to show results—fast.  But how do you determine which actions will most effectively build brand equity, accelerate the path from product launch to peak sales, maintain physician loyalty and contribute to the overall company mission? In this white paper, industry leaders weigh in on how pharmaceutical companies can exploit predictive analytics to improve their commercial programs.
The role of business analytics in transforming banking
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Executives charged with the task of putting banking on a safer, more promising footing in the wake of a global economic slowdown need to be armed with trustworthy, complete facts and analysis. This paper looks at how adopting a business analytics framework enables decisions to be based on true knowledge and predictive insight – adjusted for known risks, across the institution's business units, functional areas and channels.
SAS delivers solution building blocks for empowering strategic business decisions within your existing technology environment
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This white paper describes how SAS provides a single framework to meet all business analytics requirements, without the need to continually install new components. The SAS architecture provides a core set of capabilities that work together out of the box and can be easily extended to add more functionality or integrated with other parts of an IT infrastructure.
Configuring for High Availability
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High availability refers to the ability to consistently keep information systems operational and accessible to the organization. There are many options for configuring the SAS environment to be highly available. This paper discusses best practices for configuring primary and standby environments; explores native SAS options that support high availability; discusses how to use grid technologies to better leverage existing resources; and includes a section on SAS integration with hardware virtualization technologies.

This paper is meant as an introduction to designing, installing and configuring SAS environments to meet high-availability scenarios, and includes a number of reference sources for more information.
End-to-end continuity, cohesion and governance for the entire information path - from raw data to analytic insight delivered at the point of decision.
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The terms "data management" and "information management" are often used interchangeably – but SAS has a much broader interpretation for the latter. Data management is concerned with data integration, data quality and master data management; information management is about using that data to create business value. In this white paper, Mark Troester of SAS describes a holistic information management approach that brings much-needed governance and efficiency to the entire continuum from data to analytics delivered at the point of decision.
Drive evidence-based decisions across the enterprise through a single, agile and more effective information infrastructure
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Business users are being asked to optimize business operations and solve complex business issues using analytical methods ranging from simple to sophisticated. But how and what does IT have to do to enable a new generation of business analytics applications, tools and processes? With increasing pressure to manage IT operations and budgets, what is the best way to make powerful new capabilities available to business users? Is it possible to enable enterprise analytics without stifling innovation and overinvesting in multiple point solutions?   SAS® Business Analytics – delivered through a single, flexible framework – provides IT leaders with the solutions, technology and services to leverage the value of business analytics across every line of business while safeguarding the performance excellence of operational systems.

Read on to learn more about SAS' measured, scalable approach for helping IT deliver value across the enterprise.
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The utility industry is adopting analytics as a way to make more informed decisions, break down information silos and share findings across organizations. This paper reveals the results of a survey of different types of utilities and their analytics usage. It measures the industry's current analytics usage, biggest barriers to analytics deployment and details ways to overcome common challenges (such as budget and time constraints) to ensure utilities that use analytics are successful.
Insights from a webinar in the Applying Business Analytics Webcast Series
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The California Independent System Operator is a nonprofit corporation charged with operating most of California's high-voltage wholesale power grid. Within the organization, the Department of Market Monitoring keeps a close watch on market performance to identify potential anti-competitive market behavior or market inefficiencies. In this paper, Jeff McDonald, Manager of Market Analysis and Mitigation, describes how his group customized its SAS® Business Intelligence solution to mirror the department's unique way of working and provide a self-service analysis and reporting environment, with only minimal reliance on IT.
Improve Decision-Making by Incorporating Unstructured Data - Words and Images - into Analytic Processes
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Organizations are awash in data churned out daily by operational/transactional systems, imported from purchased databases and propagated through analysis and reporting. But that's only the tip of the data iceberg. By some estimates, a minimum of 70 percent of data is actually unstructured data – freeform text, images, audio and video captured from online and offline sources. That's where text analytics comes in. But how can a machine interpret the nuances of human language and other freeform information and use it for meaningful structured analysis? That was the topic of a SAS webinar in the Applying Business Analytics series, originally broadcast in April 2010. This paper provides a summary of that webcast.
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This SAS-sponsored IDC white paper examines why organizations of all sizes and in all industries are turning to business analytics solutions to automate or support decision making. Based on user surveys and ongoing IDC coverage of the business analytics market, the report highlights how you can successfully deploy business analytics throughout your organization; retain customers, uncover cost-cutting opportunities and address compliance issues; use business analytics to give decision makers at every level quick access to accurate information; and ensure data quality and efficient data management within your organization. 
What is the future of SAS® Business Analytics from a technology perspective?
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This paper describes the future of SAS® Business Analytics from a technology perspective. During the next few years, SAS will continue driving innovation and delivering new capabilities, technologies and solutions. At the same time, SAS will adapt to the ever-changing landscape and organizational requirements of customers and the marketplace. This paper outlines some, but not all, areas where SAS will focus in the next few years to build on today's solid base.
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This article reviews a portion of the research done by BusinessWeek Research Services to determine the attitudes and opinions of C-level executives with regard to the use and value of business analytics for gaining insight into customers' motivations and behaviors. 
How leading organizations are adopting a data-driven culture
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People have long preached the benefits of relying on data and insights from business intelligence (BI) and analytics to help make better and timelier decisions. A reliance on data from these tools was expected to deliver better financial performance. A global survey of 646 executives, managers and professionals across all industries and geographies revealed a significant, albeit subtle, change in decision-making processes and their use of these analytics/BI tools. This report examines the results of that survey and explores how analytics is improving — and changing — the way decisions get made.
Insights from The Premier Business Leadership Series 2013 in Amsterdam, presented by SAS
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The forces of globalisation and technology – particularly the Internet and big data analytics – are reshaping everything about how humans and organisations work. How business leaders define, understand and prepare for this transformation will be central to their success in the coming years. This white paper presents highlights from the Amsterdam edition of the conference series, particularly Lynda Gratton's keynote address on "The Promise of Technology" and two panel discussions featuring leaders of companies that deal with the challenges of big data analytics every day.
Trends in Business Analytics: Predicting the Future of Business
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For many SMBs, there is a perception gap when it comes to business analytics . This UBM TechWeb Report – based on a June 2010 survey of 800 technology decision makers at companies with fewer than 1,000 employees – counters many misconceptions about the cost and difficulty of implementing business analytics solutions by examining several organizations' level of business analytics competency as well as various perceptions of SMB managers regarding the realization, use and benefits of business analytics.
Examining Current Preparedness for Future Demands
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An exclusive InformationWeek Financial Services survey performed in July 2010 and sponsored by SAS discovered that the majority of financial firms surveyed aren’t prepared for continued exponential data growth and ever-shrinking latency for complex analytic tasks. The report also looks at financial services firms’ attitudes and approaches to various types of risk, their current analytics platform and infrastructure, and their current plans for managing both risk and increasing amounts of data to meet future business goals and demands.
Increasing the business impact of customer insights and analytics
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The Translation Layer is the first of a three-paper series titled Increasing the Business Impact of Customer Insights and Analytics. The translation layer is defined as the role that analytical people play, or ought to play, within organizations to bridge the gap between information and powerful business applications. This paper illustrates why the analytics community must evolve to increase the impact they have on the organizations where they work.
Identifying the path to profitability
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This excerpt from Evan Stubbs' book, "The Value of Business Analytics: Identifying the Path to Profitability," examines the importance of business analytics within a variety of strategic planning frameworks, explaining why it's a key enabler for both innovation and an ability to deliver constantly growing incremental economic returns.
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Every small and midsize business (SMB) is looking for ways to gain competitive advantage, improve productivity – and ultimately increase revenue. But as explored in this paper, many don’t realize that their data is a huge asset that can be used to help them achieve their goals. The key is implementing the right analytics software. In this paper, learn how innovative companies like PSKW, a leading pharmaceutical couponing business, are using SAS analytics to turn vast amounts of enterprise data into valuable insights – and using these insights to differentiate their services and grow their business. Explore lessons learned and best practices that can help other SMBs leverage analytics as a game changer. 
The Premier Business Leadership Series, Amsterdam, The Netherlands, May 2012
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The fifth annual European edition of The Premier Business Leadership Series, which was held in Amsterdam, focused on the revolutions taking place in core decision-making processes, with an emphasis on how big data is being used through technological innovations and the application of high-performance analytics. More than 700 international executives in the audience answered on-the-spot survey questions via an electronic voting system, which enabled speakers and panelists to respond to and comment on the feedback. This report summarises each session and includes audience survey results.
The Premier Business Leadership Series, Antwerp, Belgium, June 2011
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The paper forms one of the largest and most recent global surveys conducted among international business leaders related to the impact of analytics on business. It provides insight from business leaders around the world. 
How Small and Midsize Businesses Can Rev Up Their Growth Engines with Data-Driven Insights
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Analytics is key to extracting maximum value from data and taking businesses to new levels – a fact that has not escaped the attention of small and midsize businesses (SMBs) across all industries. But most SMBs lack the IT resources or analytic talent they need to aggregate and analyze their data. They also lack the budget to hire someone with the right experience and skills. In addition, most analytic solutions are too complex and costly – or too simplistic – to suit SMB needs. This paper provides guidance on how to prepare your SMB organization for success with business analytics, and outlines what to seek in an analytics solution.

Claims Prediction

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Transforming the insurance claims life cycle using analytics
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Claims are by far the biggest expense for insurance companies. Claims payouts and loss-adjustment expenses can account for up to 80 percent of an insurance company's revenue. The way an insurance company manages the claims process is fundamental to its profits and long-term sustainability. And the role claims processing plays in customer satisfaction, renewal and retention is just as important. Predictive insurance claims processing, or claims analytics, helps insurers make the right decision, at the right time, for the right party – helping them to differentiate themselves from competitors, achieve measurable ROI and enjoy intangible benefits like better customer satisfaction.

Compliance

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Risk Appetite, Governance and Corporate Strategy
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Determining a financial firm's risk appetite is an important element of corporate governance and strategy setting, yet for many firms, risk appetite statements are not much more than empty platitudes. Effective risk management requires a comprehensive understanding of risk appetite throughout the organization, articulated in specific measures, processes and policies that are practical and enforceable. This white paper summarizes a webcast in which four experts discuss the growing importance of risk appetite in corporate governance, and why boards, executive management and business managers should view risk appetite as more than simple policy pronouncements made on an annual basis.
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The unprecedented rise of health care costs makes price transparency critical to health care reform. So that states can identify and understand variation in payment and quality across plans and providers, all-payer claims databases (APCDs) are being created that provide further benefits for health care decision makers. When data is used for decision making we see cost containment and quality improvement efforts come to fruition. This paper looks at where transparency will lead us; what an APCD looks like with its many uses; how big analytics is made possible through the database; and best practices in advocating and implementing an APCD.
Going beyond inventories and calculations
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Instead of just calculating and reporting a number for compliance, organizations must go beyond calculation into activity modeling if real understanding, leadership and goals are to be achieved. Learn about the differences between calculating and modeling emissions, the critical parallels between cost and greenhouse gas accounting, collecting and managing data, and using activity-based modeling to gain invaluable insight to calculate and set reduction goals of your carbon footprint.
Analytic, convergent tools help officers stuck in compliance 'quicksand'
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A podcast hosted by the Association of Certified Financial Crimes Specialists (ACFCS) and SAS explained the key compliance threats institutions face, such as keeping pace with tighter scrutiny from regulators and emerging risks from new payment technologies. This paper explains how converging technologies and processes across departments can help mitigate those risks and improve compliance results.
The GRC imperative to protect customer data
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Failure to protect customer information, corporate confidential data and disclosure of other non-public information can prove disastrous to a company's reputation, not to mention severe financial consequences for the institution and its insurers. This white paper examines how an Enterprise GRC solution can address this potentially devastating exposure.
Using the power of business analytics from planning to operations
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Utility companies face an unusually high number and variety of risks, many of which have serious health, safety and environmental implications. While these risks cannot be eradicated, utilities can seek to understand, manage and mitigate them. This white paper describes why utility companies that rely on the power of business intelligence and analytics can effectively manage risks and position themselves for commercial and financial success.
Achieving financial success with embedded groupwide SAS® Risk Management
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Current economic conditions heighten the need for financial services firms to accurately gauge required levels of regulatory compliance and economic capital to support business strategy and risk appetite. More regulations are on the way, demanding transparency, accurate information about company operations, robust and comprehensive risk management, regulatory compliance and efficient governance. What does this mean for many organizations? This paper takes a step back to examine how all components of a successful company must work in an integrated manner in order to produce the best results, and how SAS approaches governance, risk, compliance and performance management issues by providing a comprehensive framework for analyzing and managing risks in the context of corporate strategy and performance.
Achieving success with embedded agencywide SAS® Risk Management
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Current economic conditions heighten the need for government to accurately gauge regulatory compliance and capital to support business strategy and risk appetite. More regulations are on the way, demanding transparency, accurate information about government operations, robust and comprehensive risk management, regulatory compliance and efficient governance. What does this mean for government organizations? This paper takes a step back to examine how all components of government must work in an integrated manner in order to produce the best results, and how SAS approaches governance, risk, compliance and performance management issues by providing a comprehensive framework for analyzing and managing risks in the context of government strategy and performance.
How banks should leverage technology to capitalize on regulatory change
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A wave of regulatory reform is forcing banks to revisit the technology used to measure and manage risk. This presents an opportunity to develop IT capabilities that provide a more nuanced view of how and where banks utilize their financial resources. This paper, written jointly by SAS and Boston Consulting Group, examines this issue in the context of a framework and process designed to help banks improve their risk-IT architectures.
Understanding ORSA and Other Emerging Global Insurance Regulations
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The insurance industry continues to be one of the most regulated industries in the world. Today, they face a host of new regulations that go beyond simple compliance. For example, European insurers are consumed with implementing Solvency II, which will take effect in 2016 – and other countries, including the United States, are seeking to implement their own version of it as well. At the heart of many of these new regulations is the requirement that insurance companies perform an Own Risk and Solvency Assessment (ORSA) – a self-assessment of their current and future risk. This white paper will discuss ORSA requirements in more detail and the concept's impact on insurers globally.
How to meet the growing demands of financial regulation and gain competitive advantage
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The regulatory landscape for financial institutions is changing more rapidly than ever before. Governments and regulatory bodies are introducing new laws and rules, and increasing the burden of compliance. This white paper summarizes the nature and scale of these regulatory shifts, shows what firms have to do to comply with new regulations, and discusses the role that business intelligence and analytics have to play.
Transcending operational silos through GRC collaboration and automation.
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This paper describes how an Enterprise GRC solution can address the key challenges compliance teams face – leading compliance initiatives to ensure organizations stay compliant with emerging regulations, improving efficiency of their teams by optimizing compliance processes and costs and improving effectiveness by automating compliance processes and increasing collaboration with risk management and internal audit teams.
Achieving the vision with enterprise governance, risk and compliance (GRC)
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In the wake of recent legislation, corporate boards are requiring greater risk management information, right down to the operating unit level. This white paper discusses how an enterprise GRC program enables companies to strengthen governance and foster trust through early and systematic management of risk exposures and disclosures; effective auditing and internal control monitoring; prevention and detection of violations of laws, regulations and policies; and formulation of well-aligned and executed business strategies.
Achieving the vision with enterprise governance, risk and compliance (GRC)
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Far greater collaboration is needed across the boundaries of governmental agencies than what exists today. Certainly, distinct organizational units will persist for functional and legal reasons, but they should operate in unison, rather than as silos. GRC is an approach in which an organization integrates its governance, risk and compliance activities to meet or exceed performance goals, while staying within the bounds of prudent risk taking, policies, laws, regulations and agreements. This white paper describes how an enterprise GRC solution can provide a deeper understanding of common goals and what needs to be accomplished at all levels in every operating unit of a governmental organization.
An enterprise strategy to detect fraud across all government programs and services
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To gain an edge over their competitors and raise profits, many business owners illegally define their employees as exempt independent contractors, costing state and federal governments untold billions of dollars annually and putting workers at risk. The information needed to identify employee misclassification is spread across many departments in state and federal government, as is the responsibility for enforcement, making detection and prevention difficult – if not impossible. Authorities must incorporate strategies and detection tools that take an enterprise approach to combat employee misclassification. This paper explains how, using the SAS® Fraud Framework for Government, some governments are consolidating information and utilizing sophisticated analytics to provide robust detection capabilities across all government programs and services to identify perpetrators and end this illegal practice.
And its impact on technology and operations
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In 2014, the first regulatory requirements of the Foreign Account Tax Compliance Act (FATCA) will require financial institutions across the world to comply with new reporting and withholding requirements. This necessitates new operational systems designed to identify US tax-liable entities at the point of on-boarding and a holistic view of existing client and account bases to run the appropriate FATCA scoring of a full client relationship. This white paper takes a look at both the immediate and long-term implications of FATCA and outlines how SAS can help FFIs prepare for the challenges ahead.
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Anti-Money Laundering

Making the case for integrating fraud and anti-money laundering processes
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The financial services industry has traditionally viewed anti-money laundering (AML) compliance and fraud detection and prevention as separate disciplines with different missions – one focused on avoiding fines and the other on averting losses. Yet there are natural synergies between these areas and compelling benefits to be gained from integrating them. This white paper describes the limitations of traditional, siloed approaches to managing financial crimes – and the five key capabilities an integrated fraud and AML platform should offer.
Analytic, convergent tools help officers stuck in compliance 'quicksand'
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A podcast hosted by the Association of Certified Financial Crimes Specialists (ACFCS) and SAS explained the key compliance threats institutions face, such as keeping pace with tighter scrutiny from regulators and emerging risks from new payment technologies. This paper explains how converging technologies and processes across departments can help mitigate those risks and improve compliance results.
Online banking, mobile banking and card fraud
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Understanding current trends in electronic fraud, identifying key risk areas and incorporating state of the art solutions to combat fraud will help financial institutions provide a risk free banking environment and boost customer satisfaction. This whitepaper, which presents the results of a study conducted by Javelin Research Group on behalf of SAS, delves into the nuances of overall electronic banking fraud, the mobile channel as an emerging area for electronic fraud and current software, programs and processes in place to stop card fraud. It concludes with recommendations on future fraud prevention strategies.
SAS® Anti-Money Laundering enables financial institutions to meet expanded requirements for due diligence
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Financial institutions are finding it necessary to strengthen their anti-money laundering (AML) platforms to stem the tide of illicit financial transactions and meet new regulatory mandates. For enterprises with moderate to high risk exposures, this calls for a rigorous automated system based on dynamic risk assessment. This white paper discusses how SAS Anti-Money Laundering enables institutions to create an enterprisewide view of customer relationships and risks, monitor activity using multiple detection methods, adapt that monitoring as appropriate for each customer's risk classification, investigate and document suspicious cases, and produce required regulatory reports – all within an integrated solution built on award-winning SAS data management and analytic capabilities.
How Financial Institutions Can Use Predictive Analytics to Pinpoint Suspicious Activity
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BSA compliance is clearly something all financial institutions need to take seriously. The challenge is that high transaction volumes from online and mobile banking services give criminals considerable cover for money laundering schemes. Identifying a suspicious transaction is like finding a needle in a haystack. This paper presents insights from a presentation at the ACAMS AML & Financial Crime Conference on how to modernize anti-money laundering (AML) practices using sophisticated analytics capabilities which can significantly improve the effectiveness of suspicious activity monitoring efforts.
SAS Anti-Money Laundering: An integrated framework for risk scoring, alert generation, investigation and reporting
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Financial institutions must strengthen their anti-money laundering programs to identify and report suspicious activity, meet new regulatory mandates and manage compliance risk. Read this white paper to learn how SAS Anti-Money Laundering can help you detect unknown behavior patterns, gain a clearer view into transactions and report suspicious activity.
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Basel II

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As today's regulatory and financial environments evolve in the banking sector, efficient capital management has assumed a status of paramount significance. This paper illustrates an approach to managing capital that will enable banks to proactively steer the vital components of strategic plans – product mix evolution, revenue growth and risk appetite. It postulates that banks must manage strategic planning life cycles in tandem with risk appetite and forward capital position. Further, it illustrates ways to make capital management – that is, forward-looking planning and short- to midterm utilization – more efficient and more oriented to risk-adjusted performance measures.
Deriving Business Benefits from Risk-Based Capital Adequacy Regulations
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Regulatory agencies in several jurisdictions have sought to augment regulatory requirements put forth by the Basel Committee on Banking Supervision (BCBS) following the financial crisis by mandating that banks define a forward-looking capital plan that incorporates stress scenarios. The new regulations may force banks to redesign their risk modeling, data infrastructure and technology components, as well as more closely integrate their risk and finance departments – which historically have been managed separately. This white paper discusses how banks can successfully cope with the growing regulatory burden by adopting solutions that not only meet current regulatory requirements, but are also flexible enough to address future requirements. The paper also explains how banks that demonstrate a better ability to measure and manage risk can derive business benefits from these regulations and emerge as winners.
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In the wake of the financial crisis, forward-looking banks are trying to make the risk function a more integral element in everyday business decisions. This paper, produced in partnership with the Global Association of Risk Professionals (GARP) following a webinar on the same topic, examines how banks are using risk analytics to create a competitive advantage.
How banks should leverage technology to capitalize on regulatory change
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A wave of regulatory reform is forcing banks to revisit the technology used to measure and manage risk. This presents an opportunity to develop IT capabilities that provide a more nuanced view of how and where banks utilize their financial resources. This paper, written jointly by SAS and Boston Consulting Group, examines this issue in the context of a framework and process designed to help banks improve their risk-IT architectures.
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Fair Banking

Dynamic-Conditional Process improves standard regression approach
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The federal government has enacted laws and standards making discrimination in lending illegal. To help financial lenders improve the accuracy of their disparate treatment testing evaluations, SAS has developed a methodology called the Dynamic-Conditional Process (DCP). This methodology dynamically classifies lending decision factors and captures variations in policy thresholds among loan products, markets and/or programs. Read this white paper for an introduction to the DCP methodology.
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Solvency II

Building the bridge to competitive advantage
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Solvency II is set to come into effect on January 1, 2014, but there has been a recent proposal to extend the deadline for Solvency II compliance by one year based on the UK's Financial Services Authority findings that many insurers have a lot to do before they reach the Solvency II standards. SAS sees the proposed extension as an opportunity to take a structured approach to the Solvency II transformation project. In this paper, SAS shares its insight into the challenges insurers are facing in the countdown to Solvency II and outlines the SAS® solutions that can help them to prepare.
A critical partnership
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There is no doubt that Solvency II is a hot topic within any insurance or reinsurance organisation operating in the European Union (EU). The goal of Solvency II is to unify the EU insurance market and enhance consumer protection. This paper explains the importance of data management in helping companies respond appropriately to Solvency II, identifies where data management fits into the Solvency II regulations and details how SAS can not only help you comply with regulations, but take it to the next level by providing incremental benefits. This paper does not extensively explain the Solvency II regulations – especially not risk calculation.
Understanding ORSA and Other Emerging Global Insurance Regulations
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The insurance industry continues to be one of the most regulated industries in the world. Today, they face a host of new regulations that go beyond simple compliance. For example, European insurers are consumed with implementing Solvency II, which will take effect in 2016 – and other countries, including the United States, are seeking to implement their own version of it as well. At the heart of many of these new regulations is the requirement that insurance companies perform an Own Risk and Solvency Assessment (ORSA) – a self-assessment of their current and future risk. This white paper will discuss ORSA requirements in more detail and the concept's impact on insurers globally.

Corporate

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A white paper on education in the 21st century by Dr. Jim Goodnight, SAS
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To meet global competition, a nation must spend more on education. While that is true, it is even more important how the money gets spent. There is legitimate concern in both Europe and the US that education systems are not fully preparing communities to thrive in today's knowledge-based economy. Indeed, if communities and countries want to prosper on the road ahead, we must support bold, innovative, and transformative education policies and practices. This white paper presents five guiding principles for evaluating 21st century educational policies.
A Corporate Statement of the SAS Commitment to Product and Service Quality and to Customer Satisfaction
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This paper discusses the role of quality in SAS products and services, particularly as it relates to SAS 9.3. You will learn about the importance of quality in every aspect of the company, from personnel to research and development, production and customer service. The paper also includes six appendices addressing specific issues such as FDA compliance and employee training.
A Corporate Statement of the SAS Commitment to Product and Service Quality and to Customer Satisfaction
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This paper discusses the role of quality in SAS products and services, particularly as it relates to SAS 9.4. You will learn about the importance of quality in every aspect of the company, from personnel to research and development, production and customer service. The paper also includes six appendices addressing specific issues such as FDA compliance and employee training.
A corporate statement of commitment to extend The Power to Know to all SAS customers
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Accessible software is designed to be usable by people who have diverse impairments or disabilities and who use assistive technologies to meet their needs. SAS believes that we have a legal, economic, and moral imperative to deliver software that works with assistive technologies. Read this paper to learn about SAS' commitment to providing accessible software products and documentation through the ongoing evolution of our product lines.
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DataFlux

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This paper discusses a hybrid approach to transliterating and matching Arabic names, as implemented in a knowledge base (KB) used by data management software systems. The approach to transliteration relies on a lexicon of names with their corresponding transliterations as its primary method, and falls back on Perl regular expression rules to transliterate any names that do not exist in the lexicon. Transliteration in the KB is bidirectional; the technology transliterates Arabic names written in the Arabic script to the Latin script, and transliterates Arabic names written in the Latin script to Arabic. Arabic name matching takes a similar approach and relies on a lexicon of Arabic names and their corresponding transliterations, falling back on phonetic transliteration rules to transliterate names into the Latin script. All names are ultimately rendered in the Latin script before matching takes place. Thus, the technology is capable of matching names across the Arabic and Latin scripts, as well as within the Arabic script or within the Latin script.
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Generally speaking, models are abstractions of real-life systems used to facilitate understanding and to aid in decision making. However, models mean different things in different disciplines. Engineers, financial analysts and statisticians all employ modeling as a core tool, but each discipline would define models differently. Even with the differences in how models are defined and developed, all disciplines need ways to communicate models, perform what-if analyses and simulations. This paper highlights the use of the different model profilers in JMP to visualize and perform what-if analysis and Monte Carlo simulation for models defined using SAS/STAT®, Microsoft Excel and engineering tools.
A Streamlined Application for Analysis of Expression CHP Data in JMP® Genomics
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Analysis of microarray data is used extensively to search for and discover clues to the molecular causes of important biological phenomena. As microarrays increase in popularity, the demand has grown for biologist-friendly applications that simplify the quality-control and analysis processes and present useful graphical representations of high-dimensional data sets. Expression Console, recently introduced by Affymetrix, provides a simple interface for normalization and summarization of data from Affymetrix CEL files to produce CHP files for further analysis. This paper explains how the Affymetrix Expression CHP Wizard in JMP Genomics automates many steps in a comprehensive microarray analysis workflow by combining an interactive interface with standard JMP Genomics tools.
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Exon analysis is a powerful complement to traditional 3’ expression analysis, providing new opportunities to identify biologically relevant splicing patterns. Alternative splicing is already known to play a role in guiding developmental processes such as tissue differentiation (3), and changes in alternative splicing patterns have been associated with cancer and other diseases. As next-generation sequencing technologies expand in popularity, knowledge of common and rare alternative splicing events is likely to expand greatly, further increasing the size and complexity of these data sets. JMP Genomics meets this challenge with intelligent filtering capabilities to reduce large data sets to reliable results, and powerful analytics capable of distinguishing statistically relevant exon-level and transcript-level changes using any platform that may detect alternative splice events.
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Release 3.1 of JMP Genomics software from SAS adds specific menu items for copy number analysis. In this white paper, we will review a simple JMP Genomics workflow to determine differences in copy number or B-allele frequencies. These workflows have been tested on Illumina DNA Analysis BeadChips, including the Human1M DNA Analysis BeadChips.
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Statistical methods and software available for identifying common and rare copy number variations (CNVs) are still evolving. Here, tools in JMP Genomics 4.1 were used to find shared regions of CNV and correlate SNP intensities with gene expression differences. A similar approach can be applied to examine pairwise correlations between other genomic measures.
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This white paper, together with our live Web training sessions, is intended to give existing and new customers and evaluators a brief overview of the JMP® Genomics solution and an introduction to some of the features in JMP Genomics 4.1 pertaining to the import of genetics data from external sources and an introduction to the Basic Genetics Workflow and various analysis options, including principal components analysis, linkage disequilibrium and haplotype analysis.
By Stephen Few, Perceptual Edge
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What-if scenarios that predict what might happen given different business conditions and decisions are most enlightening when we understand the relationships between the variables that influence potential results. Data visualization expert Stephen Few describes the characteristics of good visual analytics and describes how to use the JMP Prediction Profiler to build predictive business models and interact with data and graphs to observe how changes in one variable influence changes in the others.
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Statistical intervals can be confusing, even in the minds of those who use them often. This paper uses an easy-to-understand manufacturing example to describe the differences between confidence, prediction and tolerance (enclosure) intervals. The author provides formulas plus the simple steps for implementing each interval type using JMP menus.
An Innovation in Time-Series Analysis
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By putting data in motion, people can spot trends and see details they might otherwise miss. That's a guiding premise of this white paper from data visualization expert Stephen Few. Find out how interactive graphs lead to valuable analytical insights, illustrating not just the degree of change from one point in time to the next, but also the shape, velocity and direction of change.
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Visual Six Sigma is a practical and pragmatic approach to data analysis and process improvement. Visual Six Sigma deploys easy-to-use, highly visual software  that can accelerate the process of analysis and eliminate the need for advanced statistical analysis in all but the most complex situations. This paper uses as case study to describe and illustrate the Visual Six Sigma.

Customer Relationship Management

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Three essential capabilities for life sciences companies that want to execute precise marketing programs, on time and on budget
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Could your best marketing plans and strategies be undermined by inefficient execution? The pharmaceutical industry has been very good at increasing efficiency and driving down costs in departments such as R&D and manufacturing, but it tends to lag in optimizing the processes that actually execute marketing campaigns. This white paper describes three key capabilities that provide the required management rigor – the foundation for delivering more campaigns, faster, with better visibility, accountability and results.
The new edge for building customer loyalty and your brand
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Although relatively new on the scene, social media has become a powerful force – growing fast in scope, audience and influence. This paper shares insights from a webinar in the AMA Marketing Effectiveness Online Seminar Series, presented in association with the American Marketing Association and SAS, in which panelists discussed how to engage customers on social media to heighten brand awareness, spread your message, drive traffic to your website, and boost search engine rankings, awareness and affinity.
Results of the 2010 RIS/IDC Supermarket Benchmark Study
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This paper shares insights from Joe Skorupa, group editor-in-chief of RIS News and Neil Thall, president of NT2, Inc. who participated in a SAS-sponsored webinar in July, 2010.

Supermarkets have emerged from the current economic crisis in better shape than most other segments in retailing. What did the successful companies do differently? How did grocers respond to the economic pressures? Where did they invest their creativity and capital? What strategies did they take to trim operating expenses without diminishing the customer experience? Panelists pointed to five notable trends that emerged from the study, which spanned several tiers of supermarket chains.
Convergence + intelligence = profits
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Many providers are struggling with the increasing complexity and cost of networks, service choices and business processes. Read this white paper to learn how a customer value optimization approach can help service providers understand how customers engage with the company, identify ways to reduce churn, and systematically record customer management activities and results. You will also learn how a customer value optimization approach transformed the profit picture for a top-tier wireless carrier.
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The growing adoption of advanced analytics changes the relationship between marketing and IT. When you get into the realm of advanced analytics, it's not about just turning up a system or keeping the lights on, but about fully engaging with IT on things that can change daily, and getting information out to marketers to make well-founded decisions. This white paper summarizes a webinar co-sponsored by the American Marketing Association and SAS, in which top executives from SAS marketing and IT teams describe the value they see in a close partnership between their groups – and the steps they have taken to get there.
Using analytics to make smarter marketing decisions and maximize results
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Everybody's talking about customer analytics and how they can help organizations market more effectively. But for many marketing professionals today, there's a gap between theory and execution. This paper provides managers and other marketing professionals an introduction to applying analytics to marketing to significantly improve outcomes. It explains not only why you need to make this shift to analytically driven marketing strategies and plans, but also how you get started and what kinds of tools you need to develop and execute plans.
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Lack of insight into managed markets data means information lies stagnant on spreadsheets, takes much longer to gather and views all health plans as essentially the same. And the risk of continuing on this "do nothing" path is losing not only insight, but any chance of profitability.

