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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.
Highlights from a panel discussion at the 2013 SAS Financial Services Executive Summit
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In the age of big data, business units of banks and insurance companies can no longer toss a request over the wall to IT just in time and hope IT resources will be available. IT has to be involved early in strategic and proactive planning. At the same time, business leaders need to be more technology-aware, so they are less likely to ask for the impossible. This paper summarizes a panel discussion at the 2013 SAS Financial Services Executive Summit. Industry leaders from large banking and insurance companies shared their ideas about how IT and the business should work together and what the organization gains when both sides perform as strategic partners.
Profitable Analytic Strategies for Life and Annuity Carriers
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In the insurance industry, the companies that focus on product lines typically under the diversified insurance umbrella (such as group and individual life, annuities, retirement plans, financial services and supplemental health products) have been slow to adopt predictive analytics within their organizations. Other industries, including property and casualty insurers, continually demonstrate success in using analytics to grow their businesses more profitably and increase revenue while managing risk. Life insurance executives are beginning to recognize the need to evaluate analytics as a way to innovate, differentiate and improve their organizations. This paper discusses business strategies enabled by analytics and provides examples of analytic innovation that insurers can introduce into their business processes.
Using analytics to optimize business performance
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More than ever, insurance companies need to optimize their business processes. But what does this mean in practice? At SAS, we believe that the "optimized insurer" or "analytical insurer" is one that can integrate analytics into its daily business processes to gain competitive advantage by reducing operational expenses, increasing premium revenue and ensuring regulatory compliance. This white paper will discuss how Property & Casualty (P&C) insurers are embracing analytics throughout their organizations to increase their operational efficiency, while minimizing losses and maximizing profits.
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.
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.
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.
Beyond Experimentation to Innovation
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Insurers are well on their way to using big data to glean fresh insights that drive innovation. In this paper, research firm Strategy Meets Action summarizes the results of a survey of 75 insurers from property/casualty and life/annuity companies in North America and related interviews. Topics include details on the hefty uptick in insurers' use of analytics and big data, four key business areas for big data in insurance, and why different approaches to organization, resources and technology are needed now.
A Guide for the Insurance Industry
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In insurance companies, many decisions hinge on finding the right balance between what's best for the customer and what's best for the organization. Data and analytics can shore up the relationship between customer experience and profits, ensuring that decisions remain in balance. An enterprisewide commitment to data and analytics is the key to achieving this balance. This white paper explains how, by putting the building blocks of a strategic analytic culture in place, insurance companies can move from reactive to proactive decision making – resulting in visibility, executive buy-in and competitive advantage.
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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 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.
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.
The benefits of an insurance data model
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Data management and data quality are no longer optional components of an insurance company's analytical environment – they are essential. And an insurance data model is fundamental to these initiatives. This white paper discusses the benefits of building an analytical data warehouse based on an insurance-specific data model that will enable insurance companies to get the most out of their investment in business analytics.
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.
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.
Using text analysis and predictive modeling to improve promoter scores
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Two assets significantly influence success or failure of a company. Those are customers and their continued patronage, and employees and their knowledge (as well as their work productivity). This paper describes how to evaluate the likelihood of continued customer patronage versus the risk of losing it. It also acknowledges corresponding loyalty, measured in the form of promoter scores. The paper proposes a strategic analytic roadmap for how SAS enables you to use promoter score survey results to identify customer migration value. The strategic value your organization gains from such analyses enables you not only to understand why customers are or are not likely to promote your product or service – but also their likelihood to do so in the future.
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There is no question that Solvency II will bring sweeping change to the insurance industry. Companies must not only prove that they have adequate risk management practices and risk models, but must also provide evidence that the data used in those models is accurate, complete and appropriate. This paper explains why.
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.
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.
The True State of Predictive Modeling in Insurance
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Insurers are seeking new insights to gain a competitive advantage. While there are still many opportunities to improve operations using traditional business intelligence, the focus is shifting to advanced analytics. This white paper provides specific details about the latest research from Strategy Meets Action (SMA) that polled life and P&C insurers to learn the true state of predictive modeling in insurance. You'll learn exactly how insurers are currently developing and managing analytics models, which business problems are being addressed and what plans to expand analytics are expected in the future.
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.
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.
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.
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.
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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The auto insurance industry is facing an unprecedented number of challenges brought on by heavy price competition and increased claims costs. In response, insurers across the globe are either considering – or have already implemented – innovative telematics solutions. Through wireless technology, telematics devices record and transmit data in real time back to insurers. Insurers can use this data to develop more accurate pricing, improve the granularity of risk management techniques and reduce losses by enabling better claims assessments. As this white paper reveals, telematics – used in conjunction with information technology and analytics – can enable insurers to turn the data explosion into a major competitive advantage.
How data management and analytics can help reinsurers
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The reinsurance industry faces an unprecedented number of challenges. The frequency and severity of man-made and natural catastrophes are increasing. In addition, reinsurers are faced with new regulatory issues (e.g., Solvency II), a continuing global soft market and legacy issues, such as exposure to mold and asbestos claims. To combat these challenges, reinsurers are turning to technology for catastrophe modeling, data analytics and geographic information systems (GIS) to better understand the data and their risk exposure. This white paper will explain how reinsurers can gain a competitive advantage by using data management and analytics.
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.
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.
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.
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.
A study of insurer use, strategies and plans for anti-fraud technology
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Read the results of this research conducted by the Coalition Against Insurance Fraud (CAIF) to better understand how, and to what extent, insurance companies use anti-fraud technology. In this brief, the CAIF addresses the anti-fraud technologies insurers currently use and what they are considering using, as well as how that has changed since the original 2012 survey of property/casualty insurers. Overall findings show that strategies with the right mix of tools and technologies will result in a much higher fraud detection rate. This helps cut overall losses for an insurer and will translate into more-accurate pricing, competitive edge and lower premiums for policyholders.
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.
New paradigms and new analytic opportunities
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The use of advanced, high-performance analytics capabilities and the potential they have to augment and enrich customer insights, financial management, risk assessment and day-to-day operations mean that analytics is fast becoming THE competitive battleground for insurers. This white paper by Strategy Meets Action discusses the role of high-performance analytics in the insurance industry and explains why insurers seeking to capitalize on the transformational new paradigms and opportunities that big data and high-performance analytics can deliver would be wise to consider the capabilities that SAS provides.
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.

Banca e instituciones financieras

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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.
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.
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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.
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.
Highlights from a panel discussion at the 2013 SAS Financial Services Executive Summit
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In the age of big data, business units of banks and insurance companies can no longer toss a request over the wall to IT just in time and hope IT resources will be available. IT has to be involved early in strategic and proactive planning. At the same time, business leaders need to be more technology-aware, so they are less likely to ask for the impossible. This paper summarizes a panel discussion at the 2013 SAS Financial Services Executive Summit. Industry leaders from large banking and insurance companies shared their ideas about how IT and the business should work together and what the organization gains when both sides perform as strategic partners.
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The ability to anticipate, track and control behavior of a group of accounts established during the same time period (i.e. "vintage") underpins marketing activity and risk management policy at financial institutions. This paper presents a technique that treats the components of the vintage as a set of predictions and forecasts from a cross-vintage data stream. This methodology includes a variety of analytical techniques, including time series analysis, dynamic segmentation and clustering, vintage "profiling" and forecast reconciliation. An integrated approach to vintage curve modeling unifies internal bank drivers, external economic factors and past performance into one cohesive strategy – free from internal biases and more closely aligned with market reality. This methodology can serve to provide critical insight that supplements an institution's sales and operations planning process.
Better answers faster through analytic technologies
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What if your business could run an analytical process in 90 seconds instead of 176 hours? That's what happened to one company when it switched from using existing hardware and processing paradigms to using in-memory processing with high-performance analytics from SAS and Teradata. This paper shares insights from a webinar that includes a demo of in-memory analytics and case studies from key industries. Learn how this technology can help you solve brand new problems – and solve existing problems faster and more accurately.
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.
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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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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This collection of articles, which originally appeared in Wall Street & Technology (WS&T), explores how the global financial crisis and resulting regulatory scrutiny have changed the capital markets landscape, including how companies look at data management. These pieces were featured in the January 2013 edition and include:
  • The thoughts of WS&T senior editor Melanie Rodier on the reasons data management is getting a "top-to-bottom makeover."
  • Larry Tabb of the Tabb Group, and his take on post-financial crisis data management.
  • David Wallace, Global Financial Services Marketing Manager at SAS, who writes about the benefits of pairing event stream processing (ESP) with high-performance analytics. Wallace also explains how real-time transparency is revolutionizing data management.
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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.
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.
Creating a holistic GRC view for early warning
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This paper offers a case study that illustrates the importance of integrating the elements of GRC using a detailed example involving key indicators covering performance, risk and controls. The case study will focus governance-related business pains, their causes and how an enterprise GRC solution addresses them.
How High-Performance Analytics Tackle Big Data Challenges in Banking
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The banking sector routinely manages massive amounts of data, ranging from financial transactions to customer, operational and regulatory data. All this data means big challenges – but also big opportunities – for the industry. Using high-performance analytics, banks can turn their big data into pertinent new business insights that guide faster, better decisions. As a result, banks can successfully manage risk, retain profitable customers, improve operational efficiency and differentiate themselves in the marketplace for competitive advantage.
Insights on turning big data into competitive advantage
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This collection of articles, which originally appeared in Bank Systems & Technology's special digital publication Big Data = Big Gains, provides insight into the promise that big data holds for an industry still recovering from the turmoil of the financial crisis, and how banks can turn that promise into better and more profitable insight into customers, channels and risks.
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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.
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.
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.
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.
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.
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.
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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.
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.
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.
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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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.
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 Proactive Solution for Mitigating Regulatory and Reputation Risk
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Are you still relying on traditional or homegrown customer due diligence (CDD) systems to stay in compliance with the Bank Secrecy Act and USA PATRIOT Act? This paper will help you evaluate your organization's CDD processes and technology relative to current industry risks and regulatory requirements. In addition, you'll learn how automated analytical tools can help you accurately segment and identify customers by risk level – continuously and accurately – so you can focus limited investigative resources where you need them the most. Given recently enacted compliance laws, there's never been a better time to reexamine your current CDD processes and enabling technology.
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 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. 
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.
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Banks and regulators are all about data quality these days – and for good reason. Without meaningful data quality management, big data only leads to faster analysis of "data debris" and inaccurate risk insights. From a risk perspective, high-quality data is essential to implementing effective risk strategies and ensuring compliance. BCBS 239 is just one of many regulatory communications with requirements predicated upon banks having quality data. This paper explains how effective data quality management should be considered a basic requirement for modern-day bank management. It focuses on five best practices for improving data quality that are derived from successful SAS projects within the financial services industry.
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.
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.
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.
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.
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.
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.
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.
Using text analysis and predictive modeling to improve promoter scores
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Two assets significantly influence success or failure of a company. Those are customers and their continued patronage, and employees and their knowledge (as well as their work productivity). This paper describes how to evaluate the likelihood of continued customer patronage versus the risk of losing it. It also acknowledges corresponding loyalty, measured in the form of promoter scores. The paper proposes a strategic analytic roadmap for how SAS enables you to use promoter score survey results to identify customer migration value. The strategic value your organization gains from such analyses enables you not only to understand why customers are or are not likely to promote your product or service – but also their likelihood to do so in the future.
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.
Turning Customer Value into Competitive Advantage in Retail Banking
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This white paper was designed to present new ideas for measuring and acting on customer value in retail banking. Written by SAS and Peppers & Rogers Group, it presents practical, real-world advice on how retail banks can increase profitability from customer value insight without a business model overhaul. Specifically, the paper provides guidance to help you refocus strategy, retool the mechanics of measurement and realign the organization around customers.
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.
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.
Increasing your information turnaround speed exponentially while achieving vastly superior data integrity and accurate results
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Until now, most companies have found it difficult to deliver the reliable, accurate and near real-time insight required to support critical decisions. This paper explains how you can use in-database analytics to not only accelerate your time to insight, but also gain greater confidence in the accuracy of your decisions and maintain the security and integrity of your data.
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.
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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For years, the possibility that a bank would be unable to fully comply with its payment obligations was regarded as almost inconceivable. But the financial crisis of 2007 and 2008 revealed just how vulnerable banks were. Regulators have responded with new regulations, but it's incumbent upon banks to manage liquidity more effectively. What does better liquidity risk management look like? And how can banks accomplish it? As explored in this paper, what's needed are modern information systems for simulating and stress testing bank liquidity. These systems can help banks monitor and enable early detection of liquidity risks, as well as accurately determine sufficient liquidity at the optimal cost to the business.
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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.
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.   
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.
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.
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?
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.
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.
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.
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.
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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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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Instituciones de crédito y sociedades financieras

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.
Creating a holistic GRC view for early warning
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This paper offers a case study that illustrates the importance of integrating the elements of GRC using a detailed example involving key indicators covering performance, risk and controls. The case study will focus governance-related business pains, their causes and how an enterprise GRC solution addresses them.
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.
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Banks and regulators are all about data quality these days – and for good reason. Without meaningful data quality management, big data only leads to faster analysis of "data debris" and inaccurate risk insights. From a risk perspective, high-quality data is essential to implementing effective risk strategies and ensuring compliance. BCBS 239 is just one of many regulatory communications with requirements predicated upon banks having quality data. This paper explains how effective data quality management should be considered a basic requirement for modern-day bank management. It focuses on five best practices for improving data quality that are derived from successful SAS projects within the financial services industry.
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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Uniones de Crédito

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.
Creating a holistic GRC view for early warning
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This paper offers a case study that illustrates the importance of integrating the elements of GRC using a detailed example involving key indicators covering performance, risk and controls. The case study will focus governance-related business pains, their causes and how an enterprise GRC solution addresses them.
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.
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Banks and regulators are all about data quality these days – and for good reason. Without meaningful data quality management, big data only leads to faster analysis of "data debris" and inaccurate risk insights. From a risk perspective, high-quality data is essential to implementing effective risk strategies and ensuring compliance. BCBS 239 is just one of many regulatory communications with requirements predicated upon banks having quality data. This paper explains how effective data quality management should be considered a basic requirement for modern-day bank management. It focuses on five best practices for improving data quality that are derived from successful SAS projects within the financial services industry.