This white paper describes how the managed markets industry can capture both organizational efficiencies and profits by harnessing data with advanced analytics.
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What if every time customers interacted with your Web properties, they got exactly what they needed or wanted, in a minimum number of clicks, with a minimum amount of time spent on your website? This white paper summarizes a webinar in which Suneel Grover of SAS showcases technologies that help you understand how customers interact with a website, how to target the right customers (such as those who have expressed an interest in your product or service but have not yet made a purchase), and personalize interactions with individual customers so the content or offers are timely and relevant.
Insights from a SAS-sponsored webinar with "Electric Light & Power" entitled The Customer-Centric Utility: Employing Analytic Strategies for Improving Outreach and Operations
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In the smart grid/smart meter era, data integration strategies that enable analytics and optimization can transform how utilities view customers and provide many opportunities to boost returns. But to achieve a customer-centric orientation, utilities must be able to: • Find profitable growth opportunities. • Optimize marketing communications. • Maximize cross-business impact.

Based on a SAS-sponsored webinar with Electric Light & Power, this paper can help utilities understand how to approach this fundamental change to their business.
Measures For Success
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This collection is part of the ANA Magazine Thought Leadership Series sponsored by SAS. The articles explore the variety of ways to use analytics to create marketing functions that are more accountable and profitable. Learn how Staples used analytics to increase campaign response rates.
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How are government agencies using analytics to generate new intelligence from text and social media? What tactics, techniques and best practices should they know about? How do you address emerging concerns about appropriate use and privacy of the intelligence gleaned from social media? Those were prominent questions at the 2013 SAS Government Leadership Summit. This conclusions paper summarizes a panel discussion where experts from federal intelligence agencies, the military and academia discuss "the art of the possible" with analytics of unstructured data.
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For years, retailers have struggled to measure the effectiveness of their promotional advertising efforts. Harnessing the big data within their customer and transaction files continues to be a major challenge. Approaches for gleaning true customer insights from that data are becoming more common. Measuring total shopping behavior in conjunction with specific promotions provides a better understanding of the overall impact on profitability. This paper describes how retailers are utilizing customer analytics to measure the effect that mass promotions have on the total basket spend of customers and to identify the most relevant offers for each individual customer.
Enabling better management decisions
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It is no longer sufficient for an organization to be lean, agile and efficient. Its entire supply chain must also perform as the company itself does. If some customers are excessively high-maintenance, they erode profit margins. Who are these troublesome customers, and how much do they drag down profits? Once you know, what corrective actions should you take? This detailed white paper explores the value of activity-based cost management (ABC/M) in determining customer profitability. It describes the insights gained from validly measuring customer profitability and how organizations apply performance management systems to manage changing strategies for increasing profit, reducing cost and improving performance throughout the enterprise.
In-source analytics-driven intelligence to go beyond decile-based targeting
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Most pharmaceutical companies focus their sales and marketing activities on the top-decile prescribing physicians for a given therapeutic area, based on purchased data. But such practices are no longer yielding desired results. This white paper discusses why now is the right time to make sales and marketing decisions based on deeper analytic insights - using predictive modeling - and how organizations that take control over their own physician targeting will get more timely insights, targeting decisions aligned with business issues and real competitive advantage.
How to deliver insightful offers in real-time dialogue.
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This paper provides insights from a Webinar from the AMA Marketing Effectiveness Online Seminar Series, presented in association with the American Marketing Association and SAS. The webinar discussed how new technologies such as real-time decisioning and proactive marketing enable marketers to leverage customer insight right at the point of contact -- even adapting and responding to knowledge gained during the interaction as it unfolds.
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3M is a company known for innovative technology that has changed our world in many ways. So how does a company over a century old endure and continue to compete on the highest level? This Argyle Executive Forum paper features Raj Rao, Vice President of Global eTransformation for 3M, on how one of the world’s most recognized brands is evolving its electronic marketing and commerce strategy and taking on new challenges in the global electronics sector.  Learn more about how 3M is transforming their digital business, increasing online customer engagement and focusing on platform excellence.
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This is an executive leadership paper produced by Argyle Executive Forum featuring an interview with Arthur Smith, Executive Vice President and Chief Marketing Officer for Union Bank. Smith discusses his role as CMO for Union Bank and how he is leading the organization’s efforts to establish a scalable, formal marketing discipline in order to become a Top 10 Bank by 2015. Topics covered in this article include how the bank intends to differentiate its brand, how social media is changing the way it markets to and communicates with customers, and how technology is enabling the bank to improve the customer experience and empower consumers like never before.  
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This is an Argyle Conversations paper produced by Argyle Executive Forum. The four page paper features an interview with Adele Sweetwood, Vice President of Americas Marketing for SAS, on the rise of analytics in marketing and how it can help show the value of strategy. Sweetwood explains why analytics are so important to marketing today, why analytics are changing the entire culture of marketing, and how marketing leaders can build the right skills for their team in order to increase analytics in the organization.    
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This Argyle Executive Forum paper features Dina Keenan, Global Chief Marketing Officer for Claire's Store, on how Claire's is rebuilding its global marketing organization, and the challenges and the opportunities that organization is experiencing along the way. Learn the steps this top retailer has taken to reinvent its marketing organization and how it has gone from being merchant-focused to a truly customer-centric organization.
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This Argyle Executive Forum paper features Ira Gleser, Vice President of Industry Communications for Coca-Cola Refreshments, on how Coca-Cola, one of the world's most recognized brands is evolving its marketing communications strategy to serve its B2B markets most successfully while remaining true to its core message and brand.
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This is an executive leadership paper produced by Argyle Executive Forum featuring an interview with Darren Rodgers, Chief Marketing Officer for Health Care Service Corporation. Rodgers discusses the current changes in healthcare, such as the Affordable Care Act and how they are impacting the industry, marketing, and the customer experience. He also explains how Health Care Service Corporation is using customer analytics to stay ahead of these changes and keep customers satisfied. 
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This Argyle Conversations paper features an interview with Tracy Hackett, Vice President of Marketing at RBC, on how this winning bank continues to flourish. Learn how RBC is keeping its brand relevant, using analytics to shape its marketing strategy, migrating to digital channels, and continuing its innovative approach to business to stay on top.   
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Marketing has been redefined with significantly more complexity, largely due to the growth in new contact channels and interactions that are not yet well understood. How can marketers perform effectively in a landscape that is not only more complicated, but flooded in big data – one where answers are needed with new urgency? That was the focus of a recent SAS Global Forum Executive Conference session where marketing experts from the financial services and telecommunications industries looked at some key issues and best practices for campaign management in the multichannel, real-time world.
A Harvard Business Review Insight Center Report
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This Harvard Business Review Insight Center report features 27 articles that explore how to go from idea to execution. What happens after you have the big idea? How do you get from the "aha" moment to the internal and external mile-stones that dictate whether an innovative concept ever becomes reality?
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While big data offers a great promise to many organizations in its ability to allow us to see and predict human behavior objectively, there are still many challenges along the road to success. In this Harvard Business Review paper, author Alex “Sandy” Pentland names big data’s four biggest obstacles and offers excellent insight into the changes we could make to turn these obstacles into big data success. 
Greater partnership drives enterprise-wide customer centricity.
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The Chief Marketing Officer and the Chief Technology Officer typically have operated in very different worlds under the same organization. As many businesses are now embracing a customer-focused business strategy, CIOs and CMOs are coming together to achieve customer centricity. This report by the CMO Council describes how big data has become the unifying force that is inextricably connecting the role of these leaders. Download this paper to learn how the CMO and CIO are working together with big data to achieve lasting and profitable customer-centricity. 
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This Harvard Business Review paper explores how big data is giving power to businesses of all kinds to accomplish things that business executives could only dream about a decade or two ago. Read this paper to learn more about the technology that fuels big data transformations, the big data challenges that still persist, and two examples of traditional businesses that used new flows of information to radically improve performance.  
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While organizations are busy investing vast resources into big data initiatives, they may be forgetting – or ignoring – important things that could be costing them the most. In this Harvard Business Review paper, author Robert Plant explores why companies are spending millions on big data but overlooking the details that make customers happy. Learn more about the crucial elements you should be paying attention to and how these factors and big data work together for long-term customer loyalty and success.
Marketing and IT can play nice
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As the digital age moves quickly forward, marketers must adapt their own approach to include data-driven decision making. This thought leadership piece by ANA Magazine contains three excellent articles focused on data management and explores how marketing analytics helps reveal the true value of big data. Read more about how to bridge the CMO/CIO divide, the 10 best practices for marketers' big data journey and using advanced marketing analytics to deliver measurable value.
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We’re in the midst of information overload. Consumers have an endless number of options, and marketers are collecting massive amounts of data. Do we use our customer insights effectively? Are we increasing profits and deepening customer relationships, or are we misinterpreting data or using it to over communicate? This webinar summary from Harvard Business Review features customer insight specialist John Dee Fair (previously of Sephora, Wells Fargo and Williams Sonoma) and his three-step “Building Better Decisions” sales strategy. This paper addresses topics like predictive modeling and right offer/right time marketing, and outlines best practices and common pitfalls marketers encounter throughout the life cycle of a marketing campaign. 
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In a SAS-sponsored presentation, Scott Stratten, marketing strategist and author of “The Book of Business Awesome / The Book of Business Unawesome” and “UnMarketing,”  talked about some of the biggest mistakes marketers make, who really manages the brand, and what savvy companies are doing differently in this age of viral and social marketing. This paper gives the highlights from that presentation in which Stratten, with good humor, holds everyone accountable for being a marketer in ways that come through as important lessons captured in this paper.
Recounting the CTO Telecom Summit’s peer-to-peer roundtable, this paper shares CIOs’ challenges and best practices in effective customer data management.
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Recounting the CTO Telecom Summit's peer-to-peer roundtable facilitated by SAS CIO Suzanne Gordon, this paper shares the challenges and best practices in effective customer data management from the CIOs and CTOs of leading service providers. Participants addressed cultural issues, including building collaboration and information sharing, obtaining clear business objectives and bridging the business-IT divide. They also discussed technology issues, such as ensuring data quality and integration to provide a holistic customer view to business leaders.
Achieve customer-centricity by finding the most profitable growth opportunities, taking the best marketing action and maximizing cross-business impact
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This white paper provides a blueprint for action for senior marketers and decision makers across the enterprise. It provides straightforward advice on how to build a more durable and profitable customer base by:

- Building a more competitive business model. - Enabling customer-centric business strategies in a product-centric organization. - Turning expanding volumes of customer data into actionable insight for smarter decision making. - Providing a roadmap for integrating technology to achieve competitive advantage.
Insights from a panel discussion at the inaugural SAS Financial Services Executive Summit
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How does a financial services organization go about moving to a data-driven, customer-centric business model, and what can realistically be done to start moving in that direction today? That was the question of the day at the inaugural SAS Financial Services Executive Summit. This paper provides a summary of a panel discussion at the event in which professionals from the banking, insurance and retail industries shared their ideas about the critical role of analytics in making the shift to a customer focus.
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Social media networks have given organizations exciting new channels for marketing and customer engagement. Just as important, however, is that by creating data trails in social media networks, participants generate new types of data that hold great potential for customer insight. This TDWI Best Practices Report, which was sponsored by SAS, examines organizations' current practices and future plans for customer analytics technology implementations, with a special focus on how organizations are adapting to the knowledge potential as well as challenges of social media networks.
Insights from a webinar presented by Retail Systems Research (RSR) and SAS
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It isn't easy for retailers to align around customers and brands rather than sales channel, but the effort is worth it. Cross-channel shoppers are significantly more profitable than single-channel customers – 38 percent more profitable this year versus last, according to Retail Systems Research (RSR). In a SAS-sponsored webinar, Nikki Baird of RSR joined Wilson Raj of SAS to discuss the "Five Cs" of marketing, why the sales funnel is obsolete, how to capture the "haggling data" for the softer side of purchase decisions and how to keep your insight-driven marketing from being "creepy."
The State of Customer Experience Capabilities and Competencies
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This research report from SAS, Peppers & Rogers and Jubelirer Research provides insights into building authentic and profitable long-term customer relationships. The research outlined here attempts to understand how a broad range of companies manage customer experiences, explore the advantages of superior customer experience, document the enablers and inhibitors to excellent customer experiences, and assess the maturation of companies along a developmental spectrum.
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In a marketing environment driven by mobility, the Internet and free choice, your customers are more personal and immediate than ever, but they are also more elusive and fickle than ever. Succeeding requires a greater degree of customer insight – and the means to integrate that insight across all customer contact channels. In a webcast co-sponsored by the Cornell University Center for Hospitality Research (CHR) and SAS, presenters provided three distinct perspectives on how companies can capitalize on new data sources to deliver the right message to the right customer at the right time and through the right channel.
Using Analytics for Growth and Retention
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Every bank would like to have a rich well of descriptive and predictive insight about customers, but big obstacles stand in the way. In most banks, customer information is scattered across disparate databases owned by different lines of business. The insights hidden in those databases should be revealed, shared and published across the institution, but at the same time, data must be kept strictly private and protected. Amid these realities, how do you get customer data under control? How do you transform it from information into insight? What do financial institutions gain from customer analytics, and how should it be implemented?  These were the topics addressed by experts representing three different perspectives in a recent Webcast. This paper provides a summary of that Webcast.
A Harvard Business Review Insight Center Report
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This Harvard Business Review Insight Center Report is designed to highlight emerging thinking around the timely topic of big data, and how organizations can apply customer intelligence to gain deeper insights and more value from big data. This report contains 30 articles from top thought leaders, practitioners and business leaders that will enlighten and educate you on today’s cutting edge tools and technologies, privacy issues, the challenges of having customers on multiple platforms, and more. 
Industry leaders weigh in on how pharmaceutical companies can become more relevant to their trifecta of customers, physicians, payers and patients
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Up until recently, pharmaceutical companies largely followed a product-centric marketing model. However, growing threats to profitability -- such as increasing generic competition, weak new product pipelines, leaner margins, new regulatory and payer pressures, and less access to physicians -- are compelling the industry to change to a more customer-centric business model. In a recent webcast co-sponsored by Pharmaceutical Executive and SAS, experts discussed nuances and best practices around the idea of a customer-focused marketing environment, starting with a data infrastructure that provides deeper customer insights, then analyzing the data to deliver more relevant information and messaging, which in turn drives customer engagement and deeper relationships. This paper summarizes the highlights of that webcast.
A case study into the viral effect of churn and product adoption in the telecommunications industry
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In a superconnected world, consumer purchase behavior and loyalty are increasingly influenced by friends and acquaintances. What one does, others are more likely to do. Customer link analysis identifies and quantifies circles of influence among connected individuals or entities, providing new insights for predictive models.