Capital Markets

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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.
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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This collection of articles, which originally appeared in Wall Street & Technology (WS&T), explores how the global financial crisis and resulting regulatory scrutiny have changed the capital markets landscape, including how companies look at data management. These pieces were featured in the January 2013 edition and include:
  • The thoughts of WS&T senior editor Melanie Rodier on the reasons data management is getting a "top-to-bottom makeover."
  • Larry Tabb of the Tabb Group, and his take on post-financial crisis data management.
  • David Wallace, Global Financial Services Marketing Manager at SAS, who writes about the benefits of pairing event stream processing (ESP) with high-performance analytics. Wallace also explains how real-time transparency is revolutionizing data management.
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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.
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.
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Banks and regulators are all about data quality these days – and for good reason. Without meaningful data quality management, big data only leads to faster analysis of "data debris" and inaccurate risk insights. From a risk perspective, high-quality data is essential to implementing effective risk strategies and ensuring compliance. BCBS 239 is just one of many regulatory communications with requirements predicated upon banks having quality data. This paper explains how effective data quality management should be considered a basic requirement for modern-day bank management. It focuses on five best practices for improving data quality that are derived from successful SAS projects within the financial services industry.
Exploration into the Unknown
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As a series of invasive regulatory mandates forces firms of all sizes to improve the way they calculate and report enterprisewide exposures, it's more critical than ever that we understand the mechanics and details of risk analysis. This exclusive report from TABB Group explains what's driving the recent sea of change in risk analysis, which key challenges must be addressed to improve risk analysis in this new era and why risk aggregation and data exploration/presentation are the missing links in your toolkit.
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.
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.
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.
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.
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 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.
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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.
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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.
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.
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.
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.
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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.
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.

Ciencia e Investigación

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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.
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.
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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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.
Developing a Robust Strategy and Culture
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The health care and life sciences industries lag financial services and retail in bringing analytic expertise to the front of the business. The biggest barrier is cultural – the need to adapt people’s mindsets and business processes, and to create a culture where people understand, value and demand fact-based decisions and strategies. At the May 2014 SAS Health Analytics Executive Conference, industry leaders from Dignity Health, Highmark Health, Eli Lilly & Company, and SAS shared what they have done to prove the value of analytics to their business leaders and develop an analytic culture in their organizations.
Exploiting proven data integration and analytics to ensure healthy returns on sales and marketing investments
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Pharmaceutical sales and marketing professionals face a unique set of challenges in their efforts to boost sales enough to recoup staggering development costs. This white paper explores the possibilities of data integration and advanced analytics in marketing and selling pharmaceuticals. The paper also includes a list of key analytical techniques and several industry case studies.
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How is analytics helping to drive transformation in health care? What analytics-driven breakthroughs are on the horizon? Those were the questions of the day at the 10th Annual SAS Health Care & Life Sciences Executive Conference. The May 2013 event assembled more than 300 thought leaders from across the industry to share expert opinions on the state of health care and how analytics is reshaping its future. This paper summarizes the Executive Leadership Panel Discussion – representing pharmaceutical, provider and payer perspectives – on the use of data to create a more patient-centered and personalized health care experience.
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.
What It Means for Your Business – and What’s Needed for a Successful Implementation
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Consensus is building around the idea that greater access to patient-level clinical data is a good thing – good for science, business and humanity. From a business perspective, pooling data can significantly reduce the cost of drug development while improving the efficiency of clinical trials. It can also lower clinical trial costs by reducing the number of patients needed for new studies. But data sharing and transparency raises new issues and brings a host of new questions, benefits and risks. For example, unless appro­priate safeguards are in place, open access to clinical trial data could compromise patient privacy, enable faulty science, and be a resource-intensive burden for trial sponsors and data stewards. This paper discusses different approaches to successfully implementing clinical trial data transparency while mitigating these risks.
Applying Big Data to Clinical Analytics and Life Sciences
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This complimentary conclusions paper, in partnership with Intel and HIMSS Media, summarizes a presentation from the Intel Innovation Summit on big data and care customization that featured panelists from Carolinas HealthCare System, CareSource, SAS and Renaissance Computing Institute (RENCI). In this paper you'll learn what the panelists shared regarding challenges and visions for using big data to solve pressing challenges in the health care and life sciences industries.
The life sciences industry joins forces to make clinical trial data transparency a reality
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Only a few months ago, the conversation about sharing clinical trial data was largely an argument of concerns and speculations against the idea. Spurred in part by growing momentum from government entities, the mood among life sciences companies has shifted to one of positive intention. It's just a matter of determining how to go about it. This article summarizes discussion on the topic with industry leaders at the second installment of the Clinical Trial Data Transparency Forum, sponsored by SAS, in February 2014.
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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.
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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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In this complimentary Applied Clinical Trials article, learn about the challenges and rewards of risk-based monitoring based on a third-party research study and a recent webcast featuring industry experts. You'll discover why you should consider risk-based monitoring, what determines risk and risk levels, and what technology is available for effective risk-based monitoring.
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.
Using analytics to turn clinical data into competitive advantage
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For research-based biopharmaceutical organizations, harnessing clinical data to produce medical insights is a top priority. Leveraged effectively, clinical data can help your firm recoup staggering development costs while funding new research – and even accelerate revenue before drug patents expire.  This paper explores how you can use the SAS Life Science Analytics Framework, a proven data preparation and analytics foundation for clinical research, to turn clinical data into valuable insights. Learn how the software supports everything from data aggregation and analysis to reporting and regulatory submissions – and extends the power of analytics to knowledge workers throughout your organization.
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.
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.
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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.
A summary of the Executive Leadership Panel Discussion at the 9th Annual SAS Health Care & Life Sciences Executive Conference
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For its 9th annual Health Care & Life Sciences Executive Conference, SAS brought together more than 500 thought leaders and executives from across North America to discuss the promise of data and analytics for improving life sciences innovation and health care delivery, costs and outcomes. This paper summarizes the Executive Leadership Panel Discussion headed up by SAS Chief Medical Officer, Dr. Graham Hughes – featuring perspectives from pharmaceutical, payer, policy and provider communities, with added insights from keynote speakers Dr. Don Berwick, former Administrator of the Centers for Medicare and Medicaid Services, and Dr. Clayton Christensen, author and Harvard Business School professor.
What it will take to gain industry consensus on interchange standards, and what organizations can do today to optimize their own information architectures
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Information technology is finally up to the task of cost-effective clinical research. But there are still some significant barriers to gaining all the benefits of this technology – in particular, interoperability. This white paper explores the need for a consistent industry architecture that allows life sciences firms to connect their enterprises to enjoy better data integration, process consistency and communication of results. You will also learn about the requirements for such an architecture and the benefits it can provide.'
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.
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.
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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.
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 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.
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.
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There is a gap between the need for data integration and fully integrated systems. To find out why, SAS and Pharmaceutical Executive conducted confidential telephone interviews with senior pharmaceutical executives and CROs. This article discusses recommendations on how to achieve optimal clinical data integration, based on those interviews.
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.
The Quest for Transparency for Clinical Trial Data
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Should life science companies be expected to share patient-level data from their clinical trials? Groups such as the European Medicines Agency and the AllTrials campaign say yes; it's in the public interest to do so. Forward-thinking companies are taking bold steps toward data sharing because it's also good business and good science. This article summarizes discussion on the topic with industry leaders at the Clinical Trial Data Transparency Forum, sponsored by SAS, held in October 2013.
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.
Bring repeatability and automation to the data integration process with SAS® Clinical Data Integration
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The life sciences industry is under pressure to accelerate time-to-market for new compounds – at lower cost. Traditionally, the process of managing clinical trials data has been cumbersome and resource-intensive. Industry analysts have stated that automated data integration and validation can trim 30 to 50 percent from the clinical trial cycle. This white paper makes a case for implementing data standards and applying automated processes for managing data throughout the clinical trials process, from study design to regulatory submissions. It also describes how SAS Clinical Data Integration provides value for sponsors, CROs and regulatory authorities through mature data transformation capabilities, embedded CDISC capabilities, the ability to automate repeatable processes and the flexibility to support the evolution of both new and custom models.
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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. 