In this white paper, Carlos Pinheiro, one of the world's most widely recognized experts on social network analysis in telecommunications, shows how customer link analysis can improve the accuracy of predictive models by up to 30 percent and identify the leaders whose influence could increase product adoption by 250 percent.
Balancing customer and shareholder value
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While it is essential to employ customer-centric strategies to improve revenue, it is also necessary to balance customer needs with shareholder value. This white paper outlines a method for achieving this balance by tying retention spending to customer financial value. You will learn how to evaluate customers by combining financial value with loyalty, and about requirements for a properly customer-focused strategy.
Insights from a panel discussion at a recent SAS® Global Forum Executive Conference
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Digital marketing has evolved to the point where delivering an omnichannel experience to your customers – an experience that is consistent and relevant both online and offline in real time – is within reach. To succeed in this converged environment, marketers will have to re-engineer how they collaborate, coordinate and use data across functional areas. This paper summarizes a SAS Global Forum Executive Conference session that looked at key issues and best practices for delivering the seamless experience that customers increasingly expect.
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It's time for managers to think about how all the social media data about their organizations can be turned into meaningful, usable information. That was the subject of a webcast in the Insights and Innovations in Hospitality and Gaming Webcast Series, co-sponsored by the Cornell University Center for Hospitality Research and SAS.
Insights from an American Marketing Association webcast presented by SAS
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Marketing is about more than just campaign management, data warehousing and social media; it's really more about connecting everything that has to do with revenue. A recent AMA webinar, sponsored by SAS, examined this concept, exploring how breaking down organizational silos, encouraging and celebrating risk-taking, and recognizing every employee and customer as a potential marketer were key strategies for driving the relevance of marketing in a digital world. This paper provides a summary of that webinar.
Expert advice for avoiding pitfalls and exceeding expectations
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Change is a given for marketers, and so is the need to create growth and increase profits. In this white paper, industry experts share lessons learned on topics like deployment strategies; organizational skill, culture and structure; approaches to avoid and approaches that exceed expectations.
Achieving success with integrated tools
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As technology resources multiply, expectations of what marketers can accomplish with these tools also increases. This white paper gives you concrete examples of how successful marketers use technology today, and their vision of how it will create deeper, more meaningful customer relationships in the future.
Top issues and key capabilities for marketers
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For marketers, efficiency is the new normal. No matter what the market throws at them – adjusted budgets, new channels, increased data volumes, etc. – marketers are expected to continue to help companies grow profitably. This white paper examines how marketing can use analytics to drive profitable growth. It follows practitioners as they use analytics to build customer relationships, deliver well-timed campaigns, share the burden of strategy and help set their future vision for the market.
Top issues and key capabilities for marketers
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While they don't exclusively bear the burden for profitable growth, marketers often feel differently. And while technology has made huge advances towards helping marketers become more profitable, understanding how to implement and use these new tools is a daunting task. This white paper, based on interviews with marketing professionals, explores how industry thought leaders use technology today, and their vision of how it will create deeper, more meaningful customer relationships in the future.
Insights from a webinar in the SAS series Measure What Matters: Redefining Marketing Success in the Digital Age
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Effective marketing is about far more than just running campaigns. It is much more than pooling marketing information into marketing databases for marketers to use. It is about connecting what marketing professionals do to the bottom line. It is possible to make that connection if companies succeed in three key ways: 1) Find the most profitable opportunities based on a common view of customers and prospects; 2) Take the best marketing action from a multitude of customers, offers and possible combinations; 3) Maximize cross-business impact and show the effect of marketing activities on overall profitability. In a webcast for marketing professionals, Steve Ashe of SAS described these three keys and showcased four analytics-based tools to achieve them: marketing automation, marketing optimization, real-time decision management, and marketing performance management. This paper provides a summary of that webcast.
Insights from the BAI Mass Affluent Executive Roundtable
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This paper captures the comments of senior bank executives from the top 50 US banks on best practices in marketing to the mass affluent segment. Rich in strategies for targeting this lucrative segment – which comprises some 40 million high-net-worth Americans – the paper explores the challenges and opportunities in attracting and retaining this diverse group of microsegments. It also covers how data management and analytics will figure prominently in whether banks can change and adapt to this next level of personalized service.
The new strategic imperative
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Loyalty 360, in partnership with SAS, set out to examine current trends in customer and loyalty programs. In an online survey conducted from November to December 2011, more than 150 customer loyalty and retention executives in both B2B and B2C companies from a cross section of industries shared their insights and experiences. The study sought to understand how businesses are addressing their customer loyalty and retention efforts in the wake of changing market and customer dynamics, and to identify the keys to effective loyalty and retention efforts.
How law enforcement can apply analytics to capture online information and turn it into intelligence for crime investigation and prevention
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This paper addresses the most pressing issues law enforcement faces in analyzing social media and how to overcome them. The caveats of the public safety sphere are unique, but they are surmountable. By identifying trends, patterns and associations of suspicious activity, social media and network analytics can make significant contributions to criminal investigations. Implementing predictive models can provide intelligence about areas of high crime probability and can determine how law enforcement resources should be deployed to respond to or prevent crime. Examples are provided for using text analytics and social network analysis on Twitter and Facebook data.
How to link social media metrics to business results
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Nothing has generated more buzz – or brought more scrutiny – than social media, specifically how to get more value out of it.  Organizations realize social media generates awareness, but can you link it to tangible business value? If you have lots of online traffic, is that a good indicator?  No. If all you’re doing is counting hits, you’re not tracking anything that is meaningful in today’s marketplace. In a webcast co-hosted by the AMA and SAS, presenters described three areas of focus for using social media, and the five best practices for being effective in social media. This paper provides a summary of that webcast.
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What do marketing and a game of pool have in common? Well, whether you're playing pool or running a marketing program, things sometimes go well for you – but sometimes they go better for your opponent. And in a game of pool, it's easy to see what's going well and what's not. In marketing, you can't necessarily observe and measure interactions, responses and outcomes with the naked eye. Instead, you have to build a solid, defined plan with diagnostic metrics. Learn how USAA used marketing analytics from SAS to evaluate its marketing efforts and return impressive results. This paper shares insights from the webinar Five Keys to Marketing Analytics Excellence – one in a series powered by Loyalty 360.
A Guide for Pharma Commercial Operations
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Data and its use to surface insights has become a principal priority for the life sciences industry. Yet using analytics to drive efficiency has been problematic for many companies as they struggle with how to improve their processes for managing their data. Life sciences organizations have to rethink the way they currently manage information, and what types of analytics they can use. Prepared by PharmaVOICE with support from SAS, this paper addresses these questions by outlining the analytical journey and the five steps to achieve analytical maturity, including a useful Analytic Maturity Scorecard.
Harness customer analytics to deliver better strategic value and business results
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Do business leaders understand and appreciate the real potential of customer analytics? If not, how can analysts evolve from being order takers to strategic advisors? Should the analytics function be centered in a core group of experts or embedded in functional areas or business units? Where should analysts focus their efforts? How can they avoid bogging down in data management and IT issues, especially in the face of a flood of mobile and online data? These issues are paramount in the quest to get the most value out of customer analytics to find and drive profitable growth opportunities. In this white paper, customer analytics experts from Chico's and Staples answer these questions with practical advice based on their experiences leading analytics functions in their respective organizations.
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The latest findings on four critical issues that could spell the difference between a hospitality organization thriving or simply surviving is presented by Cornell University and SAS experts. Topics include pragmatic advice for optimizing customer reward programs; survey findings about engaging with customers online; some common myths about forecasting, and creative new approaches in the hospitality field.
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When it comes to attributing marketing efforts across multiple channels, marketers are often left with more questions than answers. How do you make sense of the data? How do you attribute customer responses to specific marketing actions? And how do you measure the customer experience? Many different factors drive conversions for today's customers. Learn why analytics can dramatically improve your efforts to understand customer behavior. And discover four proven methods that can help you effectively attribute all your multichannel digital marketing efforts.
Insights from a webinar co-sponsored by SAS and Netezza
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As Foxwoods Resort Casino expanded and diversified, management saw the need to gain a broader view of the customer and to use that information to build customer value. In a recent webcast sponsored by SAS and Netezza, Foxwoods' Todd Williams talked about how the company redefined its data warehouse environment to be able to generate a comprehensive view of the customer to improve customer service and promotions. This paper provides a summary of that webcast.
Three keys to cultivating customer relationships at Harry & David
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For gourmet fruit and foods retailer Harry & David, demand is seasonal and highly susceptible to economic conditions. Marketing success depends on three keys: Customer-centric strategic planning, behavior- and attitude-based segmentation, and gauging the effectiveness of marketing efforts over time. This paper summarizes a webinar in which the company's VP of Customer Relationship Marketing shared some of his experiences putting these keys in place at Harry & David – and how the company went from bankruptcy to profitability in less than a year, and double digit file growth in less than two years.
Helping small and midsize businesses make smarter, faster marketing decisions
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Marketers at small and midsize businesses are dependent on satisfied, loyal customers. But determining how to satisfy today's highly empowered customers in the face of budget and human resource constraints is problematic, especially for small and midsize organizations facing unprecedented amounts of customer data. The good news – if harnessed properly, this data can turn into a gold mine of customer insight. This paper illustrates why shifting to analytically driven marketing strategies can significantly improve marketing effectiveness while reducing costs. It also describes how to develop and carry out a successful plan.
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Many organizations have turned to large-scale data gathering and analytics to differentiate their business and compete on a higher level. While it may seem like everyone is doing “big data”, not all organizations have approached the initiative with a strategy that will ultimately succeed. This Harvard Business Review paper explores the very real and difficult challenges that C-level executives face in setting a sound strategy around data and analytics and provides four principles that your organization can put in place to guide a successful big data initiative.    
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Social media has taken word-of-mouth and elevated it into a global conversation. Whether it's good, bad, accurate or misinformed, guest opinions are broadcast on countless social media channels for the entire world to see. Now that these conversations have moved to a public forum, hotel and casino operators have an opportunity to listen in and evaluate these opinions. But how and when should you participate? How do you design an effective social media strategy? How can an organization make sense of the volumes of unstructured text generated by these conversations? These questions were the topic of a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast.
Five characteristics of successful, customer-centric companies - and how health insurers can adopt them to succeed in the new retail marketplace
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With the transformations the health insurance industry is undergoing, more people will be accessing insurance as individuals rather than through employer plans, creating a new consumer-driven retail market of increasingly savvy consumers of health insurance and health care. Success will involve understanding consumers at a deeper level and engaging directly with them as they participate in a more consumer-directed health care environment. Insurers would do well to learn from other industries where key players have mastered the art and science of consumer engagement. SAS has identified five major characteristics of customer-centric organizations that are essential to success. This paper explores each characteristic and discusses how health insurance companies can use them as a guide to help them make operational, organizational and technology decisions.
A Harvard Business Review Insight Center Report
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As companies face today's challenging business environment, they are forced to innovate, adjust and reevaluate strategy. Many companies ride out trying times struggling to keep their heads above water, while companies that innovate and plan accordingly for the future of their business are growing more than ever. This paper from the HBR.org Insight Center outlines a unique approach to growth and identifies the keys to strengthen your business for a profitable future.
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What approaches are enterprises taking to better understand customers through big data? How can organizations get support to invest in the data and analytics horsepower to make use of all this data? What obstacles are common, and how do the front-runners overcome them? Those questions were posed to a panel of experts at a recent SAS Premier Business Leadership Series in Las Vegas and got some interesting perspectives. This paper presents highlights of the breakout session for enterprise leaders who want their organizations to deliver exceptional customer experiences.
Keep and Grow Your Customers
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Analytically derived customer insight can really enrich the art of marketing. You get deeper insights about the real sources of customer value, the real impact of marketing costs and the future behavior of customers—all of which can be translated into more effective concept and creative. But where and how in the marketing process should you inject analytics to improve profitability? That was the topic of an online Webinar presented by the American Marketing Association (AMA) and SAS. This paper gives an overview of that Webinar.
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Ever wondered exactly how much of a role your marketing investments play in generating revenue after campaigns? After one of its well-received marketing campaigns, Dell decided to look outside of the usual places to answer the question: "Was the campaign successful?". Turning to analytics, Dell learned which factors truly influenced its revenue increase – and by how much. The results revealed that many factors in addition to marketing – like sales investments, product quality and support – also had a major influence on revenue. Clearly, data and marketing analytics are crucial to showing the full picture of all the factors that play a role in sustaining success.
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Today, billions of smartphones are in use and shopping is no longer something you "do". Rather, it has become a continuous, cyclical experience for many consumers, who now control the process. This new reality of the way we live and shop with smartphones presents huge opportunities for marketers. Why then, have we fallen short to market effectively to these prospects, and profit accordingly from this new mobile market? The Harvard Business Review paper, How Mobile Devices Are Changing Marketing, shares important insights about recent research, trends and implications on mobile consumers, and sheds light on how we can improve marketing to mobile consumers.
Why transactional profitability measurements are an ultimate goal
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This white paper describes a powerful and economical managerial accounting system that collects and transforms data at the detailed transaction level. You will learn about the structure and benefits of such a system, including its ability to scale to accommodate billions of transactions, access data from diverse sources, allow remote Web-enabled analysis and report profits at a moment's notice.
Practical, candid and timely advice from David Meerman Scott, Marketing Strategist and Leadership Speaker
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See an opportunity. Seize the opportunity. Do it now, while the story is still hot. Long-term campaign planning is fine and well, but if that's where you put all your focus, you will miss powerful opportunities to draft off of what's going on right now. This is according to David Meerman Scott, author of the Wall Street Journal best-selling book, "Real-Time Marketing & PR: How to Instantly Engage Your Market, Connect with Customers, and Create Products that Grow Your Business Now." This white paper includes practical, candid and irreverent advice from Scott on what it really means to be real time in marketing and PR.
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Marketing spend is critical – but it should be treated as a preciously scarce resource to be aimed at generating the highest, long-term profits. This means answering questions such as: “Which type of customer is attractive to newly acquire, retain or win back? And which types are not? How much should be spent on attracting, retaining or recovering them?” Some firms have already enacted programs in these areas to begin trying to answer these questions, but more must. This white paper explores ways to get answers to these questions and offers up activity-based management as an ideal source for useful, mission-critical managerial information that is essential for good decision making.
Preparing for the arrival of a marketing operations management solution
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Introducing technology into an organization can be tricky, but when you are introducing technology -- such as a marketing operations management solution -- into a marketing organization, tricky doesn't begin to cover it. This paper explores how the way an organization addresses people, processes and technology can make or break the successful adoption of a marketing operations management solution.
Insights from a webinar presented in association with the Institute for International Research (IIR) and SAS.
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Complexity and intensity in marketing are at an all-time high. So are the expectations for accountability and return on marketing investment. The paper, How to Realize the Promise of Marketing Operations Management, provides marketers sound advice on the best technology to use to keep pace with the ever-expanding volumes of campaigns, customized offers, contact channels and product claims while delivering the best results and ROI.
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The world's largest office supply company, Staples receives vast amounts of rich data from millions of active customers, tens of thousands of unique SKUs, more than 2,000 office superstores and the second-largest e-commerce site in the world. How does it collect and analyze all that data to turn it into profit? In this conclusions paper, which is based on a presentation made to the Direct Marketing Association, Jim Foreman of Staples shares several tips that have helped his company achieve tremendous success.
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Customer-centric decision making is an important differentiator for retailers. Collecting customer data is a common practice. Major challenges include making customer offers more personal and delivering useful customer insights to merchants at the point of decision for assortment, pricing and promotions. This paper highlights how retailers are increasing sales and profitability by using optimization to improve redemption rates of customer-specific offers and by adding the customer dimension to merchandising decisions.
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Industry experts agree that social media possess tremendous potential to drive incremental revenue. But defining a business-effective social media strategy can be challenging for retailers who may be new to the channel and a bit skeptical of its potential to deliver on key business objectives. Fortunately, advances in social media analytics offer retail companies the ability to act on intelligence gleaned from online conversations occurring across professional and consumer-generated media sites.
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Marketing optimization takes data about customers, offers and channels – factors in business objectives and constraints – and identifies the marketing actions which will deliver the best overall returns. With this information, marketers can plan and prioritize campaigns to maximize success in terms of customer impact, operational efficiency and financial outcomes. This white paper summarizes a webinar co-sponsored by DMA and SAS that demonstrated how mathematical optimization delivers on this promise while setting the stage for an integrated marketing management (IMM) approach.
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Current trends justify utilities gaining every cash flow improvement option available, including setting a framework for the use of smart meter data to improve collections. By identifying and predicting the conditions when a customer may have trouble paying their bills and then developing plans for helping those customers using the tremendous data already present, utilities can create advanced, customized bill payment plans. This white paper describes how utilities can use predictive analytics to optimize their bad debt collections, with inherent business value that is quantifiable and often significant.
A Harvard Business Review Insight Center Report
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The HBR Insight Center highlights emerging thinking around today's most important business ideas. This Insight Center report explores smart new ideas from companies pushing the boundaries of digital and mobile marketing. There are 27 articles in this report, including topics such as What the Marketing Agency of the Future Will Do Differently, Win the Attention of Your Distracted Consumer, Mobile Shopping's Data Gold Mine, and more.
Customer Analytics with SAS® Customer Intelligence
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As markets evolve under the influence of new media, social networking and changing consumer habits, organizations need innovative marketing strategies that halt the trend toward dwindling customer retention rates. The speed of market shifts requires you to enhance your understanding of the changing needs of different generations of consumers and make intelligent use of that knowledge. Having up-to-date, reliable information on potential risks and sales opportunities at your fingertips puts you in a better position to interact successfully with your customers. This paper explains several best CRM practices and describes how SAS' marketing analytics has been proven to offer organizations the knowledge of markets and customers they need to make good decisions in such a challenging environment.
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Loyalty and reward programs are typically designed to achieve four objectives: increase customer spending, improve retention, maintain competitive position and get new customer data. But do these programs actually achieve those aims? There's no doubt that today's programs yield useful customer data, but what about the other objectives? As membership in such programs continues to increase, many firms are left wondering whether their programs buy loyalty and increase customer value, or simply add costs without securing repeat patronage. That was the topic of a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast.
The changing role of the CMO in the financial services industry
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According to a report by the Economist Intelligence Unit, financial CMOs have been slow to adopt the customer-centric and digital marketing strategies necessary to attract and keep millennial consumers. Given that these young people (late teens to early 30s) are poised to be the most educated, diverse and influential consumers ever, it’s vital that financial service CMOs understand how to develop lasting relationships. Read this paper to learn three sound ways that financial services CMOs can better engage with the millennial generation and build long-term loyalty.   
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Understanding the irrational ways people make decisions can help businesses design the "choice architecture" and affect consumers' mindset at the point of decision making, according to Dan Ariely, James B. Duke Professor of Psychology & Behavioral Economics at Duke University. This webinar summary from Harvard Business Review explores Ariely's insights on the predictably irrational and similar ways that people make decisions and the ramifications for businesses hoping to affect purchase behavior.
Market Forces: Looking for sweet spots even in the donut hole
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A strong contracts analytics solution can be invaluable in helping pharmaceutical companies monitor the performance of their financial relationships with private and public health plans and maximize their marketing to patients and physicians. This paper describes how organizations can use statistical analysis, forecasting and predictive modeling to gain capabilities to communicate confidently with stakeholders, fine tune business processes and make more profitable negotiating decisions. This, in turn, leads to stronger customer relationships and competitive advantage.
Regulatory change brings new market forces and competition, but health insurance plans can come out ahead with advanced customer intelligence and engagement strategies
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Health care reform legislation injects some consumer-level competition in a marketplace that has traditionally been more focused on employer groups rather than individuals. For many reasons, the transition to this post-reform environment will be tumultuous. How can health insurance companies navigate this change? Can they take advantage of customer relationship management strategies that have worked so well for other industries that have also been through regulatory change? That was the topic of a webcast sponsored by SAS, and this paper provides a summary of that webcast.
How a customer-centric data repository and marketing analytics engine can boost your relevance and results
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Facing a more competitive environment than ever, communications service providers have needed to redefine their sales and marketing approaches. As in many industries, the traditional, product-centric approach doesn't align with what subscribers want or need, which can remind customers that it's not about them. In this white paper, Ken King of SAS describes how a marketing analytics engine can resolve these issues and deliver better results with the same resources. In addition to creating a 360-degree view of customers, one service provider found that its marketing analytics engine trimmed campaign development time from three weeks to one and improved campaign close rates by more than 250 percent.
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Manufacturers are saying they are turning to business intelligence solutions for new ways to better serve customers. That's what 43 percent of survey respondents recently told Aberdeen Group. This SAS-sponsored report examines how marketing analytics is being used in these efforts and the role of big data in customer intelligence gathering activities aimed at better understanding customer behaviors and trends.
Pro Soccer League Takes Contact Strategy to the Next Level
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Why settle for sending out static emails when you could do something much more engaging to reach your audience? Major League Soccer (MLS) knew it could be more successful if it could reach out to fans with personalized information that matched their geolocation, club affinity and more. But to do it, MLS first had to build a good fan database. Turning to SAS for help, MLS used predictive analytics and data mining to build the database and get a better understanding of what its fans really wanted. Based on these insights, SAS and MLS developed an automated marketing program that strengthened fan engagement while increasing ticketing and merchandising opportunities for MLS clubs.
Insights from a webinar in the SAS series, Measure What Matters: Redefining Marketing Success in the Digital Age
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To avoid alienating customers with ill-timed or irrelevant offers, organizations need to do a better job getting full context about customers in a complex, multichannel world, including social media – and to deliver that insight to the point of contact, where it can be acted upon during the conversation. In this white paper, Ian Henderson of Sword Ciboodle and Retha Keyser of SAS describe what that ideal can look like and how to achieve it.
A Harvard Business Review Insight Center Report
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For too long, marketing was a ubiquitous term used to describe all things qualitative. Today, marketers use analytics to drive results, they discover new ways to get people excited about old formats, and they strive to understand more about their customers' actions before the sale. Knowing where marketing has been and where it's going can help firms make better decisions. This paper from the HBR.org Insight Center focuses on the best practices for positioning a brand for success.
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Companies calculate customer lifetime value (CLV) for many reasons, including improved target marketing, value-based customer segmentation and strategic investment planning. There are several common approaches to calculating CLV, but no standard way – and little evaluation as to the pros and cons of using one method over another. The most common methods are often inaccurate; and even when the inputs are accurate, the mathematics are typically insufficient to yield valid financial calculations. This paper explores the most common approaches to calculating CLV and evaluates their accuracy. Ultimately, it presents new and improved mathematics for calculating CLV that overcome the weaknesses inherent in most approaches used today.
How to get the most revenue from online properties
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Owners of online properties are struggling to manage and sell advertising inventory in a way that creates a rich customer experience and maximizes the benefit to buyers and sellers – especially as the market diversifies into new areas such as mobile, social and video. This paper summarizes a webinar sponsored by the Association of National Advertisers (ANA) and SAS that explored the limitations of legacy methods for digital advertising management and presented four great ideas for instantly seeing the value of every product in inventory and making informed decisions that deliver the best value to all parties.
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Harvard Business Review explores how companies today with limited resources and a desire for growth are finding exceptional opportunities through “Big Data.” Learn how, through mining this “Big Data,” companies can develop insights and identify micromarkets that represent opportunities for growth and produce exceptional results, including increased revenue; a deeper understanding of processes and customers; improved efficiencies; and access to real-time information your organization’s front line can act on.  
A comprehensive approach that delivers advertising intelligence
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As the online advertising industry continues to grow and change, companies that adopt strategies and technology to make information accessible, insightful and usable will prosper. This white paper discusses how adopting a system that can make data universally available and useful will guarantee flexibility, speed, precision and the ability to expand. And that, in turn, will guarantee success for online publishers who employ advertising intelligence.
Tearing Along ‘The Line’ – or Tearing It Up?
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Most businesses and professions have their own descriptive jargon that has fallen into everyday use even though the meaning may have changed substantially from what was originally intended, and marketing is no different. The terms "above the line" (usually intended to describe mass marketing and advertising) and "below the line" (used to define data-driven, direct marketing) are still frequently used, even though they no longer adequately cover the breadth of modern marketing practices.
Clear the clutter to offer the right action at the right time.
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This white paper describes the need for next best action in marketing strategies, techniques for effective implementation and how SAS Customer Intelligence can be used for such an implementation.
How understanding member risk and behavior can help health plans personalize programs, products and services
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With health care reform, health plans will face growing competition, increasing medical expenses, a weak individual mandate and limited underwriting. As more uninsured consumers enter the market, while the insured switch to different plans, insurers will know little about their company's risk profile. Health plans need to attract and retain a balanced membership portfolio of high- and low-risk members and understand the real risk associated with different prospects and members so they can align products, programs and services to manage costs. This paper explains how, in preparation for the changing health care market place, some plans are utilizing analytics by integrating data, building segmentation models and aligning internal resources under an Analytic Center of Excellence (COE). With the tidal wave of changes in the market, advanced analytics will quickly become a lifeline for all health plans.
Find better ways to understand your least-used yet most-valuable business resource: your current customers
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Recently, the focus in banks has shifted from mergers and acquisitions to organic growth – attracting and retaining good customers. This white paper describes how to apply customer value to the retail banking business model as a continuous loop of insight, action, assessment and learning for continuous improvement. It also proves the advantage of a more interactive view of customer value.
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Manufacturers have traditionally fostered close relationships with retailers and channel partners who sell their products rather than interacting directly with consumers. But this is changing. Like it or not, manufacturers' products are now plugged in – whether the product is a car, an ultrasound machine or a pair of shoes. As manufacturers begin receiving an influx of big data from digitally connected devices, their relationships with consumers are changing. Learn how manufacturers can succeed in this new era of customer-centric manufacturing, where they must capture consumer data from across the entire customer life cycle – and put it to optimal use.
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While most discussions about big data typically focus on the massive size of data, a better discussion might be about what big data is really providing: objective information about people's behavior – uncensored, unfiltered, unedited. This Harvard Business Review paper, Predicting Customers' (Unedited) Behavior explores how the analysis of big data is increasingly about finding the connections between people's behavior and outcomes.
Enterprise Drives Customer Value to the Next Level
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Who are your best customers? How can you make good customers better? Who should you try to lure away from the competition? Once you win them over, how can you secure their loyalty? Which customers are likely to defect, and how can you prevent that? Those are perennial questions for most any organization. The answers can be elusive if your customer base includes millions of individual and business accounts, more than a million transactions a week, and the largest fleet of passenger vehicles in the world. This paper describes how Enterprise Holdings, the world's largest rental car company, continually seeks to improve its value to customers and in turn, customers' value to the company.
Beginning with the End in Mind
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Are your best marketing plans and strategies undermined by inefficient execution, inconsistency and duplication of effort? Does each marketing team engage its own production vendors and manages its initiatives in isolation? This was the silo environment in place when one Fortune 100 company got the mandate to expand its new consumer products division from 4 percent of total business to 20 percent. This paper summarizes a presentation by the senior IT director who helped guide the division toward a marketing operations management approach, with automated systems for workflow management, budgeting, digital asset management and more.
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This report, Putting Social Media to Work, is a collection of 20 powerful articles taken from the Harvard Business Review Insight Center on Social Media that seeks to answer important questions about social media. Drawing on experts from the corporate world, academia and consulting, this HBR report provides a multidimensional view of social media's blessings and some of its shortcomings and caveats. Use this insight to better understand how social media is being used today and how to capture new value.
Corporate strategies for the social web
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Learn how technology is changing the way leading organizations like Lenovo, Toyota, American Express, Dell, Mayo Clinic and more interact with their customers, define customer value, and sustain and grow customer relationships.  This report, based on an online survey of 391 senior executives conducted by the Economist Intelligence Unit (EIU), provides great insight into how these top performers are currently using technology to understand their customers, how social media fits in and influences their strategy, how they track customer insights, feedback and risk, and how they measure customer value. 
A report from the Economist Intelligence Unit
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The emergence of social media has transformed the potential for companies to build deep and profitable relationships with their most valuable customers. However, by and large, the emphasis remains on the potential. While many organizations have experimented with new forms of customer engagement, few – if any – have moved out of an experimentation stage to implement the kind of enterprise strategy changes necessary to fully realize the business opportunities offered by the spread of social media. This paper, based on research by the Economist Intelligence Unit and sponsored by SAS, delves into the implications that new measures of customer value carry for businesses and investigates the opportunities and risks that companies face.
A Harvard Business Review Insight Center Report
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This Harvard Business Review Insight Center Report explores the radical new era that corporate IT is entering. Major new developments—cloud computing, big data/analytics, mobile technology, increasingly complex supply chains, a globally distributed workforce, etc.—mean that CIOs and their staffs are being asked to support businesses in very different ways. This report focuses on what they must do now to adapt.
It takes more than a smart operational system to make effective channel dialogue possible
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Today's marketers rely more on closed loop campaigns that apply knowledge from previous direct marketing efforts to establish an informed, targeted dialogue with customers. This paper explores why using SAP CRM products alone takes more time and money away from IT departments without delivering the deep knowledge marketers need to be effective. Adding SAS Customer Intelligence to the mix means IT spends less time troubleshooting and more time developing new ideas. And marketers can create strong channel dialogue and deliver products and services that give them a competitive edge. This paper also includes a very detailed outline of current marketing requirements, conditions for use of these two products and the added value SAS Customer Intelligence brings to SAP CRM.
Analytical insights that optimize content and monetization across media channels
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This white paper describes how new media channels have reshaped the industry and challenged traditional business models. Learn why organizations must have greater clarity about their audiences' desires and behaviors and how they can cultivate analytical insights for use in media assets and advertisements.
Benefits and goals for the marketing organization
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The emergence of social media has put responsibility for identifying the right offers for recipients and customers in the hands of companies, transforming mass marketing into one-to-one marketing and mass customization whenever possible. Unfortunately, there is no magic answer for the number of segments that a marketer can create. There are, however, some best practices around the different ways to segment. This paper examines the segmentation techniques of profiling, predictive modeling, customer state vector, event-driven marketing and real-time decisioning and explores how all can be used to achieve the overarching goal of maximizing ROI for the organization and elevating the customer experience.
How insurance companies can create deeper and more valuable customer relationships using existing data
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For insurance firms that operate on the traditional selling model, customer loyalty is rapidly decreasing as competition from banks, direct channel and aggregator websites make it easier for the customer to find the cheapest price. How can a firm create a differentiating customer experience that enables it to compete on some basis other than price? This white paper describes six key steps and the enabling technologies for insurers that want to cultivate deeper, more loyal and more valuable relationships with customers.
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Today's customer has her own music, her own personal trainer, her own Facebook page – maybe even her own personalized coffee flavor. To capture this "me" generation, marketers must develop campaigns that are uniquely customized for individuals. But with loads of information pouring in from social media sites, smartphone apps, GPS systems and more, it's no trivial matter to deliver a cohesive, branded customer experience. In this paper, Eric Williams – retired CIO of Catalina Marketing – shares six tips to help loyalty leaders succeed.
How analytics can transform masses of data into competitive differentiation
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The benefits of subscriber data management (SDM) techniques are relatively well known, but providers could significantly extend the value of SDM by adding a layer of analytics. Analytics can bridge the gaps between the telco and IT domains in a service provider's data architecture to create new insights based on a more comprehensive view. In this white paper, Ken King of SAS discusses six key ways service providers can use analytics to develop more enduring and profitable customer relationships.
Four keys for extracting tangible value
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If you think social media is just a playground for egocentric banter, it's time to take another look. Chances are, your brand and your market are out there, for better or for worse. You might as well know what is being said, help shape the conversation and benefit from it. This paper -- based on information originally published in the book The Executive's Guide to Enterprise Media Strategy by Mike Barlow and David Thomas -- discusses why every company should have a social media strategy and explains how you can use social media for business advantage.
Listening, Understanding and Predicting the Impacts of Social Media on Your Business
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There's a wealth of customer and business insight to be found in social media, but organizations are struggling to understand, measure and capitalize on this untamed, open forum. Savvy marketers are reading and responding to social media content, but few organizations consolidate and analyze it in a systematic and strategic way. Effective social media measurement is the leading topic in marketing right now, and rightly so. That was the topic of a workshop conducted by SAS and a leading measurement and accountability research consultancy at a recent eMetrics conference in San Jose, CA. This paper provides a summary of that workshop.
Rethinking brand differentiation for competitive advantage
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This ANA (Association of National Advertisers) e-magazine, sponsored by SAS, is a collection of three insightful articles centering on your brand, your customers and your data – and how understanding your customer through analytics is the key to improving all three areas. Standing Out: Rethinking brand differentiation for competitive advantage is the first article, which takes a look at what some of the most successful brands do right, and a list of mistakes not to make. Redefining Performance for the 21st-Century Brand, explores the 4 C’s of a customer-centric brand. The third article highlights Macy’s.com and how the organization uses analytics to better engage customers and improve profitability, followed by 5 steps for getting the most out of your data.  
How to differentiate the customer experience through customer insight, customer interaction and continuous improvement in marketing performance
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To compete successfully, organizations need to operate effectively across multiple business channels to give customers the control they increasingly seek. This paper discusses how enterprise marketing solutions can help differentiate your customers' experiences across these channels. It details how and why technology will play an increasingly important role in the development of profitable, long-term customer relationships.
Insights from a webinar in the SAS Customers Valued and Valuable Series
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Marketers cannot just focus on the value they hope to extract from customers, and they have to look deeper than the customer's past relationship with the organization in order to offer real value to those customers. That was the topic of a webinar in the SAS "Customers Valued and Valuable" series in which the presenter showed how SAS Customer Intelligence solutions give organizations a more cohesive approach to growing customer value across channels and across the enterprise. This paper gives an overview of that webinar.
Insights from a webinar with Chico's and SAS, held in conjunction with the Customer Experience Professionals Association (CXPA)
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Can data deliver enough insight to give retailers remarkable results? It did for Chico's, which has a capture rate in its stores of more than 90 percent. Chico's knows not just how to capture rich customer data – but also how to use it to optimize on customer experiences across multiple channels and brands, and in marketing campaigns. From consolidating data to forging IT partnerships, this paper highlights Chico's top 10 tips. Chico's shared its experiences in a webinar with SAS, held in conjunction with the CXPA.
Evolving Tools for an Evolving Environment
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This paper by internationally known writer and speaker, Jim Sterne, is for marketing professionals who want to understand the practical side of text analytics as a competitive advantage. This is neither a technical treatise nor a how-to handbook. It is a relevant guide to a rapidly changing technology that can have a direct impact on your sales top line and financial bottom line.
Leveraging Analytics Across the Enterprise
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A recent SMA study shows that many in the insurance industry see great potential for capitalizing on the opportunities that the social media universe presents. This paper -- which is based on SMA's experience, research and insights -- explains SMAs position that insurers seeking to capitalize on the business potential of social media need a comprehensive solution for social media analytics that integrates easily with enterprise analytics solutions, accommodates big data, and offers flexible options for deployment, including cloud based models. SMA also recommends that SAS Social Media Analytics be on insurers' short lists for consideration.
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This paper examines the results of a recent survey of 2,100 companies conducted by Harvard Business Review Analytic Services and sponsored by SAS that examined the role of social media in today's organizations and how it is expected to expand in the near future, allowing companies to reach out to and understand consumers as never before.
How to achieve relevant interactions with always-on, empowered customers
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With the growing trends of digital customer interactions, marketers can deliver highly personalized, integrated and relevant communications across channels. This paper explains how multichannel campaign management (MCCM), powered by marketing automation and other customer intelligence solutions, makes it possible to apply personalization to marketing plans, tactics and one-to-one interactions to capitalize on the customer-empowered digital world.
Industry Point of View
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Retailers have a never-before opportunity to get to know their customers better, but this great opportunity has created a great data privacy challenge. While customers are sharing a good deal of personal information, and retailers are readily acquiring it, it's imperative that businesses create a sound privacy plan to instill trust in customers and protect their sensitive, private data. EKN's latest report, The Rising Importance of Customer Data Privacy in a SoLoMo Retailing Environment, details the steps you can take to successfully manage customer data security and privacy, and still provide value.
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Read a commissioned study conducted by Forrester Consulting, "The Total Economic Impact of SAS Customer Intelligence Solutions - Marketing Automation"
Insights from a webinar in the AMA Marketing Effectiveness Online Seminar Series, presented in association with the American Marketing Association and SAS
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In a culture driven by mobility, the Internet and free choice, customers are more personal and immediate than ever, yet more elusive and disloyal than ever.  They can so easily click to buy – or to jump to the competition.  And they have more power to influence the market at large.  As a result, marketers are pressured to perform better in three Bs: Be relevant (deliver offers that are spot-on in terms of content, timing and channel); be social (capitalize on social media as both a source of inbound intelligence and outbound communication); and be real-time (take the very best action for each customer at that moment in time through the right channel). In a webcast co-hosted by the AMA and SAS, Denis Pombriant of Beagle Research and John Bastone of SAS discussed why this is so critical now, and six key ways analytics can empower marketers to succeed. This paper provides highlights of that webcast.
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For organizations that are overwhelmed and don't know where to start with big data, or are discouraged from previously failed attempts – this Harvard Business Review paper offers excellent advice for approaching big data with small targeted steps that pay off in the long run. This strategic approach to big data gives organizations the opportunity to test the waters, see what works (or doesn't) on a small scale, and use that prototype to learn and build from.
Discover new sources of value through analytic insight across your marketing, sales and service organizations
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Enterprises long ago acknowledged the value of CRM and ERP systems for improving customer value and process efficiency. Many are now seeing additional returns by applying predictive analytics to customer data. This white paper explores the process of using customer data to drive profitability by creating a unified view of the customer, applying predictive analytics, turning insight into effective action, and aligning marketing, sales and service with enterprise goals.
How to Use Analytically Driven Customer Insight for Extraordinary Competitive Advantage
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Businesses that fail to strategically leverage analytically driven customer insight will gradually become obsolete over time. Through analytically driven marketing, organizations can turn data into customer insight, and insight into competitive advantage. This paper illustrates how you can manage the multi-channel customer experience by aligning your organization around high-potential customers and building a loyal and profitable customer base that advocates for your business or organization.
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This Harvard Business Review paper explains what social organizations are and explores how these groups unleash the power of mass collaboration to achieve better business results, including the ability to stimulate engagement, create continuous innovation, improve organizational performance, and become more nimble, scalable, and sustainable.  Mark McDonald, Head of Research at Gartner Executive Programs and author of The Social Organization shares the processes and best practices for becoming a social organization.
Insights from a webinar featuring Oberweis Dairy, presented in association with Loyalty 360 and SAS
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Savvy marketers know that good customer experiences translate into more loyal customers – and more revenue. Rather than simply increasing loyalty rewards, Bruce Bedford of Oberweis Dairy set out to use analytics as a way to better understand consumer behavior. As a result, he determined what customers really wanted. Then he used that information to decide what types of additional value they would appreciate. This paper shares insights from a webinar in which Bedford explains how he used SAS® Analytics to promote cross-channel behaviors, enhance customer service and improve retention.
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Pharmaceutical and device marketing has entered a brave new world: bringing big data in-house for behavioral marketing. But big data isn’t necessarily smart data. TGaS Advisors investigated how pharmaceutical companies are keeping track of activities and analyzing the resulting data by interviewing senior marketing leaders with data-intensive responsibilities. Learn about the relevant aspects to achieving success with “big smart data” strategies – for instance, gaining access to an analytical framework that gets you closer to customers and delivers real results for sales and marketing strategies. 
Insights from a webcast hosted by the Interactive Advertising Bureau in association with SAS and Organic
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Using website traffic tools, social media monitoring, search activity metrics and specific housing industry metrics – coupled with SAS® data management and analytics – the digital marketing firm Organic has been able to distill data from six diverse streams into one logical monthly index for Pulte Homes (one of the nation’s largest home builders), Centex and their key competitors. This paper summarizes a webcast where market intelligence specialists from Organic and SAS described the process of creating the Consideration of Brand Index (COBI) and how text analytics can be used to identify the concepts and sentiments represented in that online activity.
Insights from a webcast sponsored by SAS and Netezza
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When you consider that 20 percent of shoppers will account for 80 percent of the sales in a product or category, shopper-driven marketing makes a lot of sense -- as long as you can identify and court that 20 percent and not waste money on scattershot promotions. That was the topic of a webinar, sponsored by SAS and Netezza, that looked at how Catalina Marketing uses marketing analytics to pinpoint buyer's specific behaviors at the transaction level, then employs shopper-driven marketing at less cost than traditional mass marketing, with greater results. This paper provides a summary of that webinar.
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What would happen if you knew exactly what kind of experience each of your customers expects – and you could deliver on those expectations in a very personalized, emotionally connected way? Vail Resorts is finding out, with help from SAS® Customer Intelligence solutions. By redefining marketing and striving to give each of its customers the "experience of a lifetime," Vail Resorts has achieved "priceless" results. Vail Resorts shares its story in this paper that's based on a session from Forrester's Marketing Leadership Forum.
What social media can do for insurers
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Social media can be a gold mine of useful information to improve marketing, brand management, customer service, fraud investigation and more. But what should insurance companies know about harvesting this information for business purposes? This question was the focus of a roundtable co-hosted by Insurance & Technology magazine and SAS. The 21 participants in the event, representing some of the biggest names in the insurance business, were promised anonymity in exchange for their candor – which led to lively discussions about the best and worst of social media and what to do with it. This paper provides insights from that event.
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The Harvard Business Review paper What Executives Don't Understand About Big Data explores the topic of big data and the confusion surrounding it by top level executives. Michael Schrage, research fellow at MIT Sloan School’s Center for Digital Business, and author of Serious Play discusses the critical success factor when it comes to getting the most value from big data to improve an organizations’ profitability. This paper will help executives better understand their role in managing big data and which questions to ask that yield the best results. 
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Before starting any big data initiative, it’s imperative to stop and think about what we’re doing with this load of data (most likely containing highly sensitive, personal and private information) and how these actions will be perceived by and affect customers. This Harvard Business Review paper provides three crucial questions businesses must ask about big data that will help shape and guide a successful big data plan and explores the notion of scaling data through collaboration. 
How insurers are integrating analytics with performance measurement to improve profitability
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Insurance companies are striving to turn their focus from policies and products to customers. However, to an insurer the customer can come in many disguises – the insured, the policyholder, and the agent or broker. Add the Internet and other direct distribution channels, and insurers are finding it harder and harder to determine who and what is profitable. This white paper discusses how integrating analytics into performance management can enable organizations to measure the profitability of their customers, agencies and multiple distribution channels.
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This paper explores the topic of big data and how this “ammunition” is quickly dividing retailers into “the haves” and the “have nots”. Today’s biggest retailers with vast resources can afford to invest in customer intelligence and shopper marketing, resulting in increased basket size, shopping visits and retention over time. But for everyone but the very large retailers, the state of affairs is very unsatisfactory. What does the future hold for independent retailers and wholesalers, and the brand manufacturers that are frustrated by their increasing dependence on the very largest retailers?          
Building a Technology Foundation for Successful Client Differentiation
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Wealth management organizations must take a data driven, analytical approach toward building trust and loyalty with high net worth clients. This white paper highlights three essential elements needed to create a foundation for successful client communications. Also, it discusses a process for implementing these elements -- resulting in strong client relationships.
The Perceptual Power of Social Media: Gaining Insights from Social Media on Product Quality
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In the past, a dissatisfied customer told 10 friends; now they tell 10,000. People are talking about their experiences with your products – and your competitors' products. Some may be ambassadors and advocates, others are detractors and malcontents – but all of their voices are in the mix, shaping customers' buying decisions. At a time when product recalls, government intervention and lawsuits are front-page news, customers are questioning brands that seemed to have been above reproach. Descriptive statistics, text analytics and social network analysis provide a way for you to determine how customers purchasing decisions are affected by what they see on the Internet. This paper describes how analytics can be applied to social media and provides some best practices for monitoring and addressing perceptual quality.
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Cross-Sell/Up-Sell

Customer Analytics with SAS® Customer Intelligence
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As markets evolve under the influence of new media, social networking and changing consumer habits, organizations need innovative marketing strategies that halt the trend toward dwindling customer retention rates. The speed of market shifts requires you to enhance your understanding of the changing needs of different generations of consumers and make intelligent use of that knowledge. Having up-to-date, reliable information on potential risks and sales opportunities at your fingertips puts you in a better position to interact successfully with your customers. This paper explains several best CRM practices and describes how SAS' marketing analytics has been proven to offer organizations the knowledge of markets and customers they need to make good decisions in such a challenging environment.
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Customer Experience Analytics

Measures For Success
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This collection is part of the ANA Magazine Thought Leadership Series sponsored by SAS. The articles explore the variety of ways to use analytics to create marketing functions that are more accountable and profitable. Learn how Staples used analytics to increase campaign response rates.
A Harvard Business Review Insight Center Report
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This Harvard Business Review Insight Center report features 27 articles that explore how to go from idea to execution. What happens after you have the big idea? How do you get from the "aha" moment to the internal and external mile-stones that dictate whether an innovative concept ever becomes reality?
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While big data offers a great promise to many organizations in its ability to allow us to see and predict human behavior objectively, there are still many challenges along the road to success. In this Harvard Business Review paper, author Alex “Sandy” Pentland names big data’s four biggest obstacles and offers excellent insight into the changes we could make to turn these obstacles into big data success. 
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This Harvard Business Review paper explores how big data is giving power to businesses of all kinds to accomplish things that business executives could only dream about a decade or two ago. Read this paper to learn more about the technology that fuels big data transformations, the big data challenges that still persist, and two examples of traditional businesses that used new flows of information to radically improve performance.  
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While organizations are busy investing vast resources into big data initiatives, they may be forgetting – or ignoring – important things that could be costing them the most. In this Harvard Business Review paper, author Robert Plant explores why companies are spending millions on big data but overlooking the details that make customers happy. Learn more about the crucial elements you should be paying attention to and how these factors and big data work together for long-term customer loyalty and success.
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The future of business hinges on your customers' shared experiences – the tweets, blogs, posts, comments, photos and reviews they share in this ultra-connected age. The collective voice of these shared experiences can often trump your product or service – and your most clever and creative marketing. In a keynote address at a recent Integrated Marketing Week conference, analyst and futurist Brian Solis explored the importance of cultivating the shared customer experience and why marketers must think like digital anthropologists to serve a new breed of consumer. This paper summarizes the presentation in which he described four distinct "moments of truth," where marketing is failing, and what has to change.
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This white paper highlights how SAS for Customer Experience Analytics helps organizations optimize the Web experience for their customers and analyze customer data for more effective marketing. Ultimately, you will learn how SAS for Customer Experience Analytics allows you to gain deeper customer insights, choreograph more meaningful customer interactions and improve overall marketing performance.
Insights from an American Marketing Association webcast presented by SAS
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Marketing is about more than just campaign management, data warehousing and social media; it's really more about connecting everything that has to do with revenue. A recent AMA webinar, sponsored by SAS, examined this concept, exploring how breaking down organizational silos, encouraging and celebrating risk-taking, and recognizing every employee and customer as a potential marketer were key strategies for driving the relevance of marketing in a digital world. This paper provides a summary of that webinar.
Insights from a webinar in the SAS series Measure What Matters: Redefining Marketing Success in the Digital Age
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Effective marketing is about far more than just running campaigns. It is much more than pooling marketing information into marketing databases for marketers to use. It is about connecting what marketing professionals do to the bottom line. It is possible to make that connection if companies succeed in three key ways: 1) Find the most profitable opportunities based on a common view of customers and prospects; 2) Take the best marketing action from a multitude of customers, offers and possible combinations; 3) Maximize cross-business impact and show the effect of marketing activities on overall profitability. In a webcast for marketing professionals, Steve Ashe of SAS described these three keys and showcased four analytics-based tools to achieve them: marketing automation, marketing optimization, real-time decision management, and marketing performance management. This paper provides a summary of that webcast.
How to link social media metrics to business results
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Nothing has generated more buzz – or brought more scrutiny – than social media, specifically how to get more value out of it.  Organizations realize social media generates awareness, but can you link it to tangible business value? If you have lots of online traffic, is that a good indicator?  No. If all you’re doing is counting hits, you’re not tracking anything that is meaningful in today’s marketplace. In a webcast co-hosted by the AMA and SAS, presenters described three areas of focus for using social media, and the five best practices for being effective in social media. This paper provides a summary of that webcast.
Harness customer analytics to deliver better strategic value and business results
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Do business leaders understand and appreciate the real potential of customer analytics? If not, how can analysts evolve from being order takers to strategic advisors? Should the analytics function be centered in a core group of experts or embedded in functional areas or business units? Where should analysts focus their efforts? How can they avoid bogging down in data management and IT issues, especially in the face of a flood of mobile and online data? These issues are paramount in the quest to get the most value out of customer analytics to find and drive profitable growth opportunities. In this white paper, customer analytics experts from Chico's and Staples answer these questions with practical advice based on their experiences leading analytics functions in their respective organizations.
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When it comes to attributing marketing efforts across multiple channels, marketers are often left with more questions than answers. How do you make sense of the data? How do you attribute customer responses to specific marketing actions? And how do you measure the customer experience? Many different factors drive conversions for today's customers. Learn why analytics can dramatically improve your efforts to understand customer behavior. And discover four proven methods that can help you effectively attribute all your multichannel digital marketing efforts.
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Many organizations have turned to large-scale data gathering and analytics to differentiate their business and compete on a higher level. While it may seem like everyone is doing “big data”, not all organizations have approached the initiative with a strategy that will ultimately succeed. This Harvard Business Review paper explores the very real and difficult challenges that C-level executives face in setting a sound strategy around data and analytics and provides four principles that your organization can put in place to guide a successful big data initiative.    
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Social media has taken word-of-mouth and elevated it into a global conversation. Whether it's good, bad, accurate or misinformed, guest opinions are broadcast on countless social media channels for the entire world to see. Now that these conversations have moved to a public forum, hotel and casino operators have an opportunity to listen in and evaluate these opinions. But how and when should you participate? How do you design an effective social media strategy? How can an organization make sense of the volumes of unstructured text generated by these conversations? These questions were the topic of a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast.
Insights from a presentation at the eMetrics Marketing Optimization Summit in San Francisco, CA
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In a multichannel digital world, customer stories are told on websites, on the phone with call centers, in person and on social media. Customer analytics enables leading organizations to stay in touch with, and respond to, these stories. This white paper provides insights from a presentation at the eMetrics Marketing Optimization Summit in San Francisco that discussed how using technology to align and time the content and means of communicating with your customers in an effective way can demonstrate to customers that you're listening, hearing and understanding what they want.
A Harvard Business Review Insight Center Report
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The HBR Insight Center highlights emerging thinking around today's most important business ideas. This Insight Center report explores smart new ideas from companies pushing the boundaries of digital and mobile marketing. There are 27 articles in this report, including topics such as What the Marketing Agency of the Future Will Do Differently, Win the Attention of Your Distracted Consumer, Mobile Shopping's Data Gold Mine, and more.
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It takes a lot to differentiate your business today. The key is not just knowing what choices your customers make, but being able to understand why they make those choices, how they feel about them, and what their experiences with your organization are like. Only with an accurate understanding of that can you deliver a unique customer experience and make good predictions about customer behavior. A solid, connected business strategy driven by marketing analytics is the way to accomplish that goal. This paper describes how marketing analytics can help unlock the full strategic value of your data and influence business processes to deliver just the right customer experience – one that will set your business apart from all the rest.
Insights from a webinar in the SAS series, Measure What Matters: Redefining Marketing Success in the Digital Age
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To avoid alienating customers with ill-timed or irrelevant offers, organizations need to do a better job getting full context about customers in a complex, multichannel world, including social media – and to deliver that insight to the point of contact, where it can be acted upon during the conversation. In this white paper, Ian Henderson of Sword Ciboodle and Retha Keyser of SAS describe what that ideal can look like and how to achieve it.
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While most discussions about big data typically focus on the massive size of data, a better discussion might be about what big data is really providing: objective information about people's behavior – uncensored, unfiltered, unedited. This Harvard Business Review paper, Predicting Customers' (Unedited) Behavior explores how the analysis of big data is increasingly about finding the connections between people's behavior and outcomes.
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This report, Putting Social Media to Work, is a collection of 20 powerful articles taken from the Harvard Business Review Insight Center on Social Media that seeks to answer important questions about social media. Drawing on experts from the corporate world, academia and consulting, this HBR report provides a multidimensional view of social media's blessings and some of its shortcomings and caveats. Use this insight to better understand how social media is being used today and how to capture new value.
A Harvard Business Review Insight Center Report
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This Harvard Business Review Insight Center Report explores the radical new era that corporate IT is entering. Major new developments—cloud computing, big data/analytics, mobile technology, increasingly complex supply chains, a globally distributed workforce, etc.—mean that CIOs and their staffs are being asked to support businesses in very different ways. This report focuses on what they must do now to adapt.
Insights from a webinar in the SAS Customers Valued and Valuable Series
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Marketers cannot just focus on the value they hope to extract from customers, and they have to look deeper than the customer's past relationship with the organization in order to offer real value to those customers. That was the topic of a webinar in the SAS "Customers Valued and Valuable" series in which the presenter showed how SAS Customer Intelligence solutions give organizations a more cohesive approach to growing customer value across channels and across the enterprise. This paper gives an overview of that webinar.
Insights from a webinar with Chico's and SAS, held in conjunction with the Customer Experience Professionals Association (CXPA)
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Can data deliver enough insight to give retailers remarkable results? It did for Chico's, which has a capture rate in its stores of more than 90 percent. Chico's knows not just how to capture rich customer data – but also how to use it to optimize on customer experiences across multiple channels and brands, and in marketing campaigns. From consolidating data to forging IT partnerships, this paper highlights Chico's top 10 tips. Chico's shared its experiences in a webinar with SAS, held in conjunction with the CXPA.
How third-generation digital analytics tools will change your business forever – digital measurement thought leadership from Web Analytics Demystified
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This white paper describes the impending revolution in digital analytics as one that has the potential to change both the Web analytics and business intelligence fields forever. The paper makes the case for a new approach toward customer intelligence that leverages all available data, not just that data that is most convenient given the available tools.
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As the economy pulls out of its multi-year slump, the online channel remains a persistent bright spot. With e-commerce sales consistently rising, retailers stand to benefit from growth in this channel in a big way. How can companies reap the full potential of their Web channels in the context of the total marketing strategy? How can they fully exploit the power of the Web to build the brand, to contribute to overall corporate marketing programs — not just add incremental sales as an adjunct channel? How can you move beyond click-stream tracking and counts of page hits to deliver truly meaningful and useful insights? An entire field of Web analytics has emerged to sort out the answers. This was the topic of a webcast hosted by SAS and the American Marketing Association, bringing thought leaders together to discuss challenges and best practices in the industry.
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For organizations that are overwhelmed and don't know where to start with big data, or are discouraged from previously failed attempts – this Harvard Business Review paper offers excellent advice for approaching big data with small targeted steps that pay off in the long run. This strategic approach to big data gives organizations the opportunity to test the waters, see what works (or doesn't) on a small scale, and use that prototype to learn and build from.
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This Harvard Business Review paper explains what social organizations are and explores how these groups unleash the power of mass collaboration to achieve better business results, including the ability to stimulate engagement, create continuous innovation, improve organizational performance, and become more nimble, scalable, and sustainable.  Mark McDonald, Head of Research at Gartner Executive Programs and author of The Social Organization shares the processes and best practices for becoming a social organization.
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This paper explores the topic of big data and how this “ammunition” is quickly dividing retailers into “the haves” and the “have nots”. Today’s biggest retailers with vast resources can afford to invest in customer intelligence and shopper marketing, resulting in increased basket size, shopping visits and retention over time. But for everyone but the very large retailers, the state of affairs is very unsatisfactory. What does the future hold for independent retailers and wholesalers, and the brand manufacturers that are frustrated by their increasing dependence on the very largest retailers?          
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Customer Retention

Five characteristics of successful, customer-centric companies - and how health insurers can adopt them to succeed in the new retail marketplace
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With the transformations the health insurance industry is undergoing, more people will be accessing insurance as individuals rather than through employer plans, creating a new consumer-driven retail market of increasingly savvy consumers of health insurance and health care. Success will involve understanding consumers at a deeper level and engaging directly with them as they participate in a more consumer-directed health care environment. Insurers would do well to learn from other industries where key players have mastered the art and science of consumer engagement. SAS has identified five major characteristics of customer-centric organizations that are essential to success. This paper explores each characteristic and discusses how health insurance companies can use them as a guide to help them make operational, organizational and technology decisions.
Customer Analytics with SAS® Customer Intelligence
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As markets evolve under the influence of new media, social networking and changing consumer habits, organizations need innovative marketing strategies that halt the trend toward dwindling customer retention rates. The speed of market shifts requires you to enhance your understanding of the changing needs of different generations of consumers and make intelligent use of that knowledge. Having up-to-date, reliable information on potential risks and sales opportunities at your fingertips puts you in a better position to interact successfully with your customers. This paper explains several best CRM practices and describes how SAS' marketing analytics has been proven to offer organizations the knowledge of markets and customers they need to make good decisions in such a challenging environment.
How understanding member risk and behavior can help health plans personalize programs, products and services
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With health care reform, health plans will face growing competition, increasing medical expenses, a weak individual mandate and limited underwriting. As more uninsured consumers enter the market, while the insured switch to different plans, insurers will know little about their company's risk profile. Health plans need to attract and retain a balanced membership portfolio of high- and low-risk members and understand the real risk associated with different prospects and members so they can align products, programs and services to manage costs. This paper explains how, in preparation for the changing health care market place, some plans are utilizing analytics by integrating data, building segmentation models and aligning internal resources under an Analytic Center of Excellence (COE). With the tidal wave of changes in the market, advanced analytics will quickly become a lifeline for all health plans.
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Today's customer has her own music, her own personal trainer, her own Facebook page – maybe even her own personalized coffee flavor. To capture this "me" generation, marketers must develop campaigns that are uniquely customized for individuals. But with loads of information pouring in from social media sites, smartphone apps, GPS systems and more, it's no trivial matter to deliver a cohesive, branded customer experience. In this paper, Eric Williams – retired CIO of Catalina Marketing – shares six tips to help loyalty leaders succeed.
Insights from a webinar featuring Oberweis Dairy, presented in association with Loyalty 360 and SAS
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Savvy marketers know that good customer experiences translate into more loyal customers – and more revenue. Rather than simply increasing loyalty rewards, Bruce Bedford of Oberweis Dairy set out to use analytics as a way to better understand consumer behavior. As a result, he determined what customers really wanted. Then he used that information to decide what types of additional value they would appreciate. This paper shares insights from a webinar in which Bedford explains how he used SAS® Analytics to promote cross-channel behaviors, enhance customer service and improve retention.
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Customer Segmentation

Three keys to cultivating customer relationships at Harry & David
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For gourmet fruit and foods retailer Harry & David, demand is seasonal and highly susceptible to economic conditions. Marketing success depends on three keys: Customer-centric strategic planning, behavior- and attitude-based segmentation, and gauging the effectiveness of marketing efforts over time. This paper summarizes a webinar in which the company's VP of Customer Relationship Marketing shared some of his experiences putting these keys in place at Harry & David – and how the company went from bankruptcy to profitability in less than a year, and double digit file growth in less than two years.
Five characteristics of successful, customer-centric companies - and how health insurers can adopt them to succeed in the new retail marketplace
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With the transformations the health insurance industry is undergoing, more people will be accessing insurance as individuals rather than through employer plans, creating a new consumer-driven retail market of increasingly savvy consumers of health insurance and health care. Success will involve understanding consumers at a deeper level and engaging directly with them as they participate in a more consumer-directed health care environment. Insurers would do well to learn from other industries where key players have mastered the art and science of consumer engagement. SAS has identified five major characteristics of customer-centric organizations that are essential to success. This paper explores each characteristic and discusses how health insurance companies can use them as a guide to help them make operational, organizational and technology decisions.
Customer Analytics with SAS® Customer Intelligence
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As markets evolve under the influence of new media, social networking and changing consumer habits, organizations need innovative marketing strategies that halt the trend toward dwindling customer retention rates. The speed of market shifts requires you to enhance your understanding of the changing needs of different generations of consumers and make intelligent use of that knowledge. Having up-to-date, reliable information on potential risks and sales opportunities at your fingertips puts you in a better position to interact successfully with your customers. This paper explains several best CRM practices and describes how SAS' marketing analytics has been proven to offer organizations the knowledge of markets and customers they need to make good decisions in such a challenging environment.
How understanding member risk and behavior can help health plans personalize programs, products and services
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With health care reform, health plans will face growing competition, increasing medical expenses, a weak individual mandate and limited underwriting. As more uninsured consumers enter the market, while the insured switch to different plans, insurers will know little about their company's risk profile. Health plans need to attract and retain a balanced membership portfolio of high- and low-risk members and understand the real risk associated with different prospects and members so they can align products, programs and services to manage costs. This paper explains how, in preparation for the changing health care market place, some plans are utilizing analytics by integrating data, building segmentation models and aligning internal resources under an Analytic Center of Excellence (COE). With the tidal wave of changes in the market, advanced analytics will quickly become a lifeline for all health plans.
Benefits and goals for the marketing organization
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The emergence of social media has put responsibility for identifying the right offers for recipients and customers in the hands of companies, transforming mass marketing into one-to-one marketing and mass customization whenever possible. Unfortunately, there is no magic answer for the number of segments that a marketer can create. There are, however, some best practices around the different ways to segment. This paper examines the segmentation techniques of profiling, predictive modeling, customer state vector, event-driven marketing and real-time decisioning and explores how all can be used to achieve the overarching goal of maximizing ROI for the organization and elevating the customer experience.
A BAI Research Study
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Throw out the rule book and start over with a clean slate. The economy has slowed, regulations have increased and the way customers choose and interact with financial institutions changes quickly. Banks must go to the drawing board and genuinely re-engage with their customers. This paper reports on a comprehensive BAI study, providing an in depth overview of how to understand and engage with five valuable client segments. It includes customers' opinions on financial institutions, their level of satisfaction with their primary bank and details what financial institutions need to know about these key customer segments in order to engage with them effectively.
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Digital Marketing

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3M is a company known for innovative technology that has changed our world in many ways. So how does a company over a century old endure and continue to compete on the highest level? This Argyle Executive Forum paper features Raj Rao, Vice President of Global eTransformation for 3M, on how one of the world’s most recognized brands is evolving its electronic marketing and commerce strategy and taking on new challenges in the global electronics sector.  Learn more about how 3M is transforming their digital business, increasing online customer engagement and focusing on platform excellence.
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Marketing has been redefined with significantly more complexity, largely due to the growth in new contact channels and interactions that are not yet well understood. How can marketers perform effectively in a landscape that is not only more complicated, but flooded in big data – one where answers are needed with new urgency? That was the focus of a recent SAS Global Forum Executive Conference session where marketing experts from the financial services and telecommunications industries looked at some key issues and best practices for campaign management in the multichannel, real-time world.
Insights from a panel discussion at a recent SAS® Global Forum Executive Conference
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Digital marketing has evolved to the point where delivering an omnichannel experience to your customers – an experience that is consistent and relevant both online and offline in real time – is within reach. To succeed in this converged environment, marketers will have to re-engineer how they collaborate, coordinate and use data across functional areas. This paper summarizes a SAS Global Forum Executive Conference session that looked at key issues and best practices for delivering the seamless experience that customers increasingly expect.
Making e-mail personal again
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Although integrating with social media and networking sites and communities is a direction many companies will move toward in the next few months – if they haven’t already – e-mail marketing has definitely not lost its effectiveness. What is needed, however, are improvements in e-mail deliverability, increased effectiveness and the ability to make e-mails personal again – all while improving ROI. This paper outlines four simple steps that can be taken to improve e-mail marketing campaigns in all areas.
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Obtaining a holistic view of customers is a classic big data problem that requires you to capture, prepare, manage, integrate and analyze huge amounts of digital data. This paper – based on a webinar hosted by the Direct Marketing Association (DMA) and sponsored by SAS – takes a look at how advancements in analytics, data visualization and big data processing power can help you become more predictive and prescriptive in your digital and integrated marketing efforts.
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In an intertwined, digital world, customers expect more than just a good product or service. To nurture, engage and bring customers back for more, today’s marketers have to work harder than ever before. Generating more sales and counting transactions is no longer sufficient, so how should marketers define and measure loyalty these days? This paper describes how two SAS customers – Vail Resorts and Major League Soccer – have successfully combined real-time and digital technologies with analytics to capture exactly the data they need from across customers and channels. The results? Both can deliver on the underlying values their customers truly seek, and both have achieved a type of loyalty that surpasses what they could measure by transactions alone. 
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Today, billions of smartphones are in use and shopping is no longer something you "do". Rather, it has become a continuous, cyclical experience for many consumers, who now control the process. This new reality of the way we live and shop with smartphones presents huge opportunities for marketers. Why then, have we fallen short to market effectively to these prospects, and profit accordingly from this new mobile market? The Harvard Business Review paper, How Mobile Devices Are Changing Marketing, shares important insights about recent research, trends and implications on mobile consumers, and sheds light on how we can improve marketing to mobile consumers.
Practical, candid and timely advice from David Meerman Scott, Marketing Strategist and Leadership Speaker
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See an opportunity. Seize the opportunity. Do it now, while the story is still hot. Long-term campaign planning is fine and well, but if that's where you put all your focus, you will miss powerful opportunities to draft off of what's going on right now. This is according to David Meerman Scott, author of the Wall Street Journal best-selling book, "Real-Time Marketing & PR: How to Instantly Engage Your Market, Connect with Customers, and Create Products that Grow Your Business Now." This white paper includes practical, candid and irreverent advice from Scott on what it really means to be real time in marketing and PR.
A Harvard Business Review Insight Center Report
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The HBR Insight Center highlights emerging thinking around today's most important business ideas. This Insight Center report explores smart new ideas from companies pushing the boundaries of digital and mobile marketing. There are 27 articles in this report, including topics such as What the Marketing Agency of the Future Will Do Differently, Win the Attention of Your Distracted Consumer, Mobile Shopping's Data Gold Mine, and more.
How to get the most revenue from online properties
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Owners of online properties are struggling to manage and sell advertising inventory in a way that creates a rich customer experience and maximizes the benefit to buyers and sellers – especially as the market diversifies into new areas such as mobile, social and video. This paper summarizes a webinar sponsored by the Association of National Advertisers (ANA) and SAS that explored the limitations of legacy methods for digital advertising management and presented four great ideas for instantly seeing the value of every product in inventory and making informed decisions that deliver the best value to all parties.
A report from the Economist Intelligence Unit
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The emergence of social media has transformed the potential for companies to build deep and profitable relationships with their most valuable customers. However, by and large, the emphasis remains on the potential. While many organizations have experimented with new forms of customer engagement, few – if any – have moved out of an experimentation stage to implement the kind of enterprise strategy changes necessary to fully realize the business opportunities offered by the spread of social media. This paper, based on research by the Economist Intelligence Unit and sponsored by SAS, delves into the implications that new measures of customer value carry for businesses and investigates the opportunities and risks that companies face.
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Interaction Management

Next-Generation Technology in SAS Interaction Management
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Every relationship between a business and a customer is best viewed as an ongoing conversation. This white paper provides an overview of Behavior Maps, a concept unique to SAS Interaction Management that allows businesses to conduct more meaningful conversations with their customers. Key topics include the importance of context, the structure of Behavior Maps and the use of Behavior Maps to complement traditional predictive models.
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Marketing Automation

SAS® Marketing Automation at Northern Tool + Equipment
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This webinar conclusions paper discusses how Northern Tool + Equipment dramatically improved the quality of the company's marketing efforts by using SAS Marketing Automation to bring database management and analytics-driven campaign management in-house.
Insights from an American Marketing Association webcast presented by SAS
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Marketing is about more than just campaign management, data warehousing and social media; it's really more about connecting everything that has to do with revenue. A recent AMA webinar, sponsored by SAS, examined this concept, exploring how breaking down organizational silos, encouraging and celebrating risk-taking, and recognizing every employee and customer as a potential marketer were key strategies for driving the relevance of marketing in a digital world. This paper provides a summary of that webinar.
How We Did It and What We Learned
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The challenges of digital marketing and shifts in buyer behavior have made transformation imperative for business-to-business (B2B) marketers. To flourish, marketers need a technology solution to manage interactions, provide analytical insights and fundamentally improve performance of marketing investments. At SAS, we've encountered all the challenges that come with the new buying cycle. This white paper describes the challenges we faced and explains how we addressed them by implementing a lead management automation framework based on SAS® Customer Intelligence solutions.
Insights from a webinar in the SAS Customers Valued and Valuable Series
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Marketers cannot just focus on the value they hope to extract from customers, and they have to look deeper than the customer's past relationship with the organization in order to offer real value to those customers. That was the topic of a webinar in the SAS "Customers Valued and Valuable" series in which the presenter showed how SAS Customer Intelligence solutions give organizations a more cohesive approach to growing customer value across channels and across the enterprise. This paper gives an overview of that webinar.
How to achieve relevant interactions with always-on, empowered customers
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With the growing trends of digital customer interactions, marketers can deliver highly personalized, integrated and relevant communications across channels. This paper explains how multichannel campaign management (MCCM), powered by marketing automation and other customer intelligence solutions, makes it possible to apply personalization to marketing plans, tactics and one-to-one interactions to capitalize on the customer-empowered digital world.
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Read this commissioned study conducted by Forrester Consulting to learn about the total economic impact and potential return on investment that organizations may gain by implementing SAS Marketing Automation. To conduct the report, Forrester used its Total Economic Impact methodology, which "not only measures costs and cost reduction (areas that are typically accounted for within IT) but also weighs the enabling value of a technology in increasing the effectiveness of line-of-business activities."
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Marketing Mix Analysis

The Future is Now
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Pharma firms have resisted technology-driven predictive marketing mix analysis even though those systems are being used successfully by their peers in other industries. But why? SAS and Pharmaceutical Executive commissioned Strategic Market Research to conduct confidential telephone depth interviews with senior pharma marketing executives to find out why there is a gap between the perceived need for marketing mix predictive analytics and use of the latest technology available to do that kind of analysis.
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This paper presents insights from a webinar presented by SAS and the American Marketing Association that discussed practical steps and technology options to evolve toward becoming an organization that successfully synchronizes marketing operations and campaign management with an overlay of analytic intelligence. You learn why companies that develop an integrated marketing management strategy will see higher returns on marketing investments (ROMI) than those that don't – as much as 50 percent higher, by some analyst estimates - despite the proliferation of multichannel campaigns, disparate data sources and point solutions
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Marketing Optimization

Building customer trust and value through improved contact policy management
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This paper details challenges that affect how communications are planned and deployed, including limiting factors such as budget caps, campaign volumes and channel capacities. Communications often can't be anticipated until a trigger-based or real-time interaction uncovers a need and the opportunity for an additional communication. Successful processes utilize the latest analytical techniques and consider a company's corporate objectives and business rules. This paper discusses a process called adaptive contact planning as a way to create more effective, and thus more profitable, marketing campaigns.
A Harvard Business Review Insight Center Report
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The growing obsession with customer excellence is driven, in part, by technology. Customers today can obtain and exchange more information about the good and bad of their encounters with companies than ever before. That gives companies a great incentive to work harder to make customers happy — before, during, and after their purchases. This Harvard Business Review Insight Center Report looks at how managers are turning their companies into customer-focused organizations.
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Ever wondered exactly how much of a role your marketing investments play in generating revenue after campaigns? After one of its well-received marketing campaigns, Dell decided to look outside of the usual places to answer the question: "Was the campaign successful?". Turning to analytics, Dell learned which factors truly influenced its revenue increase – and by how much. The results revealed that many factors in addition to marketing – like sales investments, product quality and support – also had a major influence on revenue. Clearly, data and marketing analytics are crucial to showing the full picture of all the factors that play a role in sustaining success.
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Amid budget constraints and organizational complexities, how do you deliver the best value from every marketing campaign and among campaigns across the enterprise? Today, more marketers are turning to optimization to deliver the most value for less. In this paper, you'll learn more about getting started with marketing optimization and nine tips from industry leaders, including why you should start simple, get executive buy-in, and build your optimization capability in house.
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The world's largest office supply company, Staples receives vast amounts of rich data from millions of active customers, tens of thousands of unique SKUs, more than 2,000 office superstores and the second-largest e-commerce site in the world. How does it collect and analyze all that data to turn it into profit? In this conclusions paper, which is based on a presentation made to the Direct Marketing Association, Jim Foreman of Staples shares several tips that have helped his company achieve tremendous success.
Pro Soccer League Takes Contact Strategy to the Next Level
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Why settle for sending out static emails when you could do something much more engaging to reach your audience? Major League Soccer (MLS) knew it could be more successful if it could reach out to fans with personalized information that matched their geolocation, club affinity and more. But to do it, MLS first had to build a good fan database. Turning to SAS for help, MLS used predictive analytics and data mining to build the database and get a better understanding of what its fans really wanted. Based on these insights, SAS and MLS developed an automated marketing program that strengthened fan engagement while increasing ticketing and merchandising opportunities for MLS clubs.
AEGON Direct Marketing Services maximizes marketing outcomes by making the most of each customer communication
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This conclusions paper gives the highlights of a webinar sponsored by SAS, in which marketing science specialists from AEGON Direct Marketing Services, Inc. described how optimization has helped the organization drive higher campaign returns from existing models and resources.
How to achieve relevant interactions with always-on, empowered customers
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With the growing trends of digital customer interactions, marketers can deliver highly personalized, integrated and relevant communications across channels. This paper explains how multichannel campaign management (MCCM), powered by marketing automation and other customer intelligence solutions, makes it possible to apply personalization to marketing plans, tactics and one-to-one interactions to capitalize on the customer-empowered digital world.
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This paper presents insights from a webinar presented by SAS and the American Marketing Association that discussed practical steps and technology options to evolve toward becoming an organization that successfully synchronizes marketing operations and campaign management with an overlay of analytic intelligence. You learn why companies that develop an integrated marketing management strategy will see higher returns on marketing investments (ROMI) than those that don't – as much as 50 percent higher, by some analyst estimates - despite the proliferation of multichannel campaigns, disparate data sources and point solutions
Discovering New Ways to Grow
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Today's insurance organizations are focused on growing their customer base, attracting new policyholders while retaining those they already have. However, according to an exclusive UBM TechWeb survey of 280 Insurance & Technology readers, the majority of insurers are not yet effectively leveraging data, tools and technology to gain customer insight and carry out successful marketing campaigns, both key to achieving profitable organic growth. This paper discusses the results of that survey, examining how insurers are meeting today's customer-focused marketing challenges.
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When markets experience commoditization, companies proclaim "customer centricity" and try to differentiate themselves in multiple ways. But few companies truly know how to become customer centric, and most don't pull it off. In this Key Learning Summary from Harvard Business Review, Harvard Business School professor Ranjay Gulati explains why marketing is the one corporate function that is well-positioned to be accountable for customer centricity and how a reinvention of the marketing function is necessary for marketers to become not just enablers of value creation, but producers of it.
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It's hard to target the right customers with the right offers while staying within budget and channel capacities -- and without cannibalizing future sales or saturating customers with too many messages. Optimization can help you resolve these complex issues by balancing your organizational constraints with the need to improve results. This paper explains how marketing optimization can help you improve campaign revenues by up to 25 percent, and describes how the technology can be implemented successfully with SAS' powerful, easy-to-use approach to marketing optimization.
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Marketing Performance Management

Five Ways Life Sciences Organizations Can Use Analytics to Improve ROI from Every Sales and Marketing Dollar
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With billions of dollars at stake, it is time for the pharmaceutical industry to take a cue from successful marketers in financial services, retail, hospitality and gaming. Those industries long ago embraced sales and marketing approaches based on data and advanced analytics – replacing gut feel and intuition with fact-based decisions.

This white paper describes how pharmaceutical organizations can use analytics to improve returns on marketing dollars by directing the right investments to the right targets through the most effective channel mix. 
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This is an Argyle Conversations paper produced by Argyle Executive Forum. The four page paper features an interview with Adele Sweetwood, Vice President of Americas Marketing for SAS, on the rise of analytics in marketing and how it can help show the value of strategy. Sweetwood explains why analytics are so important to marketing today, why analytics are changing the entire culture of marketing, and how marketing leaders can build the right skills for their team in order to increase analytics in the organization.    
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This is an Argyle Conversations paper produced by Argyle Executive Forum featuring an interview with Lori Bieda, Executive Lead of Customer Intelligence at SAS, about how marketing organizations can use analytics to effectively improve the customer experience and the skill sets your team needs to deliver it.  A seasoned marketing and analytics executive with over 19 years of experience, Bieda offers sound advice on how organizations can improve their marketing effectiveness through customer intelligence.
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The role of the CMO is evolving as customer analytics takes an ever-greater role in devising more effective marketing strategies.  Wilson Raj, Global Customer Intelligence Director at SAS, spoke with Argyle Executive Forum Content Associate Lily Robertson in a recent Argyle Conversations publication in which the two discussed the CMOs evolving role and how the new CMO will have to find ways to effectively blending creative vision and operational excellence in the new business environment.
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The digital age has forever changed customer behavior and expectatations, and marketing have had to adjust accordingly. Jenna Fiorito, Vice President of Acquisition Marketing for Time Warner Cable, and Annette Green, VP of Communications, Content and Entertainment for SAS, discussed how marketing in the mobile wireless industry has changed in the last 20 years and how channels like social media can be used to best reach and engage with customers.
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This Argyle Conversations paper features an interview with Tracy Hackett, Vice President of Marketing at RBC, on how this winning bank continues to flourish. Learn how RBC is keeping its brand relevant, using analytics to shape its marketing strategy, migrating to digital channels, and continuing its innovative approach to business to stay on top.   
A report from the Economist Intelligence Unit
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This Economist Intelligence Unit paper explores why chief marketing officers at manufacturing firms are struggling to understand the customer, but also bridge the gap between their own perception of how their customer knowledge drives business knowledge, and what their peers believe. Read this paper to learn what factors are causing this gap and recommendations for how CMOs can work to better understand the customer experience, and improve customer value to the organization.  
A report from the Economist Intelligence Unit
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This Economist Intelligence Unit paper explores why chief marketing officers at manufacturing firms are still struggling to bridge the gap between what they measure and what P&L owners care about. Read this paper to learn why manufacturing marketers are not in sync with the expectations of the CFO, CEO and shareholders, and three actions they can take to improve marketing’s effectiveness and impact. 
A report from the Economist Intelligence Unit
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Today's chief marketing officers (CMOs) are under increasing pressure to demonstrate return on investment (ROI). While 75% of the surveyed executives say the office of the CMO plays a key role in determining business strategy for organizations as a whole, less than 40% believe that CMOs are delivering ROI consistently in their marketing campaigns. The Economist Intelligence Unit report "New Rules for Marketing ROI" explores the ways that CMOs are bringing value to the organization, the challenge of measuring marketing results, and the importance of making the change from product messaging to customer engagement as a business strategy.
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Big data has increased pressure on CMOs and their marketing teams to deliver more measurable return on marketing investments, but this also creates great opportunity for the CMO. The Economist Intelligence Unit report "The New Rainmakers: CMOs' Drive to Deliver Business Value" explores how CMOs are embracing this new accountability mandate and rebuilding their marketing organizations with a more nimble, data-driven approach.
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This paper presents insights from a webinar presented by SAS and the American Marketing Association that discussed practical steps and technology options to evolve toward becoming an organization that successfully synchronizes marketing operations and campaign management with an overlay of analytic intelligence. You learn why companies that develop an integrated marketing management strategy will see higher returns on marketing investments (ROMI) than those that don't – as much as 50 percent higher, by some analyst estimates - despite the proliferation of multichannel campaigns, disparate data sources and point solutions
Whose job is it, anyway?
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A report by the Economist Intelligence Unit and sponsored by SAS, explores the conflicting responsibilities of the CMO. As organizations work to leverage customer insights and embrace customer-centricity, is the CMO ultimately responsible for the voice of the customer? With so many other responsibilities, is the CMO the best person for this job? This in-depth report – based on interviews with senior executives from major companies – seeks to answer these important questions.
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Marketing Resource Management

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Why is digital asset management so vital to your marketing organization? Gartner analysts have ranked efficient marketing operations management among the top three missions for corporate marketing organizations to accomplish over the next few years, and digital asset management is core to effective marketing operations. This white paper explains why digital asset management increases marketing effectiveness and where to begin, including the efficiencies you’ll gain and which features are most important.  
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This paper explores how a marketing resource management (MRM) solution can help organizations overcome common marketing business problems more effectively and drive many ROI (return on investment) opportunities. Learn why marketing executives, brand managers and marketers rely on marketing resource management solutions to measure effectiveness, track ROI, and gain efficiencies in their processes.
Preparing for the arrival of a marketing operations management solution
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Introducing technology into an organization can be tricky, but when you are introducing technology -- such as a marketing operations management solution -- into a marketing organization, tricky doesn't begin to cover it. This paper explores how the way an organization addresses people, processes and technology can make or break the successful adoption of a marketing operations management solution.
How marketers can align their strategy and planning with overarching corporate goals
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One of the greatest challenges in managing multichannel marketing programs is translating corporate and marketing strategies into operational measures that demonstrably help achieve their objectives. This white paper discusses how an advanced marketing operations management solution can help marketing organizations turn the vision of an integrated, end-to-end marketing process into reality by supporting objectives, responsibilities and processes across the enterprise.
Employing marketing operations to handle regulatory requirements and compliance risk
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While marketers specialize in articulating their company's position through branding and external media, when it comes to conveying those messages to colleagues or departments across the enterprise, they tend to be far less effective. This lack of communication entails severe risks, which may include ruining a company's reputation, compromising brands and causing financial losses. To make matters worse, conventional automation systems execute ill-conceived or risky measures much faster than manual methods ever could, thus multiplying the negative effects of those actions. This white paper examines how taking advantage of the intelligent marketing management solutions available today can provide marketing organizations with a much easier path to compliance ... and to the legal certainty that they need.
A commissioned study conducted by Forrester Consulting
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When organizations make an investment in technology, ROI is key. This Forrester report prepared for SAS confirms that SAS® Marketing Operations Management delivers value to organizations looking to improve marketing operations effectiveness. Download this free report to learn how a $2B consumer packaged goods (CPG) firm using SAS Marketing Operations Management was able to streamline marketing operations, lower product costs, improved marketing accountability, and avoid third-party imaging costs by creating a central repository.
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Real-Time Decision Management

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Marketing has been redefined with significantly more complexity, largely due to the growth in new contact channels and interactions that are not yet well understood. How can marketers perform effectively in a landscape that is not only more complicated, but flooded in big data – one where answers are needed with new urgency? That was the focus of a recent SAS Global Forum Executive Conference session where marketing experts from the financial services and telecommunications industries looked at some key issues and best practices for campaign management in the multichannel, real-time world.
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Customers expect much more from businesses. Customers believe businesses should provide a relevant, consistent customer experience across all channels. Unfortunately, data is underutilized, business processes are disjointed, and analytics are not used to make the most informed decisions. As a result, customer loyalty and revenue opportunities are lost. This paper describes how organizations can use SAS® products, including SAS Real-Time Decision Manager and SAS Model Manager, to improve the customer experience by providing real-time, analytic-based decisions to channels and business processes, and create consistent, personalized customer experiences.
Insights from a panel discussion at a recent SAS® Global Forum Executive Conference
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Digital marketing has evolved to the point where delivering an omnichannel experience to your customers – an experience that is consistent and relevant both online and offline in real time – is within reach. To succeed in this converged environment, marketers will have to re-engineer how they collaborate, coordinate and use data across functional areas. This paper summarizes a SAS Global Forum Executive Conference session that looked at key issues and best practices for delivering the seamless experience that customers increasingly expect.
Clear the clutter to offer the right action at the right time.
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This white paper describes the need for next best action in marketing strategies, techniques for effective implementation and how SAS Customer Intelligence can be used for such an implementation.
Customer Analytics in the Contact Center
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Organizations have more opportunities than ever for direct customer contact – email, blogs, Facebook, etc. – but it is actually getting more difficult to extract value from those conversations. Organizations need to rethink how they approach such concepts as customer value, contact center processes and metrics. In a webinar produced by the AMA, experts from SAS and KANA presented a framework that continuously gathers and embeds new intelligence into customer contact strategies. The process produces more relevant and effective interactions – a win-win for organizations and their valued customers. This paper provides highlights from that webinar.
End-to-end continuity, cohesion and governance for the entire information path - from raw data to analytic insight delivered at the point of decision.
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The terms "data management" and "information management" are often used interchangeably – but SAS has a much broader interpretation for the latter. Data management is concerned with data integration, data quality and master data management; information management is about using that data to create business value. In this white paper, Mark Troester of SAS describes a holistic information management approach that brings much-needed governance and efficiency to the entire continuum from data to analytics delivered at the point of decision.
A report from the Economist Intelligence Unit
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Financial services firms already use customer data to cross-sell products and services, build loyalty, detect fraud and manage risk. The next step is a shift toward relationship marketing. This is becoming even more critical as digital financial transactions are integrated into daily activities and customers visit bank branches less often. The Promise of Real-Time Data by the Economist Intelligence Unit explores how analytics are enabling banks to obtain a 360-degree view of their customers and respond to their needs even as they migrate across channels.
Insights from a webinar in the AMA Marketing Effectiveness Online Seminar Series, presented in association with the American Marketing Association and SAS
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In a culture driven by mobility, the Internet and free choice, customers are more personal and immediate than ever, yet more elusive and disloyal than ever.  They can so easily click to buy – or to jump to the competition.  And they have more power to influence the market at large.  As a result, marketers are pressured to perform better in three Bs: Be relevant (deliver offers that are spot-on in terms of content, timing and channel); be social (capitalize on social media as both a source of inbound intelligence and outbound communication); and be real-time (take the very best action for each customer at that moment in time through the right channel). In a webcast co-hosted by the AMA and SAS, Denis Pombriant of Beagle Research and John Bastone of SAS discussed why this is so critical now, and six key ways analytics can empower marketers to succeed. This paper provides highlights of that webcast.
How real-time decision making improves your customer interactions
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Organizations that are looking for a unique competitive advantage are using a real-time decision making strategy to help them improve the customer experience. This white paper explores why a real-time decision making approach can yield significant benefits versus traditional decision-making approaches. Also, it provides real-world examples of how real-time decision making works, and how it can help to coordinate interactive marketing across your inbound and outbound channels.