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Comercio en general

Better answers faster through analytic technologies
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What if your business could run an analytical process in 90 seconds instead of 176 hours? That's what happened to one company when it switched from using existing hardware and processing paradigms to using in-memory processing with high-performance analytics from SAS and Teradata. This paper shares insights from a webinar that includes a demo of in-memory analytics and case studies from key industries. Learn how this technology can help you solve brand new problems – and solve existing problems faster and more accurately.
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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.
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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.
State of the Industry Research Series
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EKN's second annual report, State of the Industry Research Series: Big Data in Retail, provides a benchmark on how retailers are approaching big data as a business strategy, based on a survey of more than 70 retail industry executives about the challenges they faced building deeper insights from massive amounts of data. Learn how retailers can position themselves for competitive advantage with big data and advanced analytics.
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."
Using text analysis and predictive modeling to improve promoter scores
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Two assets significantly influence success or failure of a company. Those are customers and their continued patronage, and employees and their knowledge (as well as their work productivity). This paper describes how to evaluate the likelihood of continued customer patronage versus the risk of losing it. It also acknowledges corresponding loyalty, measured in the form of promoter scores. The paper proposes a strategic analytic roadmap for how SAS enables you to use promoter score survey results to identify customer migration value. The strategic value your organization gains from such analyses enables you not only to understand why customers are or are not likely to promote your product or service – but also their likelihood to do so in the future.
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.
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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.
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.
Benchmark Report 2011
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These days, a retailer needs its organization to respond to the market as a single entity, not a collection of disparate departments. This report highlights an important tool to enable this responsiveness – an enterprise-wide BI strategy. The value of this strategy is to ensure that each department is operating from the same set of data, delivered at the same time. Delivery mechanisms can and will likely differ depending on the physical location of the data consumer, but the data itself is consistent across channels, geographies, departments and roles.
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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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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Tiendas de conveniencia y supermercados

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.

Educación

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Educación

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Value-added modeling for educational evaluation is currently receiving considerable attention, with a number of different value-added models (VAMs) being proposed. Two relatively recent additions to the VAM pantheon use nonparametric analyses that make fewer assumptions: the standardized gain model (SGM) and the student growth percentile model (SGPM). This paper, written by S. Paul Wright of SAS, investigates these two models, comparing them to some alternative models when applied to actual student test data, and discusses the results of the comparisons.
10 tips from SAS education customers for making the most of SAS® software and empowering users to drive action
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There is no better way to understand the power of analytics in the field of education than to hear directly from users who have not only tested the software, but have developed a list of best practices that SAS customers can use right now. How do they assess their data to ensure they meet stakeholder needs? Can reports be designed so users can access data quickly? Who should be responsible for it all?

This paper will inspire users to get the most out of their analytics software, and includes a detailed, field-tested overview of how to manage information - from involving stakeholders to empowering users. It also includes examples of ways SAS Data Management, SAS Reporting and SAS Analytics can help education customers become analytics software power users.
Highlights of key financial resources available to fund Campus Management Systems projects by the Center for Digital Education
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The economy has created an environment in which schools have to do more with less because of budgetary hardships. Technology can improve teacher and administrative efficiencies as well as prepare students with the skills needed to become competitive candidates in the work force. This report highlights key financial resources available to fund Campus Management Systems (CMS) projects as well as identifies other funding streams affecting education.
A thorough look at the state of campus management systems within K-12 and higher education institutions today by the Center for Digital Education
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This report reviews how educational institutions are using technologies to achieve more effective, transparent outcomes. Longitudinal data systems have become increasingly effective at tracking performance over the years to ensure students pass state and federal assessments and succeed. Moreover, technology helps educators learn from the past to make better predictions to guide future decisions. This report discusses the role of technology in education and how institutions, educators and students can benefit.
How SAS® Solutions Can Help You Execute the DQC’s Recommended 10 State Actions to Meet NCES Directives
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To track student progress and trends across districts longitudinally or historically, the Data Quality Campaign (DQC) prescribes 10 State Actions. In this paper, learn how SAS helps states execute on the DQC's 10 State Actions – and ultimately achieve their LDS goals. Our solutions, consulting services, and industry best practices not only give you the integrated functionality you need, but also dramatically reduce project time, risk and cost over time.
Leveraging the SAS Business Analytics Framework to accelerate implementations and minimize risk
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This white paper discusses the drivers and the challenges in implementing a longitudinal data system. It then explores how, with SAS' Business Analytics Framework, information gaps among key educational agencies need no longer exist, and decision makers can be armed with the accurate data they need to make proactive decisions and effective education policies.
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Along with the financial crisis of 2009 comes an opportunity for funding through the federal stimulus package. This white paper explores the foundation for education's successful future by outlining a model for sustainable education. It also details four key areas (instructional methods, campus operations, workforce development and infrastructure) essential to reshaping the US educational system in response to this crisis and in preparation for a bright future. Tomorrow is today, and extraordinary things are about to happen. Let's get started!
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Educación Básica y Media Superior

Highlights of key financial resources available to fund Campus Management Systems projects by the Center for Digital Education
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The economy has created an environment in which schools have to do more with less because of budgetary hardships. Technology can improve teacher and administrative efficiencies as well as prepare students with the skills needed to become competitive candidates in the work force. This report highlights key financial resources available to fund Campus Management Systems (CMS) projects as well as identifies other funding streams affecting education.
A thorough look at the state of campus management systems within K-12 and higher education institutions today by the Center for Digital Education
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This report reviews how educational institutions are using technologies to achieve more effective, transparent outcomes. Longitudinal data systems have become increasingly effective at tracking performance over the years to ensure students pass state and federal assessments and succeed. Moreover, technology helps educators learn from the past to make better predictions to guide future decisions. This report discusses the role of technology in education and how institutions, educators and students can benefit.
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.
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.
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.
How SAS® Solutions Can Help You Execute the DQC’s Recommended 10 State Actions to Meet NCES Directives
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To track student progress and trends across districts longitudinally or historically, the Data Quality Campaign (DQC) prescribes 10 State Actions. In this paper, learn how SAS helps states execute on the DQC's 10 State Actions – and ultimately achieve their LDS goals. Our solutions, consulting services, and industry best practices not only give you the integrated functionality you need, but also dramatically reduce project time, risk and cost over time.
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.
Ensuring growth opportunities for all students
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Fundamental to transforming our nation's schools is the need for accurate information to more precisely measure teachers' influence on student learning. Understanding the impact of educa­tors on student outcomes is necessary for effective policy and instructional decisions and can allow classrooms to thrive by implementing strategies that maximize the potential of both parties. But to go beyond simply tracking outputs and instead, leverage outputs to identify and measure outcomes, requires addressing all levels of the education spectrum – student, teacher, school and district. The resulting effective delivery of instruction will not only provide better outcomes for students, but will also support the necessary development of a future workforce.
Leveraging the SAS Business Analytics Framework to accelerate implementations and minimize risk
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This white paper discusses the drivers and the challenges in implementing a longitudinal data system. It then explores how, with SAS' Business Analytics Framework, information gaps among key educational agencies need no longer exist, and decision makers can be armed with the accurate data they need to make proactive decisions and effective education policies.
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Along with the financial crisis of 2009 comes an opportunity for funding through the federal stimulus package. This white paper explores the foundation for education's successful future by outlining a model for sustainable education. It also details four key areas (instructional methods, campus operations, workforce development and infrastructure) essential to reshaping the US educational system in response to this crisis and in preparation for a bright future. Tomorrow is today, and extraordinary things are about to happen. Let's get started!
Integrating content and differentiating instruction
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Although technology has shown tremendous promise in engaging students and improving learning, the current large-scale education challenges require more than simply providing students with high-tech devices, Internet access and utopian visions. Personalized learning has shown considerable promise as a way to engage students in both 1-to-1 and non-1-to-1 environments. Technology can play a key role in personalized-learning strategies, and this paper outlines criteria that technology should meet in order to be effective in helping to engage students and improve test scores.
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Educación Superior

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.
Business intelligence tools enable multidimensional reporting of enrollment and degree data for the University of Central Florida
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As demand grew for more flexible and accessible reporting at the nation's second-largest university, the Institutional Research team found itself spending an undue amount of time assembling data from dispersed sources (if it was even possible) and doing custom programming to respond to special requests.