Data-Driven Decision Making

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Eight steps to prepare a school district for accessing and integrating data to make informed, proactive decisions
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Today's educational leaders face an environment that requires real-time decisions and accurate, reliable and timely data in their oversight of schools. Rather than guessing or hoping for the best, leaders can use data effectively to develop and foster a culture in which all members of the district understand, apply and manage data as a dynamic entity to support the district's focus and improve outcomes for students, staffs and schools. This paper describes eight essential steps for this important transformation of a school district's culture.
How Winston-Salem/Forsyth County Schools provides fast access to meaningful data to make a difference
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School districts face many of the same concerns as business: how to improve performance, proactively detect problem areas, increase operational efficiency and ensure compliance with external reporting requirements. For school systems, better access to consistent and trusted data would drive better monitoring, decision-making and planning in all these areas. Starting with nearly two dozen, unrelated data sources – some of them just spreadsheets – the data team at Winston-Salem/Forsyth County Schools in NC created a unified information infrastructure that brings together data from across the district and makes it available to users in interactive, self-service, Web-based reports. This paper summarizes a presentation made by two key leaders of this information overhaul at a Consortium for School Networking (CoSN) conference.
Insights from a K-12 on-demand Web conference, sponsored by SAS, CoSN and Lenovo
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Schools need to embrace technology, use it efficiently, and leverage it to measure achievement. In this conclusions paper, you will read why social networking isn't the enemy, technology need not break the school budget and how to build consensus within the community and school system for using technology. Also addressed is the critical need for school systems to develop a sophisticated, longitudinal data-driven approach to measuring student achievement.
Benefits and best practices for creating a data-rich culture
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Education leaders know it is no longer enough to collect data just to deliver mandated reports. It is time to use diverse data sources to make better, fact-based decisions that improve educational outcomes and the use of scarce resources. In this white paper, education professionals from the Consortium for School Networking (CoSN) and Rock Hill School District discuss an information environment that can integrate data from across the district, track information over time, uncover trends and equip decision makers with self-service reporting – and the culture shift that has to happen to make this all possible.

Drug Discovery and Development

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For many years, the first instinct of most clinical programmers has always been to write SAS® code by hand, because that was the best approach available. The next innovations from SAS were tools like SAS Enterprise Guide and SAS Clinical Data Integration, with their graphical user interfaces that made programming a great deal easier, faster and more efficient. This white paper discusses how experienced programmers can learn novel tricks and techniques with new tools, solutions and technology.
Developing, executing and managing the transformation, analysis and submission of clinical research data with SAS® Drug Development
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In an industry shaped by ever-increasing regulation, global competition and market expectations, research-based biopharmaceutical organizations need ways to improve the efficiency and productivity of drug development processes. Traditional information management practices—constrained by manual data transfer, workflow and audit procedures—are not measuring up. This white paper describes SAS® Drug Development, which provides a unified platform for bringing consistency, control and compliance to information processes, from data aggregation through analysis and reporting to FDA submission.
Navigating new business models, new partnerships and new strategies to improve operational efficiences
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To adapt to regulatory and market pressures, life sciences companies must redefine the way they manage their essential data assets. The companies that thrive in the future will be the ones that can gather scientific, clinical and business information from many different sources; pool the relevant information in a central place; and provide controlled, real-time access to those who need to examine, analyze and report on the information. The desired state parallels the hub-and-spoke model in the airline industry, with the centralized information repository representing the hub and the various users and uses of that information being the spokes. This white paper describes five keys to achieving this model, and the benefits it delivers.
A revolutionary step toward supporting clinical trials analysis over the next decades of clinical research
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The introduction of electronic data capture (EDC) systems in clinical trial data management and analysis triggered the promise of better-managed clinical trials. Over time, however, many organizations ended up with multiple EDC systems, legacy clinical data management systems and additional systems for managing different aspects of clinical data management and analysis. End-to-end data management using advanced data standards management, along with an integrated analytics and advanced in-memory visualization environment, is a revolutionary step toward supporting clinical trials analysis over the next decades of clinical research. This white paper discusses how bringing together granular, well-documented clinical data will lead to shorter trials, improve the modeling of new trials before a therapy is tested on a patient, and lead to higher-quality drug submissions to authorities.
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Sponsors and clinical research organizations (CROs) are being very cautious in their utilization of adaptive clinical trial designs. And well they should be. While under the right circumstances, clinical trials can enhance the ethical treatment of patients, enable better decisions faster and help minimize the cost of clinical development, it is important to keep in mind that adaptive trials will not always be appropriate. This paper from Elsevier Business Intelligence discusses how adaptive clinical trials can provide a better way to explore and demonstrate the efficacy and safety of investigational products, while also emphasizing the point that a trial that forgoes validity for novelty is not a good trial.
Exploring the emerging trend of data-sharing initiatives in the life sciences industry
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Pressured by new regulations, public image issues, negative publicity and a desire to promote better use of health data, pharmaceutical companies and other clinical trial sponsors are starting initiatives to expose and share their clinical trial information. Recent announcements to share previously confidential data include those by GlaxoSmithKline and the CEO Roundtable on Cancer. In addition to positive media attention and altruistic reasons, pharmaceutical companies also see this as an opportunity to improve the research process and increase the opportunities to identify scientific breakthroughs helping both their companies as well as the larger healthcare environment. Providing access to clinical trial data with the ability to aggregate information for meta-analyses greatly increases the likelihood for identifying new medical breakthroughs as well as decreasing the time to market for effective, safe treatments. But data sharing and data transparency initiatives still face significant challenges both in their creation and execution. This paper outlines the potential value of data-sharing initiatives and the hurdles to successfully creating a data sharing environment. Learn what components are needed and how best to support or participate in this next step in the evolution of clinical research.
Developing, executing and managing the transformation, analysis and submission of clinical research data with SAS® Drug Development
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Discovery organizations are identifying a lot of promising compounds, but clinical research processes haven't kept pace with timely testing of all those potential therapies. This white paper describes how SAS Drug Development supports true innovation across the clinical trial process. You will learn how to assemble data to foster better collaboration, get up-to-date information during clinical trials and make informed decisions earlier in the trial process.
Improving clinical research with analytics
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Organizations that manage clinical research operations based on personnel experience and basic technologies such as spreadsheets lack the quantitative insight to make the best and most informed decisions. This paper illustrates how the application of business and advanced analytics to clinical trial operations represents a new and improved approach to reducing the cost and time associated with managing clinical research projects, specifically for trial design, site selection and clinical supply management and forecasting.
The Key to Optimizing Clinical Trials
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As budgets and resources tighten, biopharmaceutical firms and CROs are under pressure to conduct cost-effective, risk-based monitoring of clinical trials. But for many, progress in this area has been slow. But why? And what's helping or hindering the adoption process? In August 2013, Applied Clinical Trials and SAS decided to find out. Working with Strategic Research to conduct in-depth telephone interviews with biopharmaceutical companies and contract research organizations, we gathered insights from directors and senior executives in clinical data management, biostatistics and clinical trial operations. This paper summarizes our findings, including barriers to implementing risk-based monitoring, suggestions for moving forward, and what the ideal system would look like.

Enrollment Management

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The Story of Information Evolution at Sinclair Community College
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Using reliable data for its decision making, Sinclair Community College in Dayton, Ohio, strives to continuously improve the value it delivers to students, employers and the community. In this presentation at the Rocky Mountain Association for Institutional Researchers 2012 conference (RMAIR), Karl Konsdorf, Assistant Director for Research, Analytics and Reporting at Sinclair, described the transformation of the college's information processes – and five notable outcomes made possible by having a more robust data warehousing, analytical and reporting environment.

Financial Intelligence

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In the wake of the financial crisis, forward-looking banks are trying to make the risk function a more integral element in everyday business decisions. This paper, produced in partnership with the Global Association of Risk Professionals (GARP) following a webinar on the same topic, examines how banks are using risk analytics to create a competitive advantage.
Delivering unified, reliable financial intelligence throughout the enterprise
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This white paper describes how corporate executives can maintain, or regain, confidence in financial reporting by using SAS Financial Management which redefines the cycle times, performance and possibilities of financial management and reporting, and provides financial intelligence throughout the enterprise.
Helping CFOs adjust to an expanding role
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Driven by regulation, restructuring, increased accountability and shareholder scrutiny, the CFO has become a key strategic decision maker who helps set company strategy. This white paper argues that financial professionals must do more than report on the past; they must interpret past results for their impact on the current business environment and affect on the future. The paper also discusses how SAS can help CFOs address key challenges as they adapt to their changing role.
A white paper by FSN Professional and Technical Publications
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The Fast Close process – the ability to rapidly close the books, collect, consolidate and publish the results of a group globally – is widely seen as a proxy for good corporate governance. This white paper, written by FSN Publications, considers the common impediments to a Fast Close process, the principle steps needed to correct them and illustrates how SAS Financial Management, coupled with other SAS solutions respond to these challenges.
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Being bound to a traditional, 12-month budget can create problems for organizations, problems such as an underutilized staff, inefficient use of resources and a lack of flexibility when economic circumstances change. Employing a 90-day budget based on processes and making better use of scenario planning and forecasting can make a difference. That is the commitment of this paper: to provide a catalyst for change and a road map for achievement to the financial planning and analysis manager who wants to shake up the status quo and get his or her team engaged at the high level of value they are capable of.
How performance management can align activities and resources with enterprise-level strategy and market conditions
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Alignment is the most significant benefit organizations seek in their performance management initiatives, but it is the least realized. This paper explains why alignment is so elusive and offers three steps to achieving it. It also includes a guide to the technologies that enable alignment throughout the enterprise.
A report of survey findings
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This white paper addresses the critical issues behind performance management, including how companies approach it, what obstacles they face in making it successful, what they hope to achieve and what seems to be working. It is a summary report of the online survey that was conducted among 1,143 cross-industry organizations worldwide.
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Activity-Based Management

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As a valuable costing methodology, this paper looks at how ABC has evolved over its life cycle, what lessons have been learned from its evolution and what ABC can do today that it could not do 20 years ago. It also describes the current state of ABC as a key input and value adder to performance management systems.
The Foundation for Shared Services
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Shared services departments in organizations have traditionally been called "overhead functions." Today, shared services are being defined as the sharing and leveraging of resources, people and information to more effectively meet the business needs of an organization. In order to transform overhead functions into more than merely cost-effective internal suppliers, fact-based information, such as that provided by activity-based cost management, is required. This white paper gives an overview of the shared services model, focusing on activity-based cost management as an enabler. The paper also includes a primer on activity-based management and some ground rules for effective shared services.
Enabling better management decisions
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It is no longer sufficient for an organization to be lean, agile and efficient. Its entire supply chain must also perform as the company itself does. If some customers are excessively high-maintenance, they erode profit margins. Who are these troublesome customers, and how much do they drag down profits? Once you know, what corrective actions should you take? This detailed white paper explores the value of activity-based cost management (ABC/M) in determining customer profitability. It describes the insights gained from validly measuring customer profitability and how organizations apply performance management systems to manage changing strategies for increasing profit, reducing cost and improving performance throughout the enterprise.
Going beyond inventories and calculations
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Instead of just calculating and reporting a number for compliance, organizations must go beyond calculation into activity modeling if real understanding, leadership and goals are to be achieved. Learn about the differences between calculating and modeling emissions, the critical parallels between cost and greenhouse gas accounting, collecting and managing data, and using activity-based modeling to gain invaluable insight to calculate and set reduction goals of your carbon footprint.
Balancing customer and shareholder value
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While it is essential to employ customer-centric strategies to improve revenue, it is also necessary to balance customer needs with shareholder value. This white paper outlines a method for achieving this balance by tying retention spending to customer financial value. You will learn how to evaluate customers by combining financial value with loyalty, and about requirements for a properly customer-focused strategy.
Transform business as usual with advanced insight into true costs, future needs and performance optimization
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Activity-based costing (ABC) has transformed from a tool that simply improves the accuracy of cost computations to one that adds immeasurable value to forward-looking government organizations. This white paper explores the transformation of ABC from a manufacturing tool to a management practice. You will also learn about the relationship between ABC and performance management. The paper also includes two real-world case studies.
Sorting through the facts about traditional and time-driven costing methodologies
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Activity-based costing more accurately determines the actual costs of production and related services. The relatively higher accuracy and greater visibility achieved by ABC has helped organizations in service and manufacturing industries better understand and manage their indirect costs than was possible with traditional accounting methods. However, after proven success, ABC has recently come under fire. Robert Kaplan and others are promoting a new, time-driven methodology to presumably get strategic information faster and with less maintenance. Is this approach the panacea for reducing the efforts to calculate costs? This white paper takes an objective look at several questions and brings some new perspective to an issue that has been generating a lot of buzz but also involves a few misconceptions.
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Marketing spend is critical – but it should be treated as a preciously scarce resource to be aimed at generating the highest, long-term profits. This means answering questions such as: “Which type of customer is attractive to newly acquire, retain or win back? And which types are not? How much should be spent on attracting, retaining or recovering them?” Some firms have already enacted programs in these areas to begin trying to answer these questions, but more must. This white paper explores ways to get answers to these questions and offers up activity-based management as an ideal source for useful, mission-critical managerial information that is essential for good decision making.
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At many organizations, the pricing, marketing and sales functions struggle to determine what will increase profit lift for customers. This paper describes analytical techniques that identify the drivers to best explain the differences between high-profit and low-profit (or negative-profit) customers. By knowing these drivers, sales and marketing divisions can choose the right actions to boost customer profitability.
A holistic look at the individual level - to build corporate profitability one customer at a time
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Deregulation and competition have many telecommunications providers struggling to sustain or restore profitability. This white paper outlines ways that activity-based management reflects the actual costs involved in attracting, supporting and keeping a customer. You will learn about the shift from commodities to customers in the marketplace and the importance of customer profitability as a measure of economic value.
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Translating expenses into calculated costs using a cost-tracing approach is foundational to activity-based costing (ABC). Yet even when an organization adheres to strict accounting practices and principles, there can be problems with this method. For example, how appropriate are the selected drivers, and how accurately do they model costs proportionately to reflect an organization's actual consumption of expenses? This white paper describes this problem and illustrates how and why correlation analysis resolves it.
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Financial Reporting/Planning

Implementing a program-centric approach to evaluate and optimize outcomes
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The economic crisis confronting governments is forcing a revisiting of traditional budget formulation in order to achieve maximum results from reduced resources; however, existing budgeting tools and processes are outdated and incapable of providing the information needed for proper evaluation of government programs. Learn how a program-centric approach to evaluating outcomes and predicting future outcomes must become the norm for future government programs in order to set priorities, provide needed services and prioritize investment of government resources.
Delivering unified, reliable financial intelligence throughout the enterprise
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This white paper describes how corporate executives can maintain, or regain, confidence in financial reporting by using SAS Financial Management which redefines the cycle times, performance and possibilities of financial management and reporting, and provides financial intelligence throughout the enterprise.
A white paper by FSN Professional and Technical Publications
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The Fast Close process – the ability to rapidly close the books, collect, consolidate and publish the results of a group globally – is widely seen as a proxy for good corporate governance. This white paper, written by FSN Publications, considers the common impediments to a Fast Close process, the principle steps needed to correct them and illustrates how SAS Financial Management, coupled with other SAS solutions respond to these challenges.

Fraud Prevention and Detection

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Organizations that have successfully implemented advanced decision management analytics have seen millions of dollars in new revenue and cost savings, including fraud mitigations. However, there are challenges. From a tidal wave of big data to a lack of proficiency with sophisticated software, some projects seem to stall out and never get up and running. In this white paper, Rex Pruitt of Capgemini talks about how to overcome roadblocks and provides compelling evidence – millions of dollars of evidence – that the effort is worth it.
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Federal, state and local government agencies can increase their resources by collecting all of the tax and non-tax revenues they're already owed – and do so with existing people, call center and budget resources. Consider that the current collections process treats every debtor the same. Analytics can identify high-value debts that are most likely to be collected. By gathering relevant data from within and outside the agency, advanced analytics give collectors a 360-degree view of each debtor. With these capabilities, agencies can collect more of what they're owed, improve efficiency, and better determine just the right action to take to get debtors to pay.
Increasing investigator efficiency using network analytics
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Financial transactions viewed in isolation could appear normal – but might they look quite different if you could correlate those transactions across channels, products and related entities? This paper summarizes a presentation at the 2012 Association of Certified Fraud Examiners (ACFE) Annual Conference in Orlando, FL, where Dan Barta and David Stewart of SAS called for a more holistic approach to fraud detection than the silo systems in use today -- a layered approach with controls at multiple levels across the organization, with network analysis to reveal links among entities and uncover fraudulent behavior that would otherwise go undetected.
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Modern-day fraud activities often span multiple areas, making fraud an enterprise problem, not just a program-specific problem. In trying to combat this fraud, government agencies are constrained by silo fraud units and systems that do not share data and have only limited detection capabilities. This white paper summarizes a webinar co-hosted by the Association of Certified Fraud Examiners (ACFE) and SAS, in which Greg Henderson and Carl Hammersburg of SAS describe an enterprise approach that supports interagency data sharing, analytics-driven continuous transaction monitoring and efficient investigative workflow.
Why it's so easy to steal from insurance companies - and what to do about it
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The practice of staged automobile collisions skyrocketed in Southern California in the mid-1990s, according to John Standish, former chief of the Fraud Division of the State of California Department of Insurance. Speaking with a group of leading fraud investigators in Florida, Standish attested that at least 25 percent of the workload for an adjuster or claims representative contains some form of fraud. This paper summarizes Standish's presentation along with a surprise guest – the fraud ring leader Standish brought down after a five-year undercover investigation. Having paid his debt to society, the ring leader now tells insurance companies how he was able to steal so much money from them, who does it and why it's so easy.
Making the case for integrating fraud and anti-money laundering processes
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The financial services industry has traditionally viewed anti-money laundering (AML) compliance and fraud detection and prevention as separate disciplines with different missions – one focused on avoiding fines and the other on averting losses. Yet there are natural synergies between these areas and compelling benefits to be gained from integrating them. This white paper describes the limitations of traditional, siloed approaches to managing financial crimes – and the five key capabilities an integrated fraud and AML platform should offer.
An analysis of the Enron emails using text analytics and case management
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What if investigators could have solved a case like the 2001 Enron scandal more efficiently? By integrating SAS® Enterprise Case Management with SAS Text Analytics, fraud investigators gain an analytical advantage. This paper demonstrates the power of integrating SAS Text Analytics and SAS Enterprise Case Management by using both to analyze the Enron email corpus. SAS Enterprise Case Management provides an organized environment for managing investigation workflows, documentation and case notes. SAS Text Analytics indexes and categorizes documents to further enhance search, uncover root causes and save time and money during time-sensitive investigations and audits.
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When thinking about the fraud in health care, people tend to think about the integrity of the way claims are presented – and they tend to think about it as a provider issue. Jay King and Julie Malida of SAS want to shift the conversation to the multimillion-dollar question: Is your plan actually covering the people you think you're covering? This white paper summarizes a webinar in which King and Malida share insights about the scope of eligibility fraud, the data sources you can use to address it, and five real-world case studies of eligibility fraud detection in action.
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Predictive analytics is widely used in insurance pricing and underwriting applications. Media and industry information might lead to the assumption that most insurers are using predictive analytics for well-defined improvements in the claims arena, too. But after conducting research and interviews with insurance executives, The Gorman Group and SAS found this was not the case. Most insurers, they found, underutilize the use of predictive analytics in claims – and fail to get the full value out of their claims data. This paper identifies the most common inhibitors to using predictive analytics in claims and presents concrete recommendations for overcoming them.
How Big Data and Advanced Analytics Help Investigators Proactively Fight Fraud and Money Laundering
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Law enforcement and investigators have access to big data and advanced analytics that allow them to look at previous patterns of fraud to accurately predict current and future fraudulent activity and determine relationships between conspirators. In this conclusions paper, Dennis M. Lormel, President and CEO of DML Associates LLC, provides perspective on how fraudsters view the world, as well as the latest criminal trends. Dan Barta, Industry Consultant for Enterprise Fraud Strategy at SAS, discusses how big data, advanced analytics and associated technologies are helping law enforcement and regulatory agencies become more proactive in tracking down fraudsters.
State-of-the-art methods for detection and prevention of fraud, waste and abuse in the health care industry
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The impact of fraud, waste and abuse on payers, whether insurance companies, government agencies, or self-insured employers, is enormous.  The time is right for health payers to invest in technology to prevent claims fraud and abuse and stem the current epidemic of financial losses.  This white paper discusses how technology-based tools to fight insurance fraud can be used individually or in combination to help companies detect and prevent abusive or criminal claim activities and how fraud-detection techniques can be powerful deterrents for would-be fraudsters who seek to profit at the expense of insurance companies and their honest business partners and customers.
Best practices for government agencies.
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Read this white paper to learn how SAS helps governments reduce the taxpayer burden for fraud, error and abuse, ultimately allowing governments to better fund efforts for improving the lives of citizens. This paper focuses on three key areas: improper payments, purchase card fraud and Medicare/Medicaid fraud. The paper discusses how governments can develop anti-fraud strategies to improve collection rates and reduce improper payments, fraud, waste and abuse.
How to Recognize and Reduce Opportunistic and Organized Claims Fraud
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With millions of dollars at stake, the insurance business must act to reduce the amount of opportunistic and professional fraud that milks money from the industry on a daily basis. The changing face of fraud makes stemming the tide a challenge, but the face of fraud detection is changing just as fast.