To give users better access to information – and self-service reporting with sort/filter/drill/export capabilities – UCF converted legacy PDF and Excel reports into new Web-based reports using SAS® data integration and business intelligence tools. Full-time staff members now have secure, online access to a suite of user-friendly, interactive reports for on-demand access to current and historical information about enrollment and degrees.

This paper summarizes presentations made by the leaders of this reporting initiative at the May 2011 Association for the Institutional Research (AIR) Forum.
Using SAS® solutions to boost productivity and deliver increased value to customers
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Using IT systems that fragment data across the organization, require manual data collection and offer limited reporting and analytics, institutional research (IR) departments cannot deliver what key decision makers need. This paper shows the best practices of the IR department of the University of Central Florida where SAS was used to integrate data sources, create a single source of trusted data, elevate the sophistication and timeliness of the reporting and analysis delivered, and empower business users with self-service tools to deliver a new level of value to internal customers.
Highlights of key financial resources available to fund Campus Management Systems projects by the Center for Digital Education
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The economy has created an environment in which schools have to do more with less because of budgetary hardships. Technology can improve teacher and administrative efficiencies as well as prepare students with the skills needed to become competitive candidates in the work force. This report highlights key financial resources available to fund Campus Management Systems (CMS) projects as well as identifies other funding streams affecting education.
A thorough look at the state of campus management systems within K-12 and higher education institutions today by the Center for Digital Education
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This report reviews how educational institutions are using technologies to achieve more effective, transparent outcomes. Longitudinal data systems have become increasingly effective at tracking performance over the years to ensure students pass state and federal assessments and succeed. Moreover, technology helps educators learn from the past to make better predictions to guide future decisions. This report discusses the role of technology in education and how institutions, educators and students can benefit.
Recommendations from analytics veterans
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Data management and analytics can provide critical knowledge and insights to help higher learning institutions reduce costs and improve student success and research productivity. Yet most organizations are in the early stages of adoption, and confusion between reporting and analytics persists. This conclusions paper gives examples of industry, academic and public sector experiences with analytics – and how educational institutions can apply best practices and lessons learned to solve their challenges.
Western Kentucky University uses SAS to give faculty and administrators self-service access to data about students, faculty, programs and courses - when they want it, the way they want it.
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Using its SAS Business Intelligence framework, Western Kentucky University developed an early-warning system that enables faculty and administrators to track trends in enrollment, persistence and student success. This paper summarizes presentations made by the chief architects of this BI system at the May 2011 Association for Institutional Research (AIR) Forum in Canada – describing the new self-service reporting environment and sharing tips for success with this type of project before, during and after implementation.
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.
How North Carolina State University makes data available, interconnected and usable
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When Marc Hoit began working as CIO at NC State several years ago, he found that it was like most other universities around the country: It was not managing data very effectively. NC State collected vast amounts and types of data through multiple layers of IT systems. But making all that data available, connected and usable to everyone who needed it was a massive challenge. Hoit tackled the issue by working with SAS to create a full view of diverse data that spanned departments, colleges, functions and activities. With access to all this rich data, university leaders can find relationships never before imagined – which helps them make better-informed strategic decisions and uncover exciting future possibilities.
How SAS® Solutions Can Help You Execute the DQC’s Recommended 10 State Actions to Meet NCES Directives
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To track student progress and trends across districts longitudinally or historically, the Data Quality Campaign (DQC) prescribes 10 State Actions. In this paper, learn how SAS helps states execute on the DQC's 10 State Actions – and ultimately achieve their LDS goals. Our solutions, consulting services, and industry best practices not only give you the integrated functionality you need, but also dramatically reduce project time, risk and cost over time.
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.
How the University of Texas System is setting a national standard.
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The University of Texas System is using SAS for its systemwide interactive dashboard, which is setting a national standard for institutional transparency. The dashboard project enables the public to see how the system and its institutions are performing on a variety of measures, from student access to faculty performance, research and technology transfer, costs, and more. In this paper, leaders from the UT System's Office of Strategic Initiatives describe the capabilities of the interactive dashboard project and what it took to successfully implement the first phase of the project in just four months.
Leveraging the SAS Business Analytics Framework to accelerate implementations and minimize risk
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This white paper discusses the drivers and the challenges in implementing a longitudinal data system. It then explores how, with SAS' Business Analytics Framework, information gaps among key educational agencies need no longer exist, and decision makers can be armed with the accurate data they need to make proactive decisions and effective education policies.
Data integration, reporting and analytics for every stage in the student life cycle.
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Higher education institutions, besieged with scattered student data and a lack of adequate analytical tools for complex analysis and reporting, struggle amid the constraints of narrowly defined enrollment management. A strategic and comprehensive approach to integrating all of a college or university's programs, practices, policies and planning can lead to the optimal recruitment, retention and graduation of students. To understand the factors contributing to student outcomes, recruitment, retention and graduation rates, institutions can apply analytics across the continuing student experience; in other words, aggregate and analyze the data needed to gain deeper insight into students, the quality of student experiences and external impacts on enrollment. This paper demonstrates how these insights enable a proactive, strategic approach to enrollment management.
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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 research, enrollment and administration. The field of education has only scratched the surface of what can be done with analytics and business intelligence, said Dr. Susan Grajek from the non-profit organization EDUCAUSE. Speaking at the Education brunch and discussion at the 2012 AT&T Pebble Beach National Pro-Am in California, Grajek described the cultural and policy changes that must take place for P-20 educational institutions to capitalize on analytics, while Dr. Sean Mulvenon of the University of Arkansas showed how his team has used SAS to implement data integration, analytics and reporting projects for P-20 educational statistics for the local, state and national levels.

Gobierno

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Health and human service agencies can comprise up to 40 percent of state budgets. Yet, in spite of this large investment and the best intentions of these agencies, individuals and families regularly fall through the cracks. This white paper explores ways to use data integration to fill the gaps in service delivery.
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.
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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.
Ensuring the Effectiveness of State Transportation Activities Through Outcomes Analysis
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Funded in 1956, the US transportation system isn't the same one that will carry our cars, trucks and more into the 21st century. Today's state departments of transportation are charged with keeping our roads safe, reliable and accessible with fewer resources. This paper describes how using data more efficiently helps state DOTs form a holistic view of the transportation system to not only solve today's problems, but to troubleshoot a wide variety of usage scenarios and make smarter plans for the future. It uses specific traffic conditions in the Bay Area as examples of how predictive analytics and integrating data from other city departments can help state departments of transportation make better-informed decisions.
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.
Transform data from existing systems into predictive insights that dramatically increase effectiveness, efficiency and revenue
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Natural resources agencies in the Americas must understand how to enhance the effectiveness of programs and policies while maintaining an adequate level of funding. This white paper describes how analytics can provide optimized solutions to these challenges. The paper first describes the use of analytics in resource management, education and CRM, operations and performance management. Ultimately, you will learn about SAS' analytic capabilities for natural resource agencies.
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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.
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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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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. 
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.
Accurately identify and prioritize tax returns that have a high likelihood of underreporting and a high magnitude of potential collections
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More sophisticated state government revenue departments are accurately identifying and prioritizing tax returns that have a high likelihood of under-reporting and a high magnitude of potential collection by augmenting their rules-based tax auditing systems with scores generated by analytical modeling – improving audit success by as much as 20 to 50 percent. This paper describes the benefits of advanced, non-linear modeling over traditional rules-based approaches, for more precision and better rank ordering, fewer false positives, higher revenues and faster ROI.
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.
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.
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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. 
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.
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.
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.
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.
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. 
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This white paper examines the response to the rise in international crime and global terrorism: • The emergence of information fusion centers and information-sharing agencies. • The important challenges they face. • How these challenges can be overcome with the help of analytics. How do fusion centers, or groups of agencies wishing to share data effectively, find a platform that supports their requirements to gather data from a wide range of disparate sources, process it securely and turn it into accurate and timely intelligence?
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.
Insights from a presentation at the 2013 SAS Government Summit
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Every government health care agency is tasked to demonstrate improved health quality and outcomes while also improving engagement with patients, veterans and members. Program efficiency and effectiveness are under unprecedented scrutiny from regulators, the press and the public.  The pace of change and new program development in government health care has been rapid and not for the faint of heart. In this white paper, health analytics expert Mark Pitts shares experiences, successes and best practices for using high-performance analytics to meet the demands of a changing health care environment.
A Health + Human Services Special Report
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The ACA has forced everyone to re-think what is possible in every corner of HHS operations and has often brought unlikely partners together to find new solutions, create new technologies and lay the groundwork for a better future. By working together, HHS leaders have crafted creative ways to address Medicaid reform, data sharing, eligibility integration, and fraud, waste and abuse reform. This special report in conjunction with the Governing Institute and the Center for Digital Government, addresses the continuing effort to update or replace outdated and outmoded technology with powerful new systems designed to help everyone work smarter and more efficiently.
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.
Finding new ways to add value and insights to big data
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How can we make use of all the data? That is the question the DOD is asking as it strives to find new and better ways to make use of the vast amounts of information it collects from ERP systems, vehicle diagnostics, the frontline and more. The military has a long history of using predictive analytics in its decision making. But with future budget cuts looming, it's looking for new ways to use that technology to reduce costs and operate more efficiently. One of the answers may be to train military leaders how to become complete analysts – analysts who understand not just how to collect data in a way that's useful for analytics, but also how to apply analytics to gain deeper insights than ever before.
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.
Faster, smarter decisions for better outcomes
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To better understand the maturity level of the use of analytics in the US federal government, SAS and the Government Business Council (GBC) conducted a survey on how federal managers are using analytics in their decision-making processes. Government is complying with data-driven, decision-making requirements through simple reporting and querying techniques, and while a small percentage of agencies are using more advanced analytic techniques like predictive modeling and optimization, a larger percentage is not. The need for government to transform its data into an information asset is more important than ever. The volume, velocity and variety of data entering into government has created big data – including unstructured data – which requires big data analytics to identify the relevancy of it all. To help government agencies better achieve their missions, SAS provides high-performance analytic solutions that help in myriad ways such as fraud detection and prevention, risk and cyber security.
Ensuring growth opportunities for all students
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Fundamental to transforming our nation's schools is the need for accurate information to more precisely measure teachers' influence on student learning. Understanding the impact of educa­tors on student outcomes is necessary for effective policy and instructional decisions and can allow classrooms to thrive by implementing strategies that maximize the potential of both parties. But to go beyond simply tracking outputs and instead, leverage outputs to identify and measure outcomes, requires addressing all levels of the education spectrum – student, teacher, school and district. The resulting effective delivery of instruction will not only provide better outcomes for students, but will also support the necessary development of a future workforce.
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.
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.
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.
Smarter decisions, better outcomes, faster than ever before
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Senior federal leadership are facing mounting budget and organizational challenges, and are increasingly turning to high-performance analytics to make data-based decisions that are vital to mission-effectiveness. This paper summarizes the responses of more than 140 federal managers to a survey launched by The Government Business Council (GBC) with sponsorship from SAS. Gain insights into their experiences with data analytics, how it is being used in the decision making process and how they are incorporating the processes needed to be in line with the Government Performance and Results Act Modernization Act (GPRAMA).
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.
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.
Integrating Objectives and Metrics with People and Resources
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Taxpayers are requiring more financial accountability from all levels of government. In addition, government has been scrutinizing its own business practices. Many agencies and departments are attempting to connect services delivered with program funding through performance-based budgeting (PBB). This white paper discusses approaches and techniques that government agencies can use to implement a successful PBB program. You will also learn about the benefits of PBB, including an improved focus on mission and goals instead of revenues and expenses.
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.  
An enterprise approach to fraud detection and prevention in government programs
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Government fraud is at an all-time high – and growing rapidly. Given the new nature of fraud, traditional, program-focused methods of detecting fraud are insufficient. Modern-day fraud activities often span multiple departments, making fraud an enterprise problem – not just a program-specific problem. But what if governments could improve budgets by implementing enterprise level, state-of-the-art fraud detection programs designed to keep pace with increasingly sophisticated perpetrators? This paper describes how to solve the growing problems of traditional fraud detection through an enterprise approach to fighting fraud – one that enables an integrated view of data and coordination of fraud detection across government programs through a common technology infrastructure.
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.
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Business imperatives that drive agencies are changing as they seek to achieve a more sophisticated and targeted approach to border management. This paper examines the many challenges agencies face in meeting this goal. It also explores ways in which these challenges can be met with the help of risk-based modeling from SAS.
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.
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.
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.
Using Automated Analytics to Unlock the Hidden Secrets of Unstructured Data
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How can federal, state and local government agencies capture, manage, and use the massive volumes of unstructured text data available to them? Chances are, your agency has a lot of it; the collection and interpretation of unstructured text data is essential to many government processes and problem-solving activities. This paper explores how agencies can invest in technologies such as text analysis to help them unlock insights hidden in their "big data." See how you can use it to accurately gauge public sentiment, identify unmet needs, influence opinion, shape policy, identify hidden risks, stop fraud and collusive crime, and more.
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.
Prognosis Positive
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Government health care industry faces a wide variety of challenges – from budget troubles to congressional scrutiny. Plus, the industry is moving towards adopting electronic health records, meaningful use standards and health information exchanges. Managing all this change doesn't mean the quality of care can drop. This paper provides an in-depth report on the status of analytics in the government health care industry, along with an overview of key obstacles to adoption, plus big opportunities in store for those organizations that use analytics to its fullest.
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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.
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.
Make connections between disconnected data fragments to reveal hidden threats
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Intelligence analysts face incredible challenges in detecting growing threats by analyzing overwhelming amounts of "Big Data." Using traditional tools and manual approaches, analysts are trying to find that "needle in a haystack" based on only a few fragments of data. In 2012, SAS participated in the US government's "Identity Discovery Challenge" and delivered the right answers and relevant supporting details to win the Challenge. This paper explores how government agencies can leverage advanced analytics to link disconnected data and provide answers to complex questions. Rather than requiring analysts to know precisely what to look for at any given moment, advanced analytics with built-in alert systems can be set up to proactively identify, prioritize and present information to analysts based on pattern identification and quantification of risk.
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.
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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.
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.
Make connections between disconnected data fragments to reveal hidden threats
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Intelligence analysts face incredible challenges in detecting growing threats by analyzing overwhelming amounts of "Big Data." Using traditional tools and manual approaches, analysts are trying to find that "needle in a haystack" based on only a few fragments of data. In 2012, SAS participated in the US government's "Identity Discovery Challenge" and delivered the right answers and relevant supporting details to win the Challenge. This paper explores how government agencies can leverage advanced analytics to link disconnected data and provide answers to complex questions. Rather than requiring analysts to know precisely what to look for at any given moment, advanced analytics with built-in alert systems can be set up to proactively identify, prioritize and present information to analysts based on pattern identification and quantification of risk.
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.
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.
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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. 
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.
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Innovative Design of Experiments (DOE) methods can significantly reduce the number of simulations required to model biological warfare (BW) attacks. The methods illustrated by these military experts are applicable to almost any modeling and simulation (M&S) study involving large numbers of variables with many levels. They created a surrogate metamodel of the simulation with which to make suitably accurate predictions of the response output for time consuming (hours) simulation trials not yet run.
Finding new ways to add value and insights to big data
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How can we make use of all the data? That is the question the DOD is asking as it strives to find new and better ways to make use of the vast amounts of information it collects from ERP systems, vehicle diagnostics, the frontline and more. The military has a long history of using predictive analytics in its decision making. But with future budget cuts looming, it's looking for new ways to use that technology to reduce costs and operate more efficiently. One of the answers may be to train military leaders how to become complete analysts – analysts who understand not just how to collect data in a way that's useful for analytics, but also how to apply analytics to gain deeper insights than ever before.
The Emerging Analytics Imperative for the Department of Defense
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The Department of Defense has vast volumes of data (or "big data") – both data contained in legacy systems and transactional data that's being made available as new, large-scale ERP systems come on line. But are you taking advantage of it as a source of insight and decision support? This paper explores what's possible when you embed powerful analytics into everyday decisions, operations and processes in real time – and use the insights gained to complement gut instincts. You and your team will make better decisions faster – and achieve your organization's mission faster, at lower cost, and with better outcomes.
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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 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.
Advance warning and problem avoidance in complex industrial processes
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By examining a project conducted with ConocoPhilips to find early indicators of problems in complex industrial processes, this paper presents an innovative statistical method to aid in diagnosing situations and solving problems, leading to the result of decreasing costs and increasing productivity through predictive maintenance.
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.
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.
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Seguridad Pública