This white paper describes how the insurance industry put the flexible SAS Fraud Framework in their arsenal to help not only combat fraud, but find ways to shut it down in the future.
Best practices for a strong offense and defense against cybercrime, border violations and government program fraud
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This paper summarizes a podcast hosted by the Association of Certified Financial Crime Specialists and SAS that examined three primary national and public security risks – and explained how some of the same techniques that are used to detect and prevent fraud may be used for national security threats as well. New data management and analytic tools can help government organizations connect the dots among programs, agencies and government levels to identify emerging threats, possibly in time to prevent them from occurring.
Online banking, mobile banking and card fraud
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Understanding current trends in electronic fraud, identifying key risk areas and incorporating state of the art solutions to combat fraud will help financial institutions provide a risk free banking environment and boost customer satisfaction. This whitepaper, which presents the results of a study conducted by Javelin Research Group on behalf of SAS, delves into the nuances of overall electronic banking fraud, the mobile channel as an emerging area for electronic fraud and current software, programs and processes in place to stop card fraud. It concludes with recommendations on future fraud prevention strategies.
A review of the key threats and responses ahead
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Cybersecurity is a complex challenge growing in importance that isn't just an IT problem – it's a broader risk management issue. Cyberrisk not only affects banks and government agencies; its implications expand through all industries. To counter new and emerging threats, you need to learn from previous threats across those industries hit hardest to proactively meet the challenges ahead. To broaden awareness and offer lessons learned, this paper looks at cybersecurity challenges and opportunities through the lens of financial services. From a survey of 250 banking executives, along with in-depth expert interviews, it reveals that harnessing big data assets in a proactive manner across the fraud and cybersecurity domains will help combat the ever-changing nature of attacks.
A review of the key industry threats and responses ahead
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The rise of the information society has provided a wealth of opportunities for organizations to enhance services to save time, money and effort. But there is a darker side. Cybercriminals are finding new ways to exploit weaknesses and working to develop more sophisticated attacks – or finding high-tech reinventions of old tricks. The cost to consumers and to society is growing while a lack of international cooperation allows these crimes to multiply. Though cybercrime transcends industries, financial institutions often lead the way because they are often first to experience new threats. Based on a survey of 250 banking executives, along with in-depth expert interviews, this report looks at cyber security challenges and opportunities as they relate to banks. 
Highlights from a panel discussion at the 2013 SAS Government Leadership Summit
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Are we doing all we can to secure the critical infrastructures that run our transportation systems, financial markets, utility grid, military intelligence and government systems – the fabric of social order and national security? Should we be doing more? What role should government agencies play in fortifying these networks against attack? This white paper summarizes a panel discussion at the 2013 SAS Government Leadership Summit, where leaders from federal government and security product development shared lessons learned and explained how and why today's cyber security "best practices" aren't the best we can do.
Improve the quality of alerts and reduce false positives by combining data and analytic techniques
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This white paper summarizes a podcast co-hosted by the Association of Certified Financial Crimes Specialists (ACFCS) and SAS, in which industry veteran James Ruotolo talks about how commercial and government organizations can fortify and accelerate their fraud detection efforts. A principal in the insurance fraud practice at SAS, Ruotolo explains how organizations are detecting suspicious activity more rapidly and accurately – even intercepting fraudulent activity as it occurs rather than chasing it after the fact. 
Moving beyond current operating models
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Traditional modeling and tuning of rules-based systems – while effective at detecting known and recurring patterns of fraud – often return exceptionally high numbers of false positive alerts, mistakenly flag legitimate behaviors as suspicious, and more importantly, are exploited by fraudsters as they learn the rules and how to circumvent them. This white paper summarizes a candid discussion with fraud experts from SAS and Bank of America about what it takes to develop more customer-centric fraud management – factoring in anomaly detection, customer baseline scoring and customer-prescribed risk appetites – to help identify suspicious transactions and networks before the money leaves your premises.
A structured framework and approach for holistic management of fraud, waste, abuse and improper payments to support financial services, government and health care
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Enterprise case management is garnering much attention for its potential to combine intelligence from disparate systems into a single repository to more effectively prevent losses, meet regulatory compliance mandates and reduce costs. This white paper discusses enterprise case management and explores how SAS Enterprise Case Management significantly reduces the time and effort of investigating fraud and resolving customer service cases.
A structured framework and approach for the holistic management of fraud, waste, abuse and improper payments to support health care in the public and private sectors
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Health care organizations are struggling to keep pace with the rising volume of cases they must manage, and enterprise case management is garnering much attention for its potential to combine intelligence from disparate systems and departments into a unified solution for more effectively preventing losses, meeting regulatory compliance mandates, reducing costs and improving communication/collaboration. But to be effective in case management, it is necessary to identify and address some of the common pitfalls that organizations encounter. This white paper discusses how SAS Enterprise Case Management mitigates these obstacles by addressing them both through technology and business processes.
Analytically powered best practices for detecting, preventing and investigating fraud in financial institutions
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Organizations that respond to regulatory pressures by simply documenting existing fraud management practices are selling themselves short. This is the opportunity to turn the tide on fraud, fighting back with powerful analytics, holistic intelligence and integrated case management. This white paper shows why it's so important to take an integrated, enterprisewide approach to fraud management that spans all contact channels and account types. With a best-practice approach encompassing data analysis and alert generation, alert management, and case management, businesses can avoid fraud, stop losses and save significant amounts of time and money.
Best practices for government agencies
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Government agencies are particularly susceptible to misappropriation of funds. Billions of dollars can be siphoned away from worthy programs due to process deficiencies, lack of transparency or outright fraud. This executive overview outlines five steps to identifying and preventing fraud, waste and abuse. These steps focus on gaining deeper insights into existing records of program activities and financial data.
How law enforcement can apply analytics to capture online information and turn it into intelligence for crime investigation and prevention
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This paper addresses the most pressing issues law enforcement faces in analyzing social media and how to overcome them. The caveats of the public safety sphere are unique, but they are surmountable. By identifying trends, patterns and associations of suspicious activity, social media and network analytics can make significant contributions to criminal investigations. Implementing predictive models can provide intelligence about areas of high crime probability and can determine how law enforcement resources should be deployed to respond to or prevent crime. Examples are provided for using text analytics and social network analysis on Twitter and Facebook data.
Using Analytics to Lock Up the Fraudsters
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Despite improved security, fraud is still a major concern in the banking industry. This is due to elaborate cybercrimes like international money mule operations as well as the use of new mobile devices like smartphones. The growth in cybercrime – encompassing mobile, online and ACH transactions – puts analytics front and center at helping banks stay ahead of fraudsters. This paper illustrates why using multiple analytical approaches across all organizational transactions helps banks achieve better monitoring of fraudulent activities and more accurate customer behavior profiles. As a result, banks can keep customers safe from financial harm while protecting their own reputations.
Case studies of organized crime ring defrauding federal subsidy programs
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Law enforcement must go on the offensive with fraud operators – and do so without disrupting the efficient and timely delivery of government benefits. Using several fraud stories as examples, this paper explores how a law enforcement or government agency can use multiple analytical methods to proactively identify crime rings in their infancy – and spare federal tax payers billions of dollars misspent on spurious food stamp (e.g., SNAP) benefit payouts each year. The SAS® Fraud Framework provides an end-to-end framework for detecting, preventing and managing all types of abuse of federal subsidies and loan programs through a hybrid approach that employs several methods for fraud detection.
Case studies of criminals defrauding federal acquisition programs
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Proactively identifying complex fraud schemes is only possible when agencies use a multifaceted, anti-fraud detection approach that combines sophisticated data integration with a hybrid analytical approach. Hybrid analytics empowers law enforcement to go on the offensive with fraud operators – and do so without disrupting the efficient and timely delivery of their services. Using factual fraud stories for illustration, this paper explores how a law enforcement or government agency can use multiple analytical methods to proactively identify fraud schemes in their infancy – and spare federal taxpayers billions of dollars in benefits payouts each year. 
A case study of the Mirzoyan-Terdjanian organized crime ring
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Healthcare fraud schemes by organized crime networks' are underway today, flying under the radar of law enforcement. By examining the Mirzoyan-Terdjanian crime ring – an operation that eluded detection by federal payers and New York Insurance carriers for over 10 years – this paper explores how law enforcement or government agencies can proactively identify complex fraud schemes in their infancy using a multi-faceted, anti-fraud detection approach that combines sophisticated data integration with hybrid analytics.
Case Studies of Organized Crime Rings Defrauding Federal Subsidy Programs
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Snagging bad guys who commit fraud involves more than tracking down a single perpetrator. Professional crime rings are forming, and they regularly change tactics to elude law enforcement.  Programs like federal food stamps are bilked by corrupt merchant criminal networks. While the federal food stamp program is the government’s largest, its staff of 40 USDA inspectors lacks support to effectively stem the tide of this lucrative criminal black market. This white paper outlines the SAS Fraud Framework, a multi-layered, hybrid fraud detection solution that detects fraud earlier, uses tactics like predictive modeling and delivers information in an easy-to-understand format. The paper includes a step-by-step overview of how this software can help stop federal food stamp fraud and how it can detect, prevent and manage all types of federal subsidy and loan program abuse in one integrated package.
A Case Study of the Hammoud Terror Cell
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Terrorist and criminal organizations continue to raise funds through a wide range of criminal activities, and their financing efforts often prey on vulnerable government programs. Hybrid analytics empower law enforcement to go on the offensive with internal and external agency data integration and analytical capabilities for data mining. This paper explores how your law enforcement or government agency can leverage multiple analytical methods to proactively identify terrorist cells in their infancy – before they can inflict serious harm to US citizens or funnel significant funds to their foreign-based counterparts.
Detect, Prevent and Manage
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Unlike other forms of tax evasion – such as the "hidden economy," where lost tax revenue remains within the economy – VAT Carousel fraud is responsible for draining large sums of money out of a country. Setting up an early warning system for VAT Carousel fraud is critical, and a number of tax authorities have made early moves to address the problem. This paper outlines the critical success factors that SAS has identified by working with these pioneering tax authorities.
Accurately and Efficiently Forecast Medicaid and State Health Plan Budgets.
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With limited resources, rising costs and an expanded need for services and health coverage for the uninsured,  the pressure is on to accurately forecast publically funded medical costs. Improper forecasting can result in unbalanced budgets or state programs such as education or public safety being denied needed funding.  This paper describes how intelligent forecasting can aid in the development of accurate and effective healthcare budgets.
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This Government Business Council Issue Brief explores how data complexity underpins major national security challenges; how the exponential growth of data further complicates these threats and how agencies can leverage enhanced analytics to get ahead.
How Financial Institutions Can Use Predictive Analytics to Pinpoint Suspicious Activity
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BSA compliance is clearly something all financial institutions need to take seriously. The challenge is that high transaction volumes from online and mobile banking services give criminals considerable cover for money laundering schemes. Identifying a suspicious transaction is like finding a needle in a haystack. This paper presents insights from a presentation at the ACAMS AML & Financial Crime Conference on how to modernize anti-money laundering (AML) practices using sophisticated analytics capabilities which can significantly improve the effectiveness of suspicious activity monitoring efforts.
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With an increased emphasis on cost containment and regulatory scrutiny leading up to reform, the need for health plans to shift from defensive to proactive engagement regarding fraud and improper payments is critical. SAS and Stonegate Advisors LLC interviewed executives at 13 of the largest U.S. health plans to gain insights into the current reality of fraud and improper payments and to review strategies and tactics that can be put in place in anticipation of reform. This paper explains the major trends uncovered in this research that signify a fundamental shift in health plans' approach to improper payments.
Using Analytics to Prevent Underwriting Fraud
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Underwriting fraud is a growing trend in the insurance industry, spanning across all lines of business and customers – from individual policyholders to large global organizations. This white paper will cover the different types of underwriting fraud and discuss how insurance companies are implementing technology and analytics to ensure rating integrity and prevent billions of dollars in premium leakage.
Enterprise Fraud Strategy - Vision and Reality
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The rapid expansion of new products and new channels for customer access has opened up new opportunities to satisfy customer needs. However, this expansion has also opened up the opportunity for fraud that cuts across an institution’s product lines, channels and even geographic regions, as fraud rings attempt to exploit any vulnerabilities they can find. As a result, financial institutions of all sizes are discovering that they need to rethink their approach to managing fraud. This white paper by the Fraud Management Institute discusses both the vision of enterprise fraud strategy that many institutions find so attractive, and the reality they face in implementing an enterprisewide strategy effectively.
Social Network Analysis – Connecting the Dots
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As an emerging technology, social network analysis (SNA) offers capabilities that often surpass other analytical solutions in their ability to integrate different pieces of data to form a more complete picture of emerging fraud threats. This research paper, which was written by the Fraud Management Institute, discusses SNA – what it is, what makes it an attractive option and the challenges that go with SNA deployment.
Maximizing Recovery for the Betterment of State Citizenry
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For state governments, the American Recovery and Reinvestment Act (ARRA) is creating unprecedented management challenges in reporting, transparency and accountability. To meet the President's five crucial objectives for the stimulus funding, governors, state budget officers, controllers and stimulus czars can apply a business analytics approach to managing grants; SAS for recovery optimization and management for state governments provides data integration, reporting and advanced analytics that can be quickly deployed to complement existing grants management systems with minimum disruption.
Using Information and Analytics to Stay Ahead of Criminals
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Opportunistic fraud is an ongoing issue for insurers, but the more significant challenge comes in the form of organized fraud. This paper is based on SMA's ongoing research on information and analytics in insurance, which has led the company to conclude that combating organized fraud will require insurers to implement an integrated, enterprisewide fraud prevention and management strategy that capitalizes on advanced technology solutions, including advanced analytics and a fully automated case management system.
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In October 2010, SAS sponsored a TechWeb survey of 327 federal, state and local government decision makers to examine the state of fraud and explore key directional trends in using business analytics to combat it. This paper covers the results of that survey, which found that while many agencies regard their ability to use data analysis to combat fraud, abuse and improper payments as good or excellent, most organizations are not fully mature in the use of analytics.
Study finds the right technology helps government combat fraud, abuse and improper payments
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This paper highlights the results of the UBM Tech 2013 State of Fraud in Government survey of 211 federal, state and local government decision makers. It also shares examples of how various agencies have successfully fought fraud, abuse and improper payments, and how they've overcome cost barriers.
A study of insurer use, strategies and plans for anti-fraud technology
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Insurance fraud costs insurers tens of billions of dollars each year and, in turn, increases premiums in all lines of insurance. During the last 15 years, insurers have invested substantially in anti-fraud initiatives to reduce their exposure to fraud losses. Technology-based tools are being used both inside the company and outsourced to a variety of vendors to detect and investigate schemes by opportunistic individuals, insurance company employees and enterprising organized rings. This white paper presents the results of a study conducted by the Coalition Against Insurance Fraud and sponsored by SAS to better understand how insurers currently use anti-fraud technology, what strategies they are employing and their plans for expanding technology capabilities in the next year. 
Tips and Techniques for Defending Your Network
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Cybercrime – responsible for the loss of billions of dollars – has significantly changed the way organizations manage their data and do business. Today, hackers – also known as crackers or black hats – are using the Internet to steal people's identities, hijack networks and access sensitive data. The tools and techniques they use evolve continually. Staying ahead of this new wave of crime is no easy task. Traditional tools that promised protection have only added to the complexity by creating more data for companies to manage. To respond faster to infiltrations and potential threats, it's important to examine all your data using best-in-class analytics. Best-practice approaches to networking and information sharing can also help mitigate risk.

Genomics

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A Streamlined Application for Analysis of Expression CHP Data in JMP® Genomics
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Analysis of microarray data is used extensively to search for and discover clues to the molecular causes of important biological phenomena. As microarrays increase in popularity, the demand has grown for biologist-friendly applications that simplify the quality-control and analysis processes and present useful graphical representations of high-dimensional data sets. Expression Console, recently introduced by Affymetrix, provides a simple interface for normalization and summarization of data from Affymetrix CEL files to produce CHP files for further analysis. This paper explains how the Affymetrix Expression CHP Wizard in JMP Genomics automates many steps in a comprehensive microarray analysis workflow by combining an interactive interface with standard JMP Genomics tools.
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Exon analysis is a powerful complement to traditional 3’ expression analysis, providing new opportunities to identify biologically relevant splicing patterns. Alternative splicing is already known to play a role in guiding developmental processes such as tissue differentiation (3), and changes in alternative splicing patterns have been associated with cancer and other diseases. As next-generation sequencing technologies expand in popularity, knowledge of common and rare alternative splicing events is likely to expand greatly, further increasing the size and complexity of these data sets. JMP Genomics meets this challenge with intelligent filtering capabilities to reduce large data sets to reliable results, and powerful analytics capable of distinguishing statistically relevant exon-level and transcript-level changes using any platform that may detect alternative splice events.
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Release 3.1 of JMP Genomics software from SAS adds specific menu items for copy number analysis. In this white paper, we will review a simple JMP Genomics workflow to determine differences in copy number or B-allele frequencies. These workflows have been tested on Illumina DNA Analysis BeadChips, including the Human1M DNA Analysis BeadChips.
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This white paper is intended to give existing and new customers and evaluators a brief overview of the JMP Genomics solution and an introduction to some of the new features for expression analysis in JMP Genomics 4.1.
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This white paper, together with our live Web training sessions, is intended to give existing and new customers and evaluators a brief overview of the JMP® Genomics solution and an introduction to some of the features in JMP Genomics 4.1 pertaining to the import of genetics data from external sources and an introduction to the Basic Genetics Workflow and various analysis options, including principal components analysis, linkage disequilibrium and haplotype analysis.
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JMP Genomics software from SAS provides a suite of comprehensive tools for dynamic exploration and analysis of data from traditional microarray studies or summarized data from second-generation sequencing platforms. Its unique pedigree combines the JMP statistical discovery platform with industry-leading SAS® Analytics tailored for processing large genomics data sets. With release 4.1, JMP Genomics adds a 64-bit edition, new import and expression analysis features, enhanced genome visualization capabilities and more. This white paper describes the new and enhanced tools.

Health and Condition Management

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The unprecedented rise of health care costs makes price transparency critical to health care reform. So that states can identify and understand variation in payment and quality across plans and providers, all-payer claims databases (APCDs) are being created that provide further benefits for health care decision makers. When data is used for decision making we see cost containment and quality improvement efforts come to fruition. This paper looks at where transparency will lead us; what an APCD looks like with its many uses; how big analytics is made possible through the database; and best practices in advocating and implementing an APCD.
How understanding member risk and behavior can help health plans personalize programs, products and services
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With health care reform, health plans will face growing competition, increasing medical expenses, a weak individual mandate and limited underwriting. As more uninsured consumers enter the market, while the insured switch to different plans, insurers will know little about their company's risk profile. Health plans need to attract and retain a balanced membership portfolio of high- and low-risk members and understand the real risk associated with different prospects and members so they can align products, programs and services to manage costs. This paper explains how, in preparation for the changing health care market place, some plans are utilizing analytics by integrating data, building segmentation models and aligning internal resources under an Analytic Center of Excellence (COE). With the tidal wave of changes in the market, advanced analytics will quickly become a lifeline for all health plans.
A summary of the Executive Leadership Panel Discussion at the 8th Annual SAS Health Care & Life Sciences Executive Conference
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For its 8th annual Health Care & Life Sciences Executive Conference, SAS brought together great minds from across the industry – provider, pharma, payer and policy segments – to discuss the promise of data and analytics in improving medical decisions, costs and outcomes, particularly as the industry is being reshaped in the U.S. by the Patient Protection and Affordable Care Act. This paper summarizes the Executive Leadership Panel Discussion, which offered insights from various industry perspectives: government, the research and provider communities, and health care IT.

Human Capital Intelligence

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Enabling results-oriented performance
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To support alignment and drive cultural change (including accountability and collaboration) in government, SAS recommends three key steps in this paper: 1) See it: Get an integrated, organizationwide view of all factors related to performance 2) Manage it: Align resources, strategy, finances, programs/initiatives and activities to support the agency's mission 3) Improve it: Drive results with intelligence, collaboration and accountability.
Managing the work force in a proactive and strategic way
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How can the chief human capital officer optimize the work force in alignment with organizational goals? This paper discusses how aligning goals is possible, as well as addressing workforce demands at every stage of the talent life cycle, mitigating workforce risks, proactively responding to changing workforce trends and demographics, planning for mergers, acquisitions and downsizing, and synchronizing financial and operational workforce strategies.
Managing the work force in a proactive and strategic way
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Government agencies are facing a human capital crisis where CHCOs and managers will need to be more strategic and gain a more holistic view of the work force to support the agency mission. This paper presents how to align the human capital strategy with organizational goals, address workforce demands, mitigate workforce risks, proactively respond to changing workforce demographics, plan for change, and synchronize financial and operational workforce strategies. 
Helping CFOs adjust to an expanding role
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Driven by regulation, restructuring, increased accountability and shareholder scrutiny, the CFO has become a key strategic decision maker who helps set company strategy. This white paper argues that financial professionals must do more than report on the past; they must interpret past results for their impact on the current business environment and affect on the future. The paper also discusses how SAS can help CFOs address key challenges as they adapt to their changing role.
How performance management can align activities and resources with enterprise-level strategy and market conditions
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Alignment is the most significant benefit organizations seek in their performance management initiatives, but it is the least realized. This paper explains why alignment is so elusive and offers three steps to achieving it. It also includes a guide to the technologies that enable alignment throughout the enterprise.
Elevate recruitment and retention to strategic status with advanced analytics
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This white paper outlines the benefits of predictive modeling for HR departments. You will learn how such technology can be used to determine which employees are most valuable to the company and which of those are at risk of leaving. The paper also provides a basic modeling scenario to illustrate the power of SAS software for predicting employee turnover.
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Talent scorecard

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Labor costs represent one of the largest operational expenditures in hospitality and gaming. At the same time, labor can be one of a property's biggest competitive differentiators—or its worst liability. As economic pressures persist, strategies aimed at hiring the right skill set and efficiently deploying labor resources have become critical to reducing costs while maintaining service levels. That was the topic of a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast
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Workforce budgeting/planning

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Labor costs represent one of the largest operational expenditures in hospitality and gaming. At the same time, labor can be one of a property's biggest competitive differentiators—or its worst liability. As economic pressures persist, strategies aimed at hiring the right skill set and efficiently deploying labor resources have become critical to reducing costs while maintaining service levels. That was the topic of a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast
Organizational planning for sustainability and effectiveness
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Although the federal government workforce has been steadily growing, in the near future, an aging, skilled workforce will retire, taking their skills and knowledge with them. Couple this with impending budget cuts that will necessitate reductions in force, and agency executives need to plan ahead and take action in a very deliberate, strategic way to avoid organizational upheaval and resource gaps that will threaten agency missions. Government executives need to look into the future and make informed plans and decisions to ensure their agency continues to have the right staff with the right skillsets and experience. This paper explains how, by analyzing data, managers can make better decisions that help them prepare for the looming workforce crisis, and a robust workforce analytical solution enables executives to quickly aggregate and analyze massive volumes of workforce data.

Information Management

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Organizations that have successfully implemented advanced decision management analytics have seen millions of dollars in new revenue and cost savings, including fraud mitigations. However, there are challenges. From a tidal wave of big data to a lack of proficiency with sophisticated software, some projects seem to stall out and never get up and running. In this white paper, Rex Pruitt of Capgemini talks about how to overcome roadblocks and provides compelling evidence – millions of dollars of evidence – that the effort is worth it.
Hadoop and the Enterprise Data Warehouse
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This paper examines how a non-geek yet technically savvy business professional can understand how to use Hadoop - and how it will impact enterprise data environments for years to come. The paper serves as a playbook that demonstrates six common “plays” that illustrate how Apache Hadoop can support and extend the enterprise data warehouse (EDW) ecosystem. 
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Data governance combines the disciplines of data quality, data management, data policy management, business process management and risk management into a methodology that ensures important data assets are formally managed throughout an enterprise. SAS has developed a cohesive suite of technologies that can be used to implement efficient and effective data governance initiatives, thereby improving an enterprise's overall data management efficiency. This paper discusses data governance best practices. It explains where and how SAS® capabilities (such as the business data network, reference data management, data federation, data quality, data management and master data management) can be used to help data governance initiatives remain successful, continue to deliver overall return on investment and gain acceptance across the enterprise.
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This paper discusses capabilities and techniques for optimizing SAS Data Management products for big data. It demonstrates how SAS supports Apache Hadoop technologies, including details on the various languages available in the platform and how to use them with SAS. An overview of SAS Data Management integration with the SAS® LASR™ platform is also provided. Practical tips and techniques are presented, including case studies that illustrate how to best use the SAS Data Management feature set with big data.
How to build a path to business analytics advantage
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This report, based on a survey of 500 IndustryWeek subscribers, describes who is using embedded sensors and how they are using them; how sensors can make manufacturers more competitive and provide guidance on using the influx of sensor-generated data as a flowing stream of opportunity rather than an unexpected flood that disrupts and distracts.
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Most manufacturing companies don't systematically manage large data sets (i.e., big data) that they acquire from multiple sources. But this data contains knowledge that can help determine which answers are more likely to get the business outcomes manufacturers seek. Based on the findings of the IndustryWeek/SAS Leadership Study on Data and Decision Making, this report finds that by developing an organization data management and analysis strategy, organizations can use this knowledge at all levels of the organization to reach strategic goals.
A strategy for better decisions with better data
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Organizations require operational data quality, in real-time or near-real-time, upon which to base their analytical and decision support systems. This is driven by the need for making better business decisions faster than ever before, using better data, and more varied sources and types of data, with more transparency in data-driven decision making and its business results. Written by Jim Harris – a thought leader with 20 years of data management experience – this paper illustrates how data-driven decision making exists at the intersection of data quality and decision quality, where quality data supports quality business decisions.
Embedding analytics into real-time business decisions, operations and processes
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To get the most value from data, organizations must be able to deliver the results from analytical processes directly into operational systems.  For example, this could mean embedding the results of social media text analytics into customer relationship management systems, or applying forecasting results to enterprise resource planning systems. This is enterprise decision management, a hot topic for analytics professionals – or anyone charged with making better, faster business decisions. This white paper summarizes a webinar that presented 10 steps to creating an effective decision management process.
Insights from a webinar in the 2012 Applying Business Analytics Webinar Series
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Organizations are struggling to manage the growing volume, velocity and variety of enterprise data – and the growing expectation to deliver analytic insights from all that data right to the point of decision, right now. In this conclusions paper from the 2012 Applying Business Analytics Webinar Series, Mark Troester and Malene Haxholdt of SAS make the case for adopting an information management approach that brings data management, analytics management and decision management into a unified process under one governance umbrella. Two SAS customers describe how a more holistic approach has delivered greater business value and competitive advantage from their information assets.
Better information for winning decisions
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This paper explores the concepts of Information Management, including the challenges and importance of effectively managing ALL data whether it is structured, unstructured or semi-structured. It discusses the evolution of information management and outlines the SAS approach for a coherent IM strategy, which includes implementing a business intelligence competency center and the use of a comprehensive, integrated software platform.
From Data to Decision
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Analytical models are at the heart of critical business decisions – for finding new opportunities or managing uncertainty and risks – so they must be treated as high-value organizational assets. A "predictive analytics factory" approach provides a robust framework for managing models for optimal performance throughout the life cycle, from data preparation and model development to model testing, validation, deployment, monitoring and recalibration.
End-to-end continuity, cohesion and governance for the entire information path - from raw data to analytic insight delivered at the point of decision.
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The terms "data management" and "information management" are often used interchangeably – but SAS has a much broader interpretation for the latter. Data management is concerned with data integration, data quality and master data management; information management is about using that data to create business value. In this white paper, Mark Troester of SAS describes a holistic information management approach that brings much-needed governance and efficiency to the entire continuum from data to analytics delivered at the point of decision.
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Many of the challenges to master data management (MDM) are organizational and collaborative issues—not technical ones. Luckily, many of MDM's challenges can be remedied by a well-designed and mature program for data governance (DG). In fact, MDM can suffer without DG's processes for collaboration, stewardship, and change management. DG programs are usually founded on a strong mandate, which it can share with MDM to provide much-needed executive sponsorship and a business case. Furthermore, an MDM program won't get far without ample collaboration, and a mature DG program is inherently collaborative, providing processes for cross-functional cooperation and coordination with other data disciplines, especially data integration and quality. DG's collaborative process can help get MDM past many roadblocks. There are good technology and business reasons why master data management needs data governance. This TDWI Checklist Report drills into seven of these reasons as well as use cases and organizational situations where DG and MDM work well together.
A Brave New World for the CIO
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Organizations continue to recognize that data holds significant value, especially as new data types and sources become part of the IT infrastructure. As data sets are collected and combined for reporting or analysis, their use and reuse introduces new demands – and uncovers new constraints – in the information infrastructure. Written by thought leader and author David Loshin, this paper provides an overview of the key drivers facing information management teams. By examining the roles of information management in different industries and the types of data management technologies that underpin these efforts, the paper outlines a strategy to help CIOs and other IT leaders prepare for the next wave of information.
SAS provides solutions to streamline deployment
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Organizations spend a significant amount of time operationalizing models. But, the less time you have to spend on model deployment issues, the more time you will have to address critical organizational challenges. SAS has accelerated data mining model deployment throughout the analytical life cycle by providing key integration points across SAS solutions, enabling customers to reap immediate benefits, including reduced data movement, increased productivity of analytic and IT teams, and faster time to results. This white paper will help readers understand the analytical modeling life cycle and who in their organization is involved in each step. It also shows how SAS can simplify modeling operations with interfaces for data preparation; model building, registration, validation and promotion; automated model deployment and scoring; and monitoring of results.

IT Management

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What to know before deploying analytics in the cloud
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This SAS Best Practices white paper defines cloud technologies, describing the latest business drivers for moving to the cloud. It also discusses the benefits and considerations for delivering value using the cloud and establishing an assessment model for determining the type of cloud services that best fit your company's requirements.
Business analytics is the key to moving beyond what was and is to embrace what will be, should be and can be.
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While IT has gotten good at collecting and storing information, business today demands that we make better use of data – turning it into a business asset to make proactive business decisions. This white paper examines the challenges organizations face in managing information as an asset and explores strategies that use business technology to integrate data across the entire organization for better decision making.
Running IT as a business
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The massive growth in IT over the past decade has changed the role of the CIO to one of managing IT as a business by proving the value of IT across the organization, ensuring customer satisfaction and maximizing value from new and existing investments. Fulfilling this new role requires focus, vision and, above all, transparency: into services, costs, demand, processes and impact on corporate performance. This white paper discusses how IT business performance allows IT to change the focus from technology and production to customers and services, thus enabling IT to become service-oriented and align itself with the organization to provide customer-driven solutions to business problems.
Balancing enterprise strategy, business objectives, IT enablement and costs
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Is your IT organization like the proverbial cobbler's children -- responsible for implementing and maintaining business intelligence for the enterprise but seldom applying the same technology and resources to the business of IT? One issue exacerbating this problem is the ever-present silos of data. Without the ability to link diverse infrastructure assets into business planning, service-level expectations and financial results, IT organizations cannot help but operate within a narrowed scope. Without the ability to extract, transform and load infrastructure data on an enterprise scale and apply predictive analytics, insights into the operational effectiveness of IT will be limited. This white paper examines SAS IT Intelligence solutions that can help your IT organization track usage, availability, response times and throughput against business needs, thereby calculating the true costs of delivering IT services.
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Charge Management

Balancing enterprise strategy, business objectives, IT enablement and costs
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Is your IT organization like the proverbial cobbler's children -- responsible for implementing and maintaining business intelligence for the enterprise but seldom applying the same technology and resources to the business of IT? One issue exacerbating this problem is the ever-present silos of data. Without the ability to link diverse infrastructure assets into business planning, service-level expectations and financial results, IT organizations cannot help but operate within a narrowed scope. Without the ability to extract, transform and load infrastructure data on an enterprise scale and apply predictive analytics, insights into the operational effectiveness of IT will be limited. This white paper examines SAS IT Intelligence solutions that can help your IT organization track usage, availability, response times and throughput against business needs, thereby calculating the true costs of delivering IT services.
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Resource Management

Harnessing the power of data to optimize results
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Written by Computerworld and sponsored by SAS, this technology brief explores sustainability as a driver for business innovation and the positive role that information technology can play. Compiled from custom research and interviews with SAS, topics include green-sizing the data center, data integration for sustainability and how IT executives can leverage sustainability to drive business innovation.
Balancing enterprise strategy, business objectives, IT enablement and costs
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Is your IT organization like the proverbial cobbler's children -- responsible for implementing and maintaining business intelligence for the enterprise but seldom applying the same technology and resources to the business of IT? One issue exacerbating this problem is the ever-present silos of data. Without the ability to link diverse infrastructure assets into business planning, service-level expectations and financial results, IT organizations cannot help but operate within a narrowed scope. Without the ability to extract, transform and load infrastructure data on an enterprise scale and apply predictive analytics, insights into the operational effectiveness of IT will be limited. This white paper examines SAS IT Intelligence solutions that can help your IT organization track usage, availability, response times and throughput against business needs, thereby calculating the true costs of delivering IT services.
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Service Level Management

Balancing enterprise strategy, business objectives, IT enablement and costs
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Is your IT organization like the proverbial cobbler's children -- responsible for implementing and maintaining business intelligence for the enterprise but seldom applying the same technology and resources to the business of IT? One issue exacerbating this problem is the ever-present silos of data. Without the ability to link diverse infrastructure assets into business planning, service-level expectations and financial results, IT organizations cannot help but operate within a narrowed scope. Without the ability to extract, transform and load infrastructure data on an enterprise scale and apply predictive analytics, insights into the operational effectiveness of IT will be limited. This white paper examines SAS IT Intelligence solutions that can help your IT organization track usage, availability, response times and throughput against business needs, thereby calculating the true costs of delivering IT services.

Merchandise Intelligence

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Results of the 2010 RIS/IDC Supermarket Benchmark Study
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This paper shares insights from Joe Skorupa, group editor-in-chief of RIS News and Neil Thall, president of NT2, Inc. who participated in a SAS-sponsored webinar in July, 2010.

Supermarkets have emerged from the current economic crisis in better shape than most other segments in retailing. What did the successful companies do differently? How did grocers respond to the economic pressures? Where did they invest their creativity and capital? What strategies did they take to trim operating expenses without diminishing the customer experience? Panelists pointed to five notable trends that emerged from the study, which spanned several tiers of supermarket chains.
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How is price optimization different from revenue management? The answer relates to the evolution of revenue management practices and the actual definition of revenue management. As this paper shows, today's travel and hospitality marketplace encompasses aspects of both revenue management and price optimization. To give revenue managers in the services industry the best possible results, SAS recommend an analytical approach that takes into account both revenue management and price optimization techniques.
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In this webcast summary, experts identify three major trends in pricing: A shift from inventory optimization to price optimization; the growing importance of distribution channel management; a move toward dynamic, customer-centric pricing. Learn more about these trends and nine best practices for improving revenue management using analytics to make better decisions.
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This white paper illustrates a new patent-pending approach that may be helpful in certain new product forecasting situations.  It combines human judgment with time series mining and statistical modeling.  This "structured analogy" approach helps automate the selection of analogous products ("like items"), facilitates review and clustering of past new product introductions, and generate statistical forecasts.  Users can make manual overrides to the statistical forecasts, and get a better sense of the risks and uncertainties in new product forecasts through visualization of past new product introductions.
Industry Point of View
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Retailers have a never-before opportunity to get to know their customers better, but this great opportunity has created a great data privacy challenge. While customers are sharing a good deal of personal information, and retailers are readily acquiring it, it's imperative that businesses create a sound privacy plan to instill trust in customers and protect their sensitive, private data. EKN's latest report, The Rising Importance of Customer Data Privacy in a SoLoMo Retailing Environment, details the steps you can take to successfully manage customer data security and privacy, and still provide value.
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Revenue Optimization

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In this webcast summary, experts identify three major trends in pricing: A shift from inventory optimization to price optimization; the growing importance of distribution channel management; a move toward dynamic, customer-centric pricing. Learn more about these trends and nine best practices for improving revenue management using analytics to make better decisions.
Outlook 2011 and Beyond
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This white paper summarizes a webcast that brought back the expert panel from Preparing for the Recovery webcast to talk about how their predictions turned out and how the lessons learned will translate into growth strategies for the future.

OnDemand Solutions

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Chico's Has Customer Loyalty 'In the Bag'
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The women's specialty retailer, Chico's FAS Inc., needed to gain a more holistic view of its middle- to high-income clientele, but the company was operating with a fixed data model that didn't adapt well to a changing environment. Data was sent out for modeling, so the results were often stale by the time campaigns were developed. This paper summarizes an event in the "Applying Business Analytics Webinar Series," in which the company's director of CRM and enterprise information management describes how Chico's has benefited from a software-as-a-service (SaaS) solution for customer and campaign management. With its SaaS solution, Chico's can create timely, personalized offers, and has dramatically reduced the time needed to produce campaigns.
Deployment and Service Model Options
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This paper discusses the convergence of SAS software with the corporate movement to cloud computing. SAS is committed to providing our customers with deployment options that target their evolving IT and business requirements. This includes enabling SAS Business Analytics for cloud deployment. In addition, this paper provides a summary of terms and concepts within the paradigm of cloud computing and "as-a-service" delivery models, focusing on different options and what SAS offers. Because virtualization enables the creation of flexible clouds with elastic computing resources, this paper presents a high-level overview of that technology. Other elements needed for successful cloud computing, such as security, data management, scalability and policy-based compliancy, are also addressed. After reading this overview, we hope you will work with SAS to plan a cloud strategy that is best suited for your organization.
Redefining the role of enterprise hosting by integrating high-value analytic solutions, optimized infrastructure and the right expert at the right time
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Organizations increasingly look to hosted applications as a way to get the business solutions they need. This white paper outlines the benefits of SAS Solutions OnDemand, a collection of hosted solutions for a variety of business needs. Read this paper to learn how SAS has extended the traditional model of solution hosting and about the advantages of choosing SAS Solutions OnDemand -- including analytics, fast deployment, a proven delivery methodology and more.

Partners

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SAS and Accenture recently conducted market research with business leaders in North America to explore the effectiveness of their company's business analytics. This paper illuminates the findings from that study, segments the respondents by analytic ROI and offers three important components for a successful analytics strategy.

Patron Value Optimization

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Insights from a webinar co-sponsored by SAS and Netezza
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As Foxwoods Resort Casino expanded and diversified, management saw the need to gain a broader view of the customer and to use that information to build customer value. In a recent webcast sponsored by SAS and Netezza, Foxwoods' Todd Williams talked about how the company redefined its data warehouse environment to be able to generate a comprehensive view of the customer to improve customer service and promotions. This paper provides a summary of that webcast.
How SAS for Patron Value Optimization helps you glean competitive advantage from deeper patron insight
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Casinos are no longer strictly gaming establishments, but offer a wide range of other entertainment options like restaurants, spa, golf, theater and shopping. Patrons have more choices than ever before, and more incentive to "shop around" for the organization that best matches their desires. Gaming companies need to match patrons' increasingly selective spending habits with highly targeted offers that demonstrate an understanding of preferences and value. To ensure these offers strike the right financial balance to drive profits, gaming companies must base their campaigns on a true understanding of patron worth, both today and in the future. Find out how SAS can provide a 360-degree view of the patron, which is essential to achieving this vision.