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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.
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.
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.
How Law Enforcement Agencies Can Do More with Less
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Law enforcement agencies increasingly need to pool resources with other crime-fighting organizations to tackle the challenges of serious and organized crime and the ever-present threat from terrorist groups and from hard-to-track, lone-wolf terrorists. This paper describes a fully integrated end-to-end solution, capable of processing and analyzing large volumes of information, promoting operational policing best practices and merging accessibility with security.
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.
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This white paper examines the response to the rise in international crime and global terrorism: • The emergence of information fusion centers and information-sharing agencies. • The important challenges they face. • How these challenges can be overcome with the help of analytics. How do fusion centers, or groups of agencies wishing to share data effectively, find a platform that supports their requirements to gather data from a wide range of disparate sources, process it securely and turn it into accurate and timely intelligence?
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.
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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.
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.
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.
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Servicios de Salud

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Health and human service agencies can comprise up to 40 percent of state budgets. Yet, in spite of this large investment and the best intentions of these agencies, individuals and families regularly fall through the cracks. This white paper explores ways to use data integration to fill the gaps in service delivery.
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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.
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.
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.
Revolutionizing Payment and Delivery Through Episode Analytics
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Health care costs are unsustainably high and health outcomes are suboptimal. To curb these trends, the incentive and movement toward value-based care is gaining momentum. Data is available to make the right decisions to transition into performance incentives and patient-centered care, but harnessing the value of that data may seem complex. This paper describes the transformative tools that use advanced analytics to assist health care organizations balance the goals of cost reduction and quality improvement through analysis of episodes of care.

Manufactura

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Manufactura

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.
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.
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.
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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.
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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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.
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.  
Using text analysis and predictive modeling to improve promoter scores
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Two assets significantly influence success or failure of a company. Those are customers and their continued patronage, and employees and their knowledge (as well as their work productivity). This paper describes how to evaluate the likelihood of continued customer patronage versus the risk of losing it. It also acknowledges corresponding loyalty, measured in the form of promoter scores. The paper proposes a strategic analytic roadmap for how SAS enables you to use promoter score survey results to identify customer migration value. The strategic value your organization gains from such analyses enables you not only to understand why customers are or are not likely to promote your product or service – but also their likelihood to do so in the future.
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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.
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Manufacturers often sell through multiple channels, from various manufacturing facilities across far-reaching geographies. They coordinate global deliveries and use supply chains comprising large enterprises, distributors and resellers, as well as consumers. The information that feeds back into their businesses becomes increasingly granular as it grows in volume, variety and complexity. To manage it all while empowering decision makers to be more productive, manufacturers must be able to take advantage of leading-edge technologies like cloud, big data and analytics, social business, and mobility. Learn how these technologies can help you harness information and use it to make proactive decisions rather than just reacting to situations as they arise.
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. 
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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.
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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.
Simplifying and making PAT data analysis lean
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This paper introduces a Process Analytical Technology (PAT) maturity model that maps various tools and methodologies that can help you understand the drivers of product quality and, as a result, reduce defects. In particular, you will learn about pragmatic data analysis and reporting approaches that improve mainstream users' understanding of manufacturing processes.
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.
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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For years, manufacturers have pursued well-known quality standards like Six Sigma. And they've always talked about the importance of the voice of the customer. But historically, manufacturers have not had a clear understanding of what the customer really needs or wants. To compensate, they've had to rely on best guesses about their customers' needs. Today, this is all changing as multiple communication channels broadcast the customer's voice across manufacturing functions. Along the way, resource-scarce quality organizations have discovered that this customer feedback is a great way to stay better informed, develop earlier warnings about product and process issues, and prioritize more effectively. Learn why the customer-driven approach has become so important to manufacturers – and why they've started to put a "black belt" initiative around the voice of the customer.
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.
Advance warning and problem avoidance in complex industrial processes
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By examining a project conducted with ConocoPhilips to find early indicators of problems in complex industrial processes, this paper presents an innovative statistical method to aid in diagnosing situations and solving problems, leading to the result of decreasing costs and increasing productivity through predictive maintenance.
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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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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.
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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Aeroespacial

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.
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.
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.
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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.
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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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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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Automotriz

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.
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.
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.
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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.
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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.
Advance warning and problem avoidance in complex industrial processes
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By examining a project conducted with ConocoPhilips to find early indicators of problems in complex industrial processes, this paper presents an innovative statistical method to aid in diagnosing situations and solving problems, leading to the result of decreasing costs and increasing productivity through predictive maintenance.
Mostrar ResúmenVer documento
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.
The Perceptual Power of Social Media: Gaining Insights from Social Media on Product Quality
Mostrar ResúmenVer documento
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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Bienes de Consumo

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.
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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.
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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.
Mostrar ResúmenVer documento
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.
Advance warning and problem avoidance in complex industrial processes
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By examining a project conducted with ConocoPhilips to find early indicators of problems in complex industrial processes, this paper presents an innovative statistical method to aid in diagnosing situations and solving problems, leading to the result of decreasing costs and increasing productivity through predictive maintenance.
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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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.
The Perceptual Power of Social Media: Gaining Insights from Social Media on Product Quality
Mostrar ResúmenVer documento
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.