Performance-Based Budgeting

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Implementing a program-centric approach to evaluate and optimize outcomes
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The economic crisis confronting governments is forcing a revisiting of traditional budget formulation in order to achieve maximum results from reduced resources; however, existing budgeting tools and processes are outdated and incapable of providing the information needed for proper evaluation of government programs. Learn how a program-centric approach to evaluating outcomes and predicting future outcomes must become the norm for future government programs in order to set priorities, provide needed services and prioritize investment of government resources.

Performance Management

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Enabling "more for less" initiatives with fact-based decision making
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This white paper explores the pressures for improved cost accounting in government, misapprehensions and other sources of resistance against activity-based cost management (ABC/M), and successful applications of this system in the public sector. It proposes that ABC/M in government is an idea whose time has come, if only because it makes sense.
Enabling results-oriented performance
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To support alignment and drive cultural change (including accountability and collaboration) in government, SAS recommends three key steps in this paper: 1) See it: Get an integrated, organizationwide view of all factors related to performance 2) Manage it: Align resources, strategy, finances, programs/initiatives and activities to support the agency's mission 3) Improve it: Drive results with intelligence, collaboration and accountability.
How to optimally allocate resources in alignment with enterprise-level objectives
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This white paper provides five steps to resource optimization, with a visual model and a variety of real-world examples to help business leaders understand how to allocate resources in alignment with enterprise-level objectives. You'll also learn about the technology required to support resource optimization.
The New Business Practices That Will Emerge from the Crash of '08
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The batch-mode mindset of annual budgets, quarterly forecasts and monthly reports hit a real-time speed bump during 2008, revealing its shortcomings. This Webcast summary offers ways to move your business to the real-time status necessary when risk and volatility are standard operating conditions; when the extraordinary is now the ordinary.
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In an effort to provide better, cost-effective care, health care providers are increasingly turning to IT-enabled business strategies. This white paper by Health Industry Insights, an IDC company, and sponsored by SAS presents the findings and analysis of in-depth interviews conducted with nine senior executives and system architects at three prestigious teaching hospitals acknowledged to be industry leaders in their use of health information technology, in general, and BI applications, in particular.
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The amount of information in business is growing exponentially. This white paper shows how the dashboarding and scorecarding capabilities of SAS Strategic Performance Management can help you maximize the value of this information. The paper describes the progression through focus, alignment and agility that SAS facilitates using advanced data access, alerts and traffic lighting, and dynamic diagramming functions.
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Effective performance management integrates an enterprisewide framework of associated methodologies and supporting software. In this paper published by Manufacturing Business Technology ("Alert"), the value and benefits of integrated performance management throughout the manufacturing organization is explored, along with the roles of predictive modeling and analytics to operate a circulatory and simultaneous system for proactive decision support and planning.
How to ensure efficiency and effectiveness in all community functions
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Integrating data elements across a city or county government gives officials the information needed to support knowledge-based decisions – providing a visualization of how all of the pieces within a community fit together. With a holistic view of a community enabled through analytics, officials can understand what happened, why, and know with certainty what actions to take for tomorrow.
Enhancing care management in health and human services programs through the analysis of clinical outcomes
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For HHS programs, this paper explains the benefits of a provider-centric view that integrates and analyzes all of the information on provider-patient interaction. This holistic view provides the opportunity to be proactive in cost avoidance and quality of care, and to become more efficient with processes across a host of subject areas inside HHS programs. Moreover, it lays the foundation for continual improvement of patient health outcomes through enhanced care management practices.
Cut spending and boost efficiency using performance management.
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Now more than ever before, government agencies must do more with less. This white paper explores the ways implementing performance management techniques can help create a corporate culture that promotes transparency, creates accountability and monitors results. It also describes how pairing performance management with analytics empowers agencies to be proactive, to plan based on facts and perform more like a business by being accountable with taxpayers' money.
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Whether companies stick with their core competencies or strike out into new territory, they can increase the odds that they will successfully navigate the recession by improving decision-making. Getting ahead in a recession by making better decisions is an Economist Intelligence Unit report sponsored by SAS. It is the first paper in a three-part series entitled Management Magnified, aimed at helping managers find ways to guide their companies more effectively through troubled times. This paper examines how the principles of good decision making - being proactive, ensuring that decisions are made at the appropriate level in the organization and basing them on the best information available - can reduce risk and help companies to turn current challenges into future opportunities.
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"Strategies for revenue growth in an economic downturn" is an Economist Intelligence Unit report sponsored by SAS. It is the second paper in a three-part series entitled Management Magnified aimed at helping managers find ways to guide their companies more effectively through troubled times. This paper looks at how growth is possible in an economic downturn, even one as severe as the current crisis, and how the financial health of a company at the outset will determine whether it can go on the offensive and use the downturn as a growth opportunity, or whether it will be forced to play defensively and risk losing market share. The paper concludes that a judicious mix of the two -- cutting costs in non-priority areas in order to use the savings to develop new products and enter new markets -- is the best way to ensure that a firm comes out of the crisis in better shape than it went in. 
A best practices approach
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Government departments and agencies at all levels must demonstrate transparency, accountability and effectiveness. The bottom line is that funding is now tied to the clear demonstration of results. This paper explores how departments and agencies are defining meaningful measures and incorporating performance management methodologies to understand program effectiveness, drive performance improvements and realize significant cost savings.
Barriers and breakthroughs in the public sector
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In June 2008, SAS brought together executives and consultants across a range of federal agencies to discuss their experiences with performance management initiatives. Some were planning and performance management executives within government agencies. Some were business or IT consultants working with federal agencies.  From all of their accounts, three key themes emerged. Successful performance management initiatives must realign the cultural framework, set the strategic vision and establish the supporting information infrastructure. This paper explores issues and best practices around performance management in government from the people who live and breathe it every day.  
Continually improve performance by applying the power of analytics
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By integrating predictive analytics into performance management activities, organizations can focus on their true key performance indicators and drive significant performance improvements. Read this white paper to learn about the five steps, supported by real-world examples, toward predictive performance management. The paper also includes a short guide to predictive analytics, which defines common types of analysis and the results they can provide.
Participants find long-term solutions at the Radical Times executive presentation
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This conclusions paper is derived from the Radical Times Require Radical Action dinner series presented by SAS' Jonathan Hornby that reached top executives in six U.S. cities. Attendees' concerns about the economic downturn and their strategies for adapting are offered here alongside 11 perspectives from Hornby's book (forthcoming August 2009), Radical Action for Radical Times. Ideas include viewing recessions as an opportunity to grow stronger, resisting the knee-jerk impulse to downsize, and embracing innovation to survive and thrive.
Helping CFOs adjust to an expanding role
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Driven by regulation, restructuring, increased accountability and shareholder scrutiny, the CFO has become a key strategic decision maker who helps set company strategy. This white paper argues that financial professionals must do more than report on the past; they must interpret past results for their impact on the current business environment and affect on the future. The paper also discusses how SAS can help CFOs address key challenges as they adapt to their changing role.
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Being bound to a traditional, 12-month budget can create problems for organizations, problems such as an underutilized staff, inefficient use of resources and a lack of flexibility when economic circumstances change. Employing a 90-day budget based on processes and making better use of scenario planning and forecasting can make a difference. That is the commitment of this paper: to provide a catalyst for change and a road map for achievement to the financial planning and analysis manager who wants to shake up the status quo and get his or her team engaged at the high level of value they are capable of.
How performance management can align activities and resources with enterprise-level strategy and market conditions
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Alignment is the most significant benefit organizations seek in their performance management initiatives, but it is the least realized. This paper explains why alignment is so elusive and offers three steps to achieving it. It also includes a guide to the technologies that enable alignment throughout the enterprise.
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Imagine the benefits if your organization was certain that the performance factors and variables it monitored were actually the right ones – the ones that make a difference to financial success. These benefits are offered by analytical performance management, a quantitative approach to understanding and predicting performance that is a real possibility today for many firms.

In this research report, the concept of analytical performance management is described both in theory and in practice. The research provides insight into leading practices in analytical performance management and barriers to achieving it.   
A report of survey findings
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This white paper addresses the critical issues behind performance management, including how companies approach it, what obstacles they face in making it successful, what they hope to achieve and what seems to be working. It is a summary report of the online survey that was conducted among 1,143 cross-industry organizations worldwide.
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This paper explores the role that various performance management methodologies can play in helping private equity firms achieve and – ideally – exceed their targeted ROI. Starting with a basic primer about capital markets and the factors that have led to the growth in private equity funds, the paper discusses the importance of integrating various enterprise performance management improvement methodologies and embedding them with analytics of all flavors – especially predictive analytics.

Profitability Management

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Going beyond inventories and calculations
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Instead of just calculating and reporting a number for compliance, organizations must go beyond calculation into activity modeling if real understanding, leadership and goals are to be achieved. Learn about the differences between calculating and modeling emissions, the critical parallels between cost and greenhouse gas accounting, collecting and managing data, and using activity-based modeling to gain invaluable insight to calculate and set reduction goals of your carbon footprint.
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In an intertwined, digital world, customers expect more than just a good product or service. To nurture, engage and bring customers back for more, today’s marketers have to work harder than ever before. Generating more sales and counting transactions is no longer sufficient, so how should marketers define and measure loyalty these days? This paper describes how two SAS customers – Vail Resorts and Major League Soccer – have successfully combined real-time and digital technologies with analytics to capture exactly the data they need from across customers and channels. The results? Both can deliver on the underlying values their customers truly seek, and both have achieved a type of loyalty that surpasses what they could measure by transactions alone. 
Five characteristics of successful, customer-centric companies - and how health insurers can adopt them to succeed in the new retail marketplace
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With the transformations the health insurance industry is undergoing, more people will be accessing insurance as individuals rather than through employer plans, creating a new consumer-driven retail market of increasingly savvy consumers of health insurance and health care. Success will involve understanding consumers at a deeper level and engaging directly with them as they participate in a more consumer-directed health care environment. Insurers would do well to learn from other industries where key players have mastered the art and science of consumer engagement. SAS has identified five major characteristics of customer-centric organizations that are essential to success. This paper explores each characteristic and discusses how health insurance companies can use them as a guide to help them make operational, organizational and technology decisions.
Why transactional profitability measurements are an ultimate goal
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This white paper describes a powerful and economical managerial accounting system that collects and transforms data at the detailed transaction level. You will learn about the structure and benefits of such a system, including its ability to scale to accommodate billions of transactions, access data from diverse sources, allow remote Web-enabled analysis and report profits at a moment's notice.
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At many organizations, the pricing, marketing and sales functions struggle to determine what will increase profit lift for customers. This paper describes analytical techniques that identify the drivers to best explain the differences between high-profit and low-profit (or negative-profit) customers. By knowing these drivers, sales and marketing divisions can choose the right actions to boost customer profitability.
How understanding member risk and behavior can help health plans personalize programs, products and services
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With health care reform, health plans will face growing competition, increasing medical expenses, a weak individual mandate and limited underwriting. As more uninsured consumers enter the market, while the insured switch to different plans, insurers will know little about their company's risk profile. Health plans need to attract and retain a balanced membership portfolio of high- and low-risk members and understand the real risk associated with different prospects and members so they can align products, programs and services to manage costs. This paper explains how, in preparation for the changing health care market place, some plans are utilizing analytics by integrating data, building segmentation models and aligning internal resources under an Analytic Center of Excellence (COE). With the tidal wave of changes in the market, advanced analytics will quickly become a lifeline for all health plans.
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In times of economic uncertainty, corporate decision makers need more high quality information to make well-informed decisions. So said the speakers and  delegates at CFO Publishing's recent conference, "Predictive Analytics in Perilous Times." The conference, held in San Francisco in February of 2009, featured leading voices in corporate finance -- including Thomas Redman, president of Navesink Consulting, Arthur Kordon, a leader in the data mining and modeling group at Dow Chemical and Dr. David Friend, chairman of Palladium Group Inc., among others. This conclusions paper presents the highlights of the conference program.
How insurers are integrating analytics with performance measurement to improve profitability
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Insurance companies are striving to turn their focus from policies and products to customers. However, to an insurer the customer can come in many disguises – the insured, the policyholder, and the agent or broker. Add the Internet and other direct distribution channels, and insurers are finding it harder and harder to determine who and what is profitable. This white paper discusses how integrating analytics into performance management can enable organizations to measure the profitability of their customers, agencies and multiple distribution channels.

Risk Management

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Companies accept that they must take strategic risks to generate superior returns, but there have been no clearly defined best-practice approaches for managing strategic risk — until recently. Balanced Scorecard co-creator Robert Kaplan and fellow HBS professor Anette Mikes have created a risk-management framework that overcomes cognitive biases and embeds effective risk-mitigation practices throughout an organization. This Key Learning Summary from Harvard Business Review explores how, by mitigating risks, the new framework turns sound risk management into a source of competitive advantage.
Risk Appetite, Governance and Corporate Strategy
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Determining a financial firm's risk appetite is an important element of corporate governance and strategy setting, yet for many firms, risk appetite statements are not much more than empty platitudes. Effective risk management requires a comprehensive understanding of risk appetite throughout the organization, articulated in specific measures, processes and policies that are practical and enforceable. This white paper summarizes a webcast in which four experts discuss the growing importance of risk appetite in corporate governance, and why boards, executive management and business managers should view risk appetite as more than simple policy pronouncements made on an annual basis.
Engineering the CCAR Process
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Stress testing can be viewed as either a regulatory check-the-box activity, or a tool to form a deeper understanding of the particular risks and the severities of those associated risks to an institution. In either case, the modeling, process, and reporting needs to be formally structured, methodologically robust, and efficiently scalable. This white paper discusses the critical role that forecasting plays in stress testing, the associated process management and workflow considerations, the methodological framework used, consistent application of scenarios and scenario variables, and the analysis and dissemination of results.
Gaining Greater Flexibility and Efficiency with High-Performance Analytics
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The limitations of prior stress testing frameworks, and the unprecedented adverse impact of the financial crisis, have highlighted the need for a new comprehensive stress testing framework that will allow organizations to aggregate information across the firm and to assess vulnerability to interrelated events across all risk and asset types. This white paper shows how high-performance analytics from SAS can address many of the past difficulties that firms experienced with firmwide stress testing and provide a flexible infrastructure that lets organizations adapt to future requirements as they evolve.
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Investing in analytics to identify and manage risk can help improve your firm's portfolio. Learn how in this Argyle Conversations paper, produced by Argyle Executive Forum and featuring Tom Kimner, Head of the Americas Risk Practice at SAS. Kimner shares this thoughts on how financial services risk managers can better understand the potential impacts of various portfolio management choices, changes in risk management practices over the years and more.
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Maintaining liquid asset portfolios involves a high carry cost and is mandatory by law for most financial institutions. Taking this into account, a financial institution's aim is to manage a liquid asset portfolio in an optimal way, such that it keeps the minimum required liquid assets to comply with regulations. This paper proposes a multistage dynamic stochastic programming model for liquid asset portfolio management that allows for portfolio rebalancing decisions over a multiperiod horizon, as well as for flexible risk management decisions, such as reinvesting coupons, at intermediate time steps.
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This white paper, produced in partnership with the Global Association of Risk Professionals (GARP), reveals what the Basel principles will mean for banks' day-to-day operations and some of the biggest obstacles to implementing them. Topics include the delivery of aggregated risk data to users with very different needs, difficulties in normalizing data and persistent challenges in systems integration.
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BCBS 239 requires that banks make correct, complete, consistent information available to decision makers in ways that meet their individual needs. Achieving compliance will require significant investment and changes in processes, organizational structure, and technology. The good news is, these investments will pay for themselves by enabling major advantages for banks, not just the national economy. This paper explores how forward-looking finance executives are using high-performance technologies to create fundamentally superior, compliant risk reporting processes – and ultimately help executives realize the goal of sustainable profitability.
Meeting the Goal of an Enterprise Risk Management Platform
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Data management is a critical component of any enterprise risk management (ERM) system. A bank's approach to data management should be holistic and unified, with a platform that is scalable, open and capable of supporting the needs of multiple risk management functions. This white paper discusses the various components required for successful ERM and explores their cumulative benefits as part of a unified structure.
Meeting the goal of an enterprise risk management platform
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Along with data management and credit risk, reporting rounds out a complete enterprise risk management (ERM) strategy. A bank's reporting structure allows banks to monitor and adjust for risks by seamlessly sharing data while freeing up the IT department from day-to-day management of the process. This paper provides a very detailed overview of the best practices of a robust reporting framework as part of a bank's ERM strategy.
SAS® Risk Management for Banking
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The recent turbulence in financial markets has made risk management an increasingly critical part of the decision-making process in financial institutions. An integrated approach to risk management is crucial for enabling organizations to consolidate exposures, measure risk and perform stress tests across all lines of business. This white paper discusses in depth the ability of SAS Risk Management for Banking to provide integrated risk management capabilities across your entire enterprise.
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As today's regulatory and financial environments evolve in the banking sector, efficient capital management has assumed a status of paramount significance. This paper illustrates an approach to managing capital that will enable banks to proactively steer the vital components of strategic plans – product mix evolution, revenue growth and risk appetite. It postulates that banks must manage strategic planning life cycles in tandem with risk appetite and forward capital position. Further, it illustrates ways to make capital management – that is, forward-looking planning and short- to midterm utilization – more efficient and more oriented to risk-adjusted performance measures.
A Regulatory and Economic Perspective
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Every bank conducts stress testing as part of compliance. But increasingly, savvy executives are taking stress testing enterprisewide and using it as a powerful management tool for everything from financial planning to accounting.  With the right data and analytical software, you can quickly simulate different environmental conditions, or risk scenarios, to understand their effect on the financial position of your bank.  Armed with this insight, you can make informed decisions and implement timely countermeasures that will protect the solvency of your organization – even during periods of crisis. As explored in this paper, achieving this goal requires that banks standardize their processes and methods and centrally manage data and systems.
Effective risk management and its dependence on accurate, high-quality data
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There's a growing recognition that data is not just a technology issue, but a critical corporate asset that must be driven by the needs of the business. As such, it has become a key topic for discussion among both the executive and non-executive board, and it plays a key role in effective enterprise risk management. This white paper discusses how, by asking the right questions at the right time, understanding the strengths and weaknesses of their institutions' data, and helping to prioritize investments and initiatives, boards can play a vital role in raising the quality of data and, by extension, their own decision making.
Optimize your investment to increase business value
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As market participants face complex new rules for energy and commodity trading, regulatory compliance becomes a rising part of the cost of doing business. Many trading operations are being forced to reinvent their technology, their workflows and even their portfolio choices. Instead of viewing the new regulatory requirements as an admission fee or fax, firms can take advantage of the business improvements driven by the Dodd-Frank compliance investments to bring added efficiency and risk control to their trading operations.
Using the power of business analytics from planning to operations
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Utility companies face an unusually high number and variety of risks, many of which have serious health, safety and environmental implications. While these risks cannot be eradicated, utilities can seek to understand, manage and mitigate them. This white paper describes why utility companies that rely on the power of business intelligence and analytics can effectively manage risks and position themselves for commercial and financial success.
Insights from a webinar with Electric Light & Power
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The new compositions of source power, meter infrastructure and grid design, and regulatory requirements place increased pressure on utilities' planning and execution capabilities. With the proper application of business analytics, a set of technology solutions that optimizes the energy portfolio, utilities can convert their challenges into opportunities. For best results, utilities should consider four key areas of business analytics: • Advanced forecasting. • Data management. • Optimization. • Energy commodity risk aggregation and analysis.
Helping Banks Find Long-Term Success
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As banks increasingly look to best-of-breed, third-party solutions for their risk management and independent derivatives valuation needs, SAS and FINCAD have partnered to offer a joint solution to address these needs. Following this best-of-breed approach can save a bank significant time and costs over developing the systems in-house. This white paper discusses the joint solution from SAS and FINCAD – an enterprise risk management system with independent derivatives valuations – and how the solution enables banks to develop effective risk policies that are designed to continuously manage a firm's risk-and-return profile and the capital required for long-term success.
Deriving Business Benefits from Risk-Based Capital Adequacy Regulations
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Regulatory agencies in several jurisdictions have sought to augment regulatory requirements put forth by the Basel Committee on Banking Supervision (BCBS) following the financial crisis by mandating that banks define a forward-looking capital plan that incorporates stress scenarios. The new regulations may force banks to redesign their risk modeling, data infrastructure and technology components, as well as more closely integrate their risk and finance departments – which historically have been managed separately. This white paper discusses how banks can successfully cope with the growing regulatory burden by adopting solutions that not only meet current regulatory requirements, but are also flexible enough to address future requirements. The paper also explains how banks that demonstrate a better ability to measure and manage risk can derive business benefits from these regulations and emerge as winners.
Insights on a new direction for risk management by Myron S. Scholes, PhD and Nobel Laureate, and Tom Kimner, Head of Americas Risk Practice at SAS
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As a result of the recent market shocks, banks, capital markets firms and asset managers are rethinking certain issues and focusing on: 1) How to integrate not only risk and reward tradeoffs using portfolio theory, but also how to plan for market shocks; 2) The resulting impact of these shocks on the business and its divisions. Leading financial entities are linking their portfolio risk with the return on capital and integrating market liquidity into their analyses in an attempt to gain a more complete view of risk and return. As a result, optimization of capital deployed – rather than just a single view of risk exposures – has become the new role of risk management. This white paper proposes a new framework for optimizing risk management and discusses the technology needed to establish a high-performance computing environment for risk management.
Establishing the Environment
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Stress testing is an important tool in a holistic risk management regime, and its benefits go a long way to ensure that institutions are adequately prepared and capitalized to absorb severe shocks. A stress testing framework is an investment in institutional longevity, preparing the firm to weather storms, improve risk-adjusted profitability and efficiently deploy its capital. Firms that rise to this challenge will reap the rewards. This paper examines the components needed for establishing a stress testing environment.
A new era in liquidity risk management
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The global financial crisis highlighted major shortcomings in liquidity risk management. As a result, liquidity risk management has entered a new era aimed at ensuring that future liquidity shortages will be less severe and that when shortages do occur, firms will be in a better position to cope. This white paper outlines the failings of liquidity risk management and summarizes the solutions recommended by the industry and the official sector. It then goes on to explain how those solutions can be developed and implemented using the full power of business analytics.
From measurement to management
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The increasing complexity of banking products and stronger reliance on capital markets has helped put a spotlight on the importance of financing liquidity risk management. Liquidity risk management is of great interest to regulators as well, because a liquidity shortfall at a single significant institution can have significant system-wide effects. This white paper describes a framework for both the measurement and management of liquidity risk, covering the following areas: measurement of liquidity risk; stress-testing of cash flows; managing the optimal liquidity hedging portfolio; planning for liquidity execution; allocation and pricing of liquidity risk.
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This paper discusses the challenges inherent in funds transfer pricing and risk-adjusted performance measurement, as well as how SAS® Risk Management for Banking meets the immediate requirements banks are looking for while providing a framework to support future business needs.
Leveraging and Capitalizing on High Performance Technology
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Top-tier investment banks have taken advantage of recent technology advances -- e.g., parallel computing, in-memory storage and smart algorithms -- to capitalize on the advantages of speed in trading. As these technologies are becoming increasingly available, their application to additional areas of bank steering is essential for banks looking to gain the competitive edge needed to stay ahead in what some call a mature market. This paper -- which was developed jointly by The Boston Consulting Group and SAS -- examines the potential of high-performance bank steering applied across banks and the organizational, governance and technological requirements required to make that possible.
Linking the front and middle offices
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Anticipated regulatory changes will demand more transparency from capital markets firms. They can deliver this transparency and accountability more readily and gain a competitive advantage by creating a model and scenario library linking the front office, middle office and risk management teams. This paper outlines an approach for creating a common model, security and scenario library for modeling structured, fixed-income securities and equities for use by front office, middle office and risk management teams.
The next challenge to better managing liquidity and capital
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The integration of risk and finance as part of the budgeting process is not a matter of "if it will be required," but "when the regulators will mandate it" as part of their ongoing review process. This paper describes a bank's typical budgeting and planning process and offers some insights into how the risk and finance functions can be integrated into this process.
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In the wake of the financial crisis, forward-looking banks are trying to make the risk function a more integral element in everyday business decisions. This paper, produced in partnership with the Global Association of Risk Professionals (GARP) following a webinar on the same topic, examines how banks are using risk analytics to create a competitive advantage.
A step beyond Basel III compliance
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National banking authorities around the world are adopting the new Basel III framework with the goals to eliminate systemic liquidity risk and to promote greater transparency of risk management practices. These changes will be a challenge to banks that try to improve their asset and capital returns. This white paper examines how SAS High-Performance Risk can help firms make quick, well-informed decisions about the firm's risk exposure.
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Lately, liquidity risk has received serious attention from regulators, banks and investors alike. And rightly so, as everyone witnessed how an exogenous credit crisis compounds itself into a major liquidity crisis (or funding problem), propagating very quickly through the global financial markets, leading to insolvency of major financial institutions. This paper discusses challenges faced by financial institutions in the area of liquidity risk measurement and management as well as the SAS response to these challenges – an integrated risk solution that can meet the immediate requirements banks have, while providing a framework to support future business needs.
Why insurers need enhanced risk management
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The insurance industry has always experienced cycles of growth and decline, but the events of recent years point to a more profound and enduring downturn. Even when markets rebound, it will continue to be very difficult for insurance companies to grow and generate appropriate returns for shareholders. The high-performing companies will be the ones that develop stronger enterprise risk management capabilities –substantially upgrading the data sources and analytical methods they use to look at pricing, underwriting, estimation, cash flow, loss reserve adequacy, reinsurance – and even how they look at catastrophes. In this white paper, Bill Spinard, Senior Executive for Risk Management at Accenture, and Eric Larsen, an insurance industry expert from SAS, discuss the key elements of a robust, analytics-driven framework for enterprise risk management.
A Harvard Business Review Insight Center Report
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This collection of expert articles addresses the question: How do people behave around risk? The answer is that our response to risk is typically a weak one. Read this report to learn how to rise above the crowd and meet risk head on with more effective risk assessment and management approaches.
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As global markets mature, institutions recognize that risks are intertwined with performance and should be measured in an integrated manner. This white paper provides an explanation of enterprise risk management (ERM), describing both the reasons for managing risk and the components necessary to do it successfully. These components include the ability to communicate risk measures throughout the organization, establish effective diagnostic techniques and effectively allocate risk capital.
Achieving financial success with embedded groupwide SAS® Risk Management
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Current economic conditions heighten the need for financial services firms to accurately gauge required levels of regulatory compliance and economic capital to support business strategy and risk appetite. More regulations are on the way, demanding transparency, accurate information about company operations, robust and comprehensive risk management, regulatory compliance and efficient governance. What does this mean for many organizations? This paper takes a step back to examine how all components of a successful company must work in an integrated manner in order to produce the best results, and how SAS approaches governance, risk, compliance and performance management issues by providing a comprehensive framework for analyzing and managing risks in the context of corporate strategy and performance.
How banks should leverage technology to capitalize on regulatory change
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A wave of regulatory reform is forcing banks to revisit the technology used to measure and manage risk. This presents an opportunity to develop IT capabilities that provide a more nuanced view of how and where banks utilize their financial resources. This paper, written jointly by SAS and Boston Consulting Group, examines this issue in the context of a framework and process designed to help banks improve their risk-IT architectures.
Measuring return on investment in risk systems
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Faced with a daunting combination of challenges following the worldwide economic crisis, financial institutions are being forced to rethink their entire approach to their business model, and as regulators place financial institutions under increasingly intense scrutiny, investments in risk that go beyond the mandatory may generate quantifiable benefits. This paper examines how better risk systems will not only help an institution manage risk more effectively, but also make the institution more productive and efficient, enabling them to cut down on manual workarounds, reduce intensiveness of resource usage, improve timeliness and enable better collaboration and communication across organizational boundaries.
How High-Performance Technologies Are Enabling Major Advances in Risk Management
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For years, banks have generally accepted having risk analyses available several days after events occur. But today, financial institutions face challenges such as higher volatility, increasing interdependence of markets, growing margin pressure and increasingly complex regulatory requirements. So out of sheer economic self-interest, they need to rethink – and industrialize – how they create and process risk-related knowledge. This paper discusses how real-time risk management is both technically possible and more cost effective than ever to implement thanks to huge advances in data processing performance and efficiency. High-performance technologies are enabling real-time data integration, data quality processes, reporting, evaluations, analyses and decisions on demand – all capabilities that are critical to effective risk management.
Next steps for risk management in retail banking
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In May 2010, the Economist Intelligence Unit published Rebuilding trust: Next steps for risk management in financial services. This follow-on supplement to the main report examines the steps that retail banks are taking to reinforce their risk management capabilities in response to the global financial crisis.
Next steps for risk management in investment banking
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In May 2010, the Economist Intelligence Unit published Rebuilding trust: Next steps for risk management in financial services. This follow-on supplement to the main report examines the steps that investment banks are taking to reinforce their risk management capabilities in response to the global financial crisis.
SAS Anti-Money Laundering: An integrated framework for risk scoring, alert generation, investigation and reporting
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Financial institutions must strengthen their anti-money laundering programs to identify and report suspicious activity, meet new regulatory mandates and manage compliance risk. Read this white paper to learn how SAS Anti-Money Laundering can help you detect unknown behavior patterns, gain a clearer view into transactions and report suspicious activity.
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To avoid the potential negative impact of the next incidence of a worldwide credit crunch or liquidity squeeze, energy and utility companies should undertake a thorough aggregation of their corporation's enterprise-wide risk and apply advanced analytics to model and simulate portfolio-level exposures. This white paper examines the value for energy companies of an integrated energy trading and risk management (ETRM) approach to capture market risk and monitor counterparty creditworthiness, and the need for a robust risk solution to gain a consistent, aggregated view of data.
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This white paper presents the linear and copula model approaches to the calculation of risk aggregations and economic capital. It also discusses use of risk contributions as a basis for allocating economic capital and demonstrates how to integrate economic capital into risk-adjusted performance.
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The banking systems that deliver risk information often operate in silos. Despite this built-in system isolation, the data requirements for risk measurement and reporting processes across different types of risk measures overlap significantly. And the time required to identify, clean, transform and load this data into each individual solution's data mart is substantial. SAS helps by providing a single source of all information used to create your risk data warehouse – an approach that brings major benefits not only to each of your risk projects, but to your bank as a whole. Learn more about how SAS can help you operate effectively at an enterprise risk management level and improve analytical processes that need data enrichment. All while lowering the overall cost of providing data to banking activities that rely on analytics.
The role of business analytics in transforming banking
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Executives charged with the task of putting banking on a safer, more promising footing in the wake of a global economic slowdown need to be armed with trustworthy, complete facts and analysis. This paper looks at how adopting a business analytics framework enables decisions to be based on true knowledge and predictive insight – adjusted for known risks, across the institution's business units, functional areas and channels.
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There are some factors that require careful consideration before the development and implementation of a risk-based pricing framework. This paper outlines those factors and provides a quick methodology to begin instantiating risk-based pricing when other processes, such as an economic capital framework, have not yet been implemented.
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An industry best practice for estimating the market risk of trading operations involves projecting profit-and-loss distributions of portfolios of financial instruments over short time horizons and then summarizing that information into single numbers, such as value at risk (VaR) and expected shortfall. Easy to understand and conceptually straightforward, VaR has long been an industry standard for estimating market risk. The means by which it is calculated and used in practice to manage risk, however, present a number of modeling, data management and reporting challenges. This paper addresses ways in which SAS can help clients overcome these challenges to better measure and manage their market risk.
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You’ve probably purchased software and had the very reasonable expectation that you could load it onto your existing platform and be productive in a very short time. But then you discovered that you had to configure files or perform some other time-consuming, resource-draining procedures first.  This white paper examines how the SAS can help you rapidly move through the implementation phase to get a strong return on your investment in SAS Asset and Liability Management software.
Accountability of business leaders in financial services
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The Economist Intelligence Unit conducted a global survey, which was sponsored by SAS, to explore perceptions of accountability among C-level executives, primarily in the banking and insurance industries. This report summarizes the findings of that survey. In particular, the report examines the degree to which business leaders in financial services feel accountable to society compared with other stakeholders. It also evaluates the impact stakeholders have on decision-making, especially when it comes to risk management.
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As the recent global financial crisis revealed, the financial industry needs better, more comprehensive stress testing. An integral part of a firm's risk management approach, stress tests can give a clearer view about dangerous scenarios often described as a "perfect storm" or "black swan" event. They can also be used as part of branding and marketing. This white paper gives insight into different types of stress tests, and illustrates the importance of integrating stress test measures with value at risk (VaR) measures. It also describes risk architecture and data management considerations.
The role of the board in setting, implementing and monitoring risk appetite
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Most companies recognize that effective risk management depends on developing a clearly articulated statement of risk appetite and a robust framework to cascade this through the organization. This white paper, based on research conducted by Longitude Research, explores how having a thorough understanding of the amount and types of risk that the organization is willing to take in pursuit of a desired level of return provides boards and senior management with clear direction and ensures alignment of expectations across a broad range of key internal and external stakeholders.
The drive for real-time transparency
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The fallout from the financial crisis has fundamentally reshaped the requirements for how accurately – and how quickly – capital market firms understand and manage their risk exposures and liquidity. This paper summarizes a roundtable discussion co-hosted by Wall Street and Technology and SAS, where industry experts describe the ramifications of these new expectations on data management – and present a radically different paradigm made possible by real-time analytics and event stream processing, intraday risk analytics and in-memory visualization for big data.
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Credit Risk Management

Overview and implications for the subprime crisis
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Developed by SAS, the Comprehensive Credit Assessment Framework (CCAF), is a unique rating system that extends existing credit scoring to embrace all relevant factors and business context so that lenders can classify credit risk and decide all transactions in a more effective, transparent and forward-looking manner. CCAF's systematic segmentation approach has implications for both intervening in the mortgage crisis and preventing future financial disruption.
Challenges to and opportunities for rebuilding trust
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During the turmoil of the global financial crisis, several risk management system weaknesses that had developed in relatively benign market environments became apparent, particularly in the area of credit risk management. Going forward, a successful risk management system will allow for interdependencies among credit risk, liquidity risk and market risk, and will contrast various quantitative analyses with qualitative considerations. Only an integrated approach has any chance of giving a reliable picture of the upside and downside of a bank's overall portfolio. With this perspective in mind, this paper will focus on the credit risk management portion of an integrated enterprise risk management system.
A SAS Best Practices Paper
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This paper illlustrates how Credit Scoring for SAS Enterprise Miner software is used to build credit scoring models for the retail credit industry. It discusses the benefits of performing credit scoring and the advantages of building credit scoring models in-house using SAS Enterprise Miner. It goes on to discuss the advantages and disadvantages of three important model types: the scorecard, the decision tree and the neural network. Finally, it presents a case study where an application scoring model is built with SAS Enterprise Miner, beginning with reading the development sample, through classing and selecting characteristics, fitting a regression model, calculating score points, assessing scorecard quality (in comparison to a decision tree model built on the same sample) and going through a reject inference process to arrive at a model for scoring the new customer applicant population.
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Financial institutions face many challenges due to recent Basel III-related changes in the area of counterparty exposure measurement and management. This white paper puts in perspective the counterparty exposure management processes that banks need to implement to address the new Basel III regulations. It also illustrates how SAS has responded to Basel III-related challenges through an integrated risk offering – SAS® Risk Management for Banking – that can meet banks' immediate requirements while providing a framework to support future business needs.
Dynamic-Conditional Process improves standard regression approach
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The federal government has enacted laws and standards making discrimination in lending illegal. To help financial lenders improve the accuracy of their disparate treatment testing evaluations, SAS has developed a methodology called the Dynamic-Conditional Process (DCP). This methodology dynamically classifies lending decision factors and captures variations in policy thresholds among loan products, markets and/or programs. Read this white paper for an introduction to the DCP methodology.
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The banking systems that deliver risk information often operate in silos. Despite this built-in system isolation, the data requirements for risk measurement and reporting processes across different types of risk measures overlap significantly. And the time required to identify, clean, transform and load this data into each individual solution's data mart is substantial. SAS helps by providing a single source of all information used to create your risk data warehouse – an approach that brings major benefits not only to each of your risk projects, but to your bank as a whole. Learn more about how SAS can help you operate effectively at an enterprise risk management level and improve analytical processes that need data enrichment. All while lowering the overall cost of providing data to banking activities that rely on analytics.
An excerpt from the book Credit Risk Assessment: The New Lending System for Borrowers, Lenders, and Investors
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This white paper is an excerpt from the book Credit Risk Assessment: The New Lending System for Borrowers, Lenders, and Investors by Clark R. Abrahams and Mingyuan Zhang. In this paper, the authors survey various opinions concerning the causes of the current financial crisis; its impact, consequences and implications; and the role of loan underwriting, which they see as being at the core of the problem. The authors also share their ideas for a new, comprehensive and systematic approach to credit granting that combines the best of science, proven credit principles and common sense.
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Operational Risk Management

How to optimize and better manage the shortcomings of this new risk type
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Unlike any other software tool, spreadsheet programs have found their way into everyday reporting and quick calculations. Because of this popularity, there is frequent talk of overuse and even serious risks posed by spreadsheets. However, spreadsheets are insufficient for regulatory reporting and risk management. This paper explains the risks posed by spreadsheet reliance, proposes the optimum use for spreadsheets as part of an integrated data framework and discusses the role of SAS Business Intelligence software as a risk management solution.
Using the power of business analytics from planning to operations
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Utility companies face an unusually high number and variety of risks, many of which have serious health, safety and environmental implications. While these risks cannot be eradicated, utilities can seek to understand, manage and mitigate them. This white paper describes why utility companies that rely on the power of business intelligence and analytics can effectively manage risks and position themselves for commercial and financial success.
A first order approximation
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This paper attempts to answer a series of practical questions that typically confront CROs in small institutional settings, including: How do I quantify the benefits of making an investment (say a technology investment) to reduce the current amount of capital assigned to operational risk? How do I provide greater internal and external transparency around the cost of capital attributed to operational risk? Further, how do I explain these benefits to the management committee or to a board of directors in order to obtain funding for that investment?

Service Intelligence

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Create a high-performance contact center with advanced analytics
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The difference between a good contact center and a great one typically lies in a company's ability to efficiently monitor and respond to key activities within their operations, predict future demand and performance, and optimize various service elements to achieve the best outcomes. This paper describes how to make your contact center a high performer using analytics.
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Manufacturers are saying they are turning to business intelligence solutions for new ways to better serve customers. That's what 43 percent of survey respondents recently told Aberdeen Group. This SAS-sponsored report examines how marketing analytics is being used in these efforts and the role of big data in customer intelligence gathering activities aimed at better understanding customer behaviors and trends.
Sophisticated data modeling and automated forecast accuracy is the key to right-sizing your warranty reserves and putting that lazy capital back to work.
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Service organizations an increasingly important source of revenue for many companies. For these organizations, better methods for forecasting warranty reserves and accruals mean greater efficiency and profitability. This paper outlines some of the pitfalls of traditional methods for allocating warranty reserves, the best practices that can transform the process, and the significant monetary gains that can be achieved by improving the accuracy and adaptability of warranty reserve forecasts.
Understanding and valuing the difference
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Many companies are beginning to realize that warranty data is an integral part of the customer's voice. It is essential not just to the bottom line, but to customer satisfaction and brand reputation. To understand how companies analyze warranty data, SAS commissioned a study to look at the warranty reporting and analysis systems of 20 companies. This paper summarizes the study and provides three case studies of companies that are now reaping the benefits of automated analytics.
Improve Your Supply Chain Investment
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This white paper looks at a proof-of-value (POV) process that a pragmatic organization embarked on with SAS to better understand how SAS forecasting and inventory optimization could improve the results from an already installed enterprise resource planning system. It not only shows surprising results, it provides a layman's pathway to attaining those results.
A comprehensive approach to profitable post-sales customer and service support
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For the past several decades, organizations have focused heavily on improving their supply chains. Best-in-class companies are now turning their attention to the extended supply chain, the service chain, to further improve customer service, reduce costs and boost net profits. This white paper discusses the emerging concept of "service intelligence" and shows how the SAS Enterprise Intelligence Platform provides an integrated foundation for the SAS Service Intelligence software suite.
Inventory vs. availability
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World-class organizations have realized that the service supply chain is different than the traditional production supply chain. This white paper examines the difference between these two supply chains. You will learn how some organizations are developing service supply chain techniques to solve their unique challenges. You'll also learn which business methodologies foster the best return on investment in service supply chain improvements.
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Service Operations Optimization

Create a high-performance contact center with advanced analytics
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The difference between a good contact center and a great one typically lies in a company's ability to efficiently monitor and respond to key activities within their operations, predict future demand and performance, and optimize various service elements to achieve the best outcomes. This paper describes how to make your contact center a high performer using analytics.
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Service Parts Optimization

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Why do problems emerge when organizations try to develop an analytics and optimization mindset about their inventory and SCM practices? This paper will also show why running an inventory optimization solution with already-installed ERP/SCM systems can enable organizations to operate profitably within new market dynamics.
Improve Your Supply Chain Investment
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This white paper looks at a proof-of-value (POV) process that a pragmatic organization embarked on with SAS to better understand how SAS forecasting and inventory optimization could improve the results from an already installed enterprise resource planning system. It not only shows surprising results, it provides a layman's pathway to attaining those results.
Inventory vs. availability
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World-class organizations have realized that the service supply chain is different than the traditional production supply chain. This white paper examines the difference between these two supply chains. You will learn how some organizations are developing service supply chain techniques to solve their unique challenges. You'll also learn which business methodologies foster the best return on investment in service supply chain improvements.
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Warranty Analysis

Case studies in reducing warranty costs
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Globally manufacturers spend more than $70 billion to cover warranty expenses each year, but that is only the beginning of the true costs associated with poor product quality and suspect warranty claims. Increased government scrutiny, tarnished brand image, reduced stock prices, dissatisfied customers and lost sales can quickly dwarf the direct monetary losses. To reduce claim costs and increase customer satisfaction, forward-thinking manufacturers are applying automated analytics across the warranty chain. Detecting and preventing fraud, finding emerging quality problems sooner and accelerating the problem-solving process can reduce warranty costs by more than 20 percent while keeping customers happy. This paper shows how some companies are applying analytics at multiple points across the warranty timeline and the results they have achieved in both issue and fraud detection.
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Manufacturers are saying they are turning to business intelligence solutions for new ways to better serve customers. That's what 43 percent of survey respondents recently told Aberdeen Group. This SAS-sponsored report examines how marketing analytics is being used in these efforts and the role of big data in customer intelligence gathering activities aimed at better understanding customer behaviors and trends.
Sophisticated data modeling and automated forecast accuracy is the key to right-sizing your warranty reserves and putting that lazy capital back to work.
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Service organizations an increasingly important source of revenue for many companies. For these organizations, better methods for forecasting warranty reserves and accruals mean greater efficiency and profitability. This paper outlines some of the pitfalls of traditional methods for allocating warranty reserves, the best practices that can transform the process, and the significant monetary gains that can be achieved by improving the accuracy and adaptability of warranty reserve forecasts.
Understanding and valuing the difference
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Many companies are beginning to realize that warranty data is an integral part of the customer's voice. It is essential not just to the bottom line, but to customer satisfaction and brand reputation. To understand how companies analyze warranty data, SAS commissioned a study to look at the warranty reporting and analysis systems of 20 companies. This paper summarizes the study and provides three case studies of companies that are now reaping the benefits of automated analytics.
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Fraudulent warranty claims raise costs for manufacturers and negatively affect customer satisfaction. To combat the problem, manufacturers can integrate traditional business rules with anomaly detection, advanced analytics and social network analysis to automatically score each claim, customer and service provider. This paper shares insights from the webinar Claims Detectives: Using Analytics to Arrest Errors and Fraud. Learn how using a hybrid analytical approach to uncover claims errors and fraud can deter unethical behavior, identify training issues, enhance customer satisfaction and service provider relationships, and improve product quality and reliability.
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Warranty Reserve Forecasting

Sophisticated data modeling and automated forecast accuracy is the key to right-sizing your warranty reserves and putting that lazy capital back to work.
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Service organizations an increasingly important source of revenue for many companies. For these organizations, better methods for forecasting warranty reserves and accruals mean greater efficiency and profitability. This paper outlines some of the pitfalls of traditional methods for allocating warranty reserves, the best practices that can transform the process, and the significant monetary gains that can be achieved by improving the accuracy and adaptability of warranty reserve forecasts.

Strategy Management

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How to optimally allocate resources in alignment with enterprise-level objectives
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This white paper provides five steps to resource optimization, with a visual model and a variety of real-world examples to help business leaders understand how to allocate resources in alignment with enterprise-level objectives. You'll also learn about the technology required to support resource optimization.
Putting intuition, gut feelings and guesswork aside to take strategy execution to the next level
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Gain a fact-based approach to strategy execution by applying business analytics to the balanced scorecard, so that perceived measures and cause-and-effect relationships are no longer just a perception but are validated with evidence to adapt continuously to a changing environment. By using an intelligent balanced scorecard, management can perform what-if scenarios by leveraging a new understanding of how objectives, initiatives, processes and the associated measures drive performance today and how they are expected to drive performance in the future.
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The amount of information in business is growing exponentially. This white paper shows how the dashboarding and scorecarding capabilities of SAS Strategic Performance Management can help you maximize the value of this information. The paper describes the progression through focus, alignment and agility that SAS facilitates using advanced data access, alerts and traffic lighting, and dynamic diagramming functions.
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Disruption in the telecom industry has created an opportunity for the use of analytical value maps to manage large and abrupt changes in value chains, customer priorities, the competitive landscape and more. These forward-looking maps have the potential to drive strategy across the enterprise and align IT with corporate leadership by emphasizing a business-aware mindset. The paper provides four ways to activate these maps for companies that already collect analytics data, including the addition of a Business Intelligence Competency Center (BICC) to define and enforce best practices. 
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Whether companies stick with their core competencies or strike out into new territory, they can increase the odds that they will successfully navigate the recession by improving decision-making. Getting ahead in a recession by making better decisions is an Economist Intelligence Unit report sponsored by SAS. It is the first paper in a three-part series entitled Management Magnified, aimed at helping managers find ways to guide their companies more effectively through troubled times. This paper examines how the principles of good decision making - being proactive, ensuring that decisions are made at the appropriate level in the organization and basing them on the best information available - can reduce risk and help companies to turn current challenges into future opportunities.
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"Strategies for revenue growth in an economic downturn" is an Economist Intelligence Unit report sponsored by SAS. It is the second paper in a three-part series entitled Management Magnified aimed at helping managers find ways to guide their companies more effectively through troubled times. This paper looks at how growth is possible in an economic downturn, even one as severe as the current crisis, and how the financial health of a company at the outset will determine whether it can go on the offensive and use the downturn as a growth opportunity, or whether it will be forced to play defensively and risk losing market share. The paper concludes that a judicious mix of the two -- cutting costs in non-priority areas in order to use the savings to develop new products and enter new markets -- is the best way to ensure that a firm comes out of the crisis in better shape than it went in. 
Barriers and breakthroughs in the public sector
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In June 2008, SAS brought together executives and consultants across a range of federal agencies to discuss their experiences with performance management initiatives. Some were planning and performance management executives within government agencies. Some were business or IT consultants working with federal agencies.  From all of their accounts, three key themes emerged. Successful performance management initiatives must realign the cultural framework, set the strategic vision and establish the supporting information infrastructure. This paper explores issues and best practices around performance management in government from the people who live and breathe it every day.  
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In times of economic uncertainty, corporate decision makers need more high quality information to make well-informed decisions. So said the speakers and  delegates at CFO Publishing's recent conference, "Predictive Analytics in Perilous Times." The conference, held in San Francisco in February of 2009, featured leading voices in corporate finance -- including Thomas Redman, president of Navesink Consulting, Arthur Kordon, a leader in the data mining and modeling group at Dow Chemical and Dr. David Friend, chairman of Palladium Group Inc., among others. This conclusions paper presents the highlights of the conference program.
How performance management can align activities and resources with enterprise-level strategy and market conditions
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Alignment is the most significant benefit organizations seek in their performance management initiatives, but it is the least realized. This paper explains why alignment is so elusive and offers three steps to achieving it. It also includes a guide to the technologies that enable alignment throughout the enterprise.

Supplier Intelligence

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Best practices to improve supplier performance and reduce supply chain risk
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This white paper discusses the critical elements of a supplier risk solution that integrates sustainability factors into a holistic supplier analysis, necessitating not only a thorough analysis of a supplier's financial track record, but also environmental and social performance as well.
Turning raw data into procurement intelligence
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At a time when many organizations are outsourcing to save money, the quality of your relationships with suppliers can have a critical impact on the success of your company.

This paper will explore how SAS' solution for analytic supplier relationship management can be used to create a competitive advantage from a company's procurement activities. The paper also looks in more detail at SAS' closed-loop process for strategic sourcing and at the process for creating and maintaining a single, reliable view of procurement spend throughout the enterprise.
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Sourcing Data Quality

An introduction and overview
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This white paper explores several critical facets of SAS Sourcing Data Quality, a solution designed to ensure the quality of your sourcing data. The paper begins with a discussion of data integration, which involves gathering supplier data into one location, cleansing it, augmenting it with additional information and then classifying commodity data for use in supplier and spend analysis. Then you will learn more specifically about the SAS commodity classification engine, which helps automate the process of preparing commodity data for analysis.

Supply Chain Intelligence

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With the global energy industry facing an onslaught of new challenges, oil and gas companies can no longer rely on techniques and technologies of the past. Today's companies participating in the exploration and production, transportation and storage, refining/processing and distribution of hydrocarbons need every competitive advantage that's available. Fortunately, the measuring and monitoring devices and IT systems used over the past 20 years are capable of providing data that can create new vistas of business acumen and operational effectiveness. By using analytics strategically, oil and gas companies can create intelligence from new data sources and make groundbreaking, profitable decisions – with confidence.
The promise and challenges of implementing Radio Frequency Identification (RFID) systems across the extended supply chain
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Radio frequency identification (RFID) is spreading quickly through the global network of supply chains. The technology promises improved efficiency and more accurate tracking--along with untold amounts of data. Read this white paper to get a brief introduction to RFID and learn about a variety of SAS technologies that can help you harness the value of your RFID-related data. Such technologies include data quality, business intelligence, predictive analytics and even retail-specific applications.
How to build a path to business analytics advantage
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This report, based on a survey of 500 IndustryWeek subscribers, describes who is using embedded sensors and how they are using them; how sensors can make manufacturers more competitive and provide guidance on using the influx of sensor-generated data as a flowing stream of opportunity rather than an unexpected flood that disrupts and distracts.
Leveraging advanced analytic technologies to improve defense logistics and sustainment operations
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Modern predictive maintenance solutions can provide unified data preparation, world-class prognostic/predictive modeling, and robust information sharing capabilities that are critical to successful CBM initiatives. Combined with proven analytic methodologies and processes, CBM initiatives can yield data-driven insights into the nature of equipment behavior and fleetwide equipment performance, enabling military logistics and sustainment organizations to make better-informed, fact-based decisions regarding specific maintenance and sustainment actions. Customer case examples are provided.
Strategies for Demand-Driven Forecasting and Planning
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In today's unstable economy, many organizations are finding out that they have inadequate processes to handle demand planning, and traditional methods of predicting demand aren't efficient in a fluctuating market. The paper makes specific recommendations for organizations striving to move up the demand forecasting maturity curve by providing them an assessment framework to evaluate their current stage, and highlighting the characteristics common to best-class companies.
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With the rise in exploratory frontiers, the increase in rig day rates and costs, and the introduction of new regulatory policies, the demand for innovative technologies has never been higher. To reduce costs and mitigate risks, oil and gas operators need technologies that can enhance drilling efficiency and optimize drilling operations across all phases. With SAS Visual Analytics, drilling engineers, advisors and asset team members can use intuitive analytic tools to improve understanding of their wells and operations – without being statisticians. And with an easy-to-use interface atop a robust framework of data management and advanced analytic solutions, engineers can ask and get answers to unanticipated questions on the fly.
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This white paper discusses multi-causal analysis as a way of integrating consumer demand information with shipment forecasts to capture the impact of marketing activities on shipments. With improvements in technology, data collection, data storage and analytical knowledge, CPG companies are now looking to integrate consumer demand with their shipment forecasts to capture the impact of marketing activities on shipments. As a result, multi-tiered causal analysis (MTCA) is receiving renewed interest. This paper explains the MTCA process, including an anonymous beverage industry case study that describes the process used to develop and link the Consumer Demand and Factory Shipment models. The by-product of this process was a more accurate forecast that reflected the company's marketing investment strategy.
Best practices to improve supplier performance and reduce supply chain risk
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This white paper discusses the critical elements of a supplier risk solution that integrates sustainability factors into a holistic supplier analysis, necessitating not only a thorough analysis of a supplier's financial track record, but also environmental and social performance as well.
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Manufacturers are saying they are turning to business intelligence solutions for new ways to better serve customers. That's what 43 percent of survey respondents recently told Aberdeen Group. This SAS-sponsored report examines how marketing analytics is being used in these efforts and the role of big data in customer intelligence gathering activities aimed at better understanding customer behaviors and trends.
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Why do problems emerge when organizations try to develop an analytics and optimization mindset about their inventory and SCM practices? This paper will also show why running an inventory optimization solution with already-installed ERP/SCM systems can enable organizations to operate profitably within new market dynamics.
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This white paper illustrates a new patent-pending approach that may be helpful in certain new product forecasting situations.  It combines human judgment with time series mining and statistical modeling.  This "structured analogy" approach helps automate the selection of analogous products ("like items"), facilitates review and clustering of past new product introductions, and generate statistical forecasts.  Users can make manual overrides to the statistical forecasts, and get a better sense of the risks and uncertainties in new product forecasts through visualization of past new product introductions.
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Companies that have implemented market-driven supply chains understand how to respond to customer demand and translate that demand into an optimized supply plan. The answer is to focus on balancing (or synchronizing) demand and supply. In fact, those same companies are more inclined to sense market changes five times faster and align their supply three times faster to fluctuations in demand. Rapid alignment enables better customer service with substantially less inventory, waste and working capital. This white paper will outline the first steps that companies need to take to become market-driven. 
Improve Your Supply Chain Investment
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This white paper looks at a proof-of-value (POV) process that a pragmatic organization embarked on with SAS to better understand how SAS forecasting and inventory optimization could improve the results from an already installed enterprise resource planning system. It not only shows surprising results, it provides a layman's pathway to attaining those results.
Inventory vs. availability
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World-class organizations have realized that the service supply chain is different than the traditional production supply chain. This white paper examines the difference between these two supply chains. You will learn how some organizations are developing service supply chain techniques to solve their unique challenges. You'll also learn which business methodologies foster the best return on investment in service supply chain improvements.
Big data and the value of analytics
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Smart metering will create an array of logistical and operational challenges and opportunities for energy retailers and distribution network operators. The data from smart meters, and additional data from home appliances and distribution networks, will produce truly big data – forcing the utilities industry to revolutionize its approach to analytics. From the customer perspective, smart metering will deliver tangible benefits – more accurate billing, fewer onsite visits and innovative supplier services. To succeed in this new landscape, SAS suggests using high-performance analytics. With an analytics solution, utilities can get closer to customers – creating insight, building loyalty and driving more effective acquisition initiatives – and build solid foundations to prepare for the future world of smart grid.
Three key priorities of the Chief Supply Chain Officer
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To be competitive, today's supply chain organizations must create cost-reduction initiatives. This report provides an in-depth review of best practices in supply chain planning and provides processes, methodologies and action items used by best-in-class organizations to drive their success. Read this to benchmark your practices.
A Strategic Approach to Creating Significant Economic Value
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Economic conditions are reinforcing the mandate for tighter, more demand-driven supply chains.  Supply chain executives are searching for new value-add and cost reduction vehicles. In this paper, experts from SAS and HAVI Global Solutions argue that because demand management has become such a critical tool for carving out economic value, companies whose core competency is not supply chain management should outsource their demand management functions. The authors explain the benefits, discuss the conditions and technologies that have converged to make those benefits significantly outweigh the risks, and provide tips on assessing if outsourcing demand management is the right strategy for your organization.
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Multitiered causal analysis (MTCA) enables consumer packaged goods (CPG) manufacturers to measure the impact of marketing on retail consumer demand and perform what-if analysis to predict and maximize future demand. This case study excerpted from the book Demand-Driven Forecasting, by Charles Chase of SAS, shows how one beverage manufacturer employed MTCA to improve its demand forecasts and optimize marketing strategy.
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By applying the same predictive rigor to asset maintenance as is typically used in demand forecasting, predictive asset maintenance can help closely align production forecasts with the forecast of market demand for supply. Manufacturing professionals in leading companies are using analytics to improve asset utilization and optimize overall return-on-assets financial metrics. Learn how to make data-driven decisions about the need for (and timing of) future asset investments, preserve precious working capital and manage risk more effectively.
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Demand-Driven Forecasting

Strategies for Demand-Driven Forecasting and Planning
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In today's unstable economy, many organizations are finding out that they have inadequate processes to handle demand planning, and traditional methods of predicting demand aren't efficient in a fluctuating market. The paper makes specific recommendations for organizations striving to move up the demand forecasting maturity curve by providing them an assessment framework to evaluate their current stage, and highlighting the characteristics common to best-class companies.
Putting sales (and marketing) back into operational planning processes
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By putting the sales and marketing perspective back into operational planning, companies thrive because they carefully align what they make, how much, where, and with what materials with real market demand. The end result is profitable revenue growth and inventory optimization. This paper explains how to synchronize and optimize demand and supply through reshaping executive sales and operational sales planning (ES&OP) using a market-driven approach.
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Companies that have implemented market-driven supply chains understand how to respond to customer demand and translate that demand into an optimized supply plan. The answer is to focus on balancing (or synchronizing) demand and supply. In fact, those same companies are more inclined to sense market changes five times faster and align their supply three times faster to fluctuations in demand. Rapid alignment enables better customer service with substantially less inventory, waste and working capital. This white paper will outline the first steps that companies need to take to become market-driven. 
Show AbstractView Paper
Multitiered causal analysis (MTCA) enables consumer packaged goods (CPG) manufacturers to measure the impact of marketing on retail consumer demand and perform what-if analysis to predict and maximize future demand. This case study excerpted from the book Demand-Driven Forecasting, by Charles Chase of SAS, shows how one beverage manufacturer employed MTCA to improve its demand forecasts and optimize marketing strategy.
Show AbstractView Paper
By applying the same predictive rigor to asset maintenance as is typically used in demand forecasting, predictive asset maintenance can help closely align production forecasts with the forecast of market demand for supply. Manufacturing professionals in leading companies are using analytics to improve asset utilization and optimize overall return-on-assets financial metrics. Learn how to make data-driven decisions about the need for (and timing of) future asset investments, preserve precious working capital and manage risk more effectively.
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Demand Management

A Strategic Approach to Creating Significant Economic Value
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Economic conditions are reinforcing the mandate for tighter, more demand-driven supply chains.  Supply chain executives are searching for new value-add and cost reduction vehicles. In this paper, experts from SAS and HAVI Global Solutions argue that because demand management has become such a critical tool for carving out economic value, companies whose core competency is not supply chain management should outsource their demand management functions. The authors explain the benefits, discuss the conditions and technologies that have converged to make those benefits significantly outweigh the risks, and provide tips on assessing if outsourcing demand management is the right strategy for your organization.
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Quality Lifecycle Analysis

How an enterprise-wide quality platform can turn existing data into substantial and sustainable revenue growth and cost savings for global manufacturers.
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This Industry Week report explains how an enterprise analytical quality platform (EAQP) works and how using an EAQP can accelerate time-to-market for new products; reduce the negative effects of existing problems by resolving them faster; and enable long-term sustainment of quality improvements. This report also ties these benefits to the results of the IW/SAS Enterprise Quality Survey, which reveal a need for such a platform in all sectors and sizes of manufacturing enterprises.
SAS® Quality Lifecycle Analysis
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This paper describes how your organization can harness the power of analytics to demystify hardware reliability, software reliability and other customer quality data in an effort to fully understand factors that influence total customer experience. Insights on a phased approach for implementing a customer-driven quality solution are discussed in detail. In addition, this paper provides a vision for the future of analytics in numerous areas of the organization.

Sustainability

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Using a hosted sustainability solution for higher education
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Institutional sustainability performance in higher education must be tracked across educational, research, curriculum and administrative functions, which in turn require the vital steps of integrating and analyzing data. This paper shows how through the insight achieved from data integration and visual analytics, SAS can help higher education institutions track, manage and report on their sustainability efforts with minimal IT overhead.
Going beyond inventories and calculations
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Instead of just calculating and reporting a number for compliance, organizations must go beyond calculation into activity modeling if real understanding, leadership and goals are to be achieved. Learn about the differences between calculating and modeling emissions, the critical parallels between cost and greenhouse gas accounting, collecting and managing data, and using activity-based modeling to gain invaluable insight to calculate and set reduction goals of your carbon footprint.
Harnessing the power of data to optimize results
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Written by Computerworld and sponsored by SAS, this technology brief explores sustainability as a driver for business innovation and the positive role that information technology can play. Compiled from custom research and interviews with SAS, topics include green-sizing the data center, data integration for sustainability and how IT executives can leverage sustainability to drive business innovation.
Profiting from a sustainable business
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Attitudes about how corporate citizenship strengthens profitability and revenue growth in American companies are presented in this report from both interviews and an online survey of 566 US-based executives conducted by the Economist Intelligence Unit in September 2008. SAS was one of the sponsors of the research.
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Amid the current climate of greater demand for both environmental awareness and corporate accountability, organizations are finding that success is increasingly being measured not only by financial performance, but also by ecological and social accomplishments as well. In addition, the current economic climate has reinforced the need to plan for long-term success. This white paper, based on a launched research program conducted by BusinessWeek Research Services, looks at how the most forward-thinking enterprises are using analytics to their advantage by applying it to sustainability.
Sustainable IT initiatives at midsize and large organizations
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This report provides the topline results of a survey commissioned by SAS but conducted independently by Computerworld Research of business leaders on sustainable IT initiatives at their organizations. With nearly 8 out of 10 survey respondents expecting an impact of sustainability on the goods and services their organizations offer to end users, they recognize the impact on their brands and are turning to the adoption of performance management frameworks to strategize, analyze and implement effective sustainability initiatives.
Best practices to improve supplier performance and reduce supply chain risk
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This white paper discusses the critical elements of a supplier risk solution that integrates sustainability factors into a holistic supplier analysis, necessitating not only a thorough analysis of a supplier's financial track record, but also environmental and social performance as well.
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A global survey of 183 executives by the Economist Intelligence Unit on behalf of SAS asked respondents about the importance of sustainability to corporate strategy. The survey revealed that sustainability remains an important issue for businesses today precisely because companies have discovered that success can lead to good financial performance, no matter the economic climate.
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Sponsored by SAS and conducted by the Economist Intelligence Unit, this research paper conveys results from a survey and in-depth interviews of 226 senior executives worldwide with sustainability policies and practices in place. Addressing sustainability priorities with a globally unified program or a regionally focused approach and the distinct challenges and advantages for each are presented.
Why helping communities and saving the planet is good for business
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The banking sector has a significant role to play in our planet's future sustainability. Customers are saying that it's the right thing to do, suppliers are coming on-board and staff are engaged. Shareholders, too, have recently added their voice, understanding that the lack of a sustainability strategy poses a very real threat to reputational risk and hence shareholder value. This paper highlights the challenges for sustainable banking -- that is, building a future that integrates consumer, supplier and shareholder demands while decreasing the impact on the worlds resources. It also outlines a strategic approach to seizing the opportunities and realizing the benefits that have been gained and are anticipated as the strategy unfolds.
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Driven by rising energy costs and increasing guest awareness, hospitality and gaming companies are giving more attention than ever to sustainable business practices. However, with limited resources, companies are often left asking, “Which initiatives are right for our guests and our business? What can we do that will make economic sense yet not compromise the guest experience?” This topic was discussed in a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast.
Results and insights from the first annual MIT Sloan Management Review Global Sustainability Survey
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MIT Sloan Management Review conducted a global sustainability survey. This paper discusses the results of the survey and provides insights on how business managers are dealing with the barriers to pursuing and achieving sustainability and how they perceive that sustainability will have an increasingly large impact on the business landscape of the future.
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