Salud

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Patient Engagement Strategies That Work
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Why should the health care industry be any different from most industries when it comes to customer outreach and engagement? Best-in-class customer engagement models exist, and they can apply to any industry – including health care. The fact is, to truly make a dent in a patients' health, contact cannot be limited to an office visit. There are many tools available to physicians such as phone coaching, Web outreach and SMS messaging (among others). And these tools could be used to create a 24/7 care model with the patient at the center, and good health as its ultimate goal.

This conclusions paper describes how analytics can help create intimate, actionable customer insights that lead to a more engaged, well-informed patient and physician relationship model.
How the healthcare industry will uncover the real value of electronic medical records and the emerging electronic health record (EHR) initiative
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This white paper describes ways the healthcare industry can use the data at its disposal to evolve toward more personalized medicine. In particular, you will learn about the promising possibilities of electronic medical records and powerful analytic solutions for healthcare providers from SAS. The paper also includes some real-life situations in which SAS analytics are being used to improve patient care and research.
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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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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.
Navigate the path to success in a changing data landscape
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The health care data landscape is changing: technology advances, regulatory mandates and government incentives have accelerated the move from paper to digital health records. This brings new possibilities for providers and payers to generate deep insights that can streamline clinical workflows, optimize care, strengthen doctor-patient relationships, cut costs and improve outcomes. To gain these insights, you need analytics solutions and robust infrastructures that can handle the volume, variety, and velocity of big data and generate results rapidly. SAS and Intel are proving that queries that used to take days now take minutes. Learn how to get started and discover proven success stories.
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.
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.
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The fundamental challenge for health care providers is that too much information distracts from the goal of providing patient care. The common denominator – the unit of measurement in health care – is patient outcome and the ability to manage all the factors that influence well-being. Solid data governance practices enable the organization to get control of all of its moving parts, identify an individual patient, and track that patient from the doctor’s office to the ER, hospital and home again. When data governance works, it can not only lead to improved patient outcomes, it can also change the very culture of the organization that institutes it.  This paper illustrates how a successful data governance program will harness the energy of disparate IT initiatives and focus on the ultimate goal of patient-centric care.
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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.
Current and Emerging Trends for the Data-Driven Enterprise
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As US health care providers encounter new demands from government, payers and patients, they are undergoing a fundamental shift to manage risk, increase their quality of care, reduce costs and navigate new payment models. This massive shift has caused providers to increasingly leverage their own clinical and financial data for critical insights. SAS commissioned NewGrowth Consulting to conduct research with leading providers to share their insights through investigation of business priorities, current use of data for decision making and plans for gaining new insights from clinical, operational and financial data. Every C-suite executive interviewed saw a need to improve the way analytics were used in their organizations, and each believes the demand for analytics in decision making will only increase in the coming years. Providers who are currently transforming into data-driven enterprises have already seen important benefits to their organizations, as this paper outlines.
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Health care has always been a data intensive industry; however, much of the patient care record has remained on paper, limiting the exchange of information between health care organizations. With a massive infusion of funding and regulation related to health information, increased automation and an exponential growth of health care data, the US health care system is experiencing a critical need to translate discrete and disparate data into actionable insight. Significant opportunities exist to deploy analytics to improve care and lower costs. To gauge and report on the current state and future of health care analytics, SAS commissioned Sage Growth Partners to conduct a study of experts from leading US academic institutions, hospitals, health systems, and physician and ambulatory enterprises. This report reveals that health care organizations have begun the transformation from data reporting to data analytics to improve their clinical and financial efficacy.
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.
Revolutionizing Payment and Delivery Through Episode Analytics
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Health care costs are unsustainably high and health outcomes are suboptimal. To curb these trends, the incentive and movement toward value-based care is gaining momentum. Data is available to make the right decisions to transition into performance incentives and patient-centered care, but harnessing the value of that data may seem complex. This paper describes the transformative tools that use advanced analytics to assist health care organizations balance the goals of cost reduction and quality improvement through analysis of episodes of care.
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Health Insurance

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This white paper discusses the findings of a study conducted by SAS and Health Data Management in an effort to shed light on the attitudes of senior actuarial executives toward the use of analytics. According to study findings, SAEs are not fully aware of tools that offer advanced functionality, such as forecasting, predictive modeling and optimization capacity. The study, which was conducted via in-depth interviews with health plan actuarial executives from across the country, uncovers opinions on the use of analytics in managing and leveraging data, forecasting, trend analysis, reserve management and related matters.
Developing a Robust Strategy and Culture
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The health care and life sciences industries lag financial services and retail in bringing analytic expertise to the front of the business. The biggest barrier is cultural – the need to adapt people’s mindsets and business processes, and to create a culture where people understand, value and demand fact-based decisions and strategies. At the May 2014 SAS Health Analytics Executive Conference, industry leaders from Dignity Health, Highmark Health, Eli Lilly & Company, and SAS shared what they have done to prove the value of analytics to their business leaders and develop an analytic culture in their organizations.
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How is analytics helping to drive transformation in health care? What analytics-driven breakthroughs are on the horizon? Those were the questions of the day at the 10th Annual SAS Health Care & Life Sciences Executive Conference. The May 2013 event assembled more than 300 thought leaders from across the industry to share expert opinions on the state of health care and how analytics is reshaping its future. This paper summarizes the Executive Leadership Panel Discussion – representing pharmaceutical, provider and payer perspectives – on the use of data to create a more patient-centered and personalized health care experience.
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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.
Applying Big Data to Clinical Analytics and Life Sciences
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This complimentary conclusions paper, in partnership with Intel and HIMSS Media, summarizes a presentation from the Intel Innovation Summit on big data and care customization that featured panelists from Carolinas HealthCare System, CareSource, SAS and Renaissance Computing Institute (RENCI). In this paper you'll learn what the panelists shared regarding challenges and visions for using big data to solve pressing challenges in the health care and life sciences industries.
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.
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 summary of the Executive Leadership Panel Discussion at the 9th Annual SAS Health Care & Life Sciences Executive Conference
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For its 9th annual Health Care & Life Sciences Executive Conference, SAS brought together more than 500 thought leaders and executives from across North America to discuss the promise of data and analytics for improving life sciences innovation and health care delivery, costs and outcomes. This paper summarizes the Executive Leadership Panel Discussion headed up by SAS Chief Medical Officer, Dr. Graham Hughes – featuring perspectives from pharmaceutical, payer, policy and provider communities, with added insights from keynote speakers Dr. Don Berwick, former Administrator of the Centers for Medicare and Medicaid Services, and Dr. Clayton Christensen, author and Harvard Business School professor.
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 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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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.
Transforming the way health plans do business
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In the wake of health care reform, health insurance plans face tremendous challenges and opportunities, many of which may require them to transform the way they do business. Ultimately, the future of individual health plans – and potentially the US health insurance industry as a whole – will be determined by how nimbly and effectively they are able to address these challenges.  Recent research conducted by Stonegate Advisors LLC and sponsored by SAS explored how advanced analytics can help health plans address emerging business needs. This paper summarizes the results of that research.
Key Research Findings
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The health care landscape continues to rapidly evolve, fueled by change from reform and the unstable economic environment. Health insurance plans face new challenges, seeking to develop go-to-market strategies that define their future position and answer critical questions surrounding growth, profitability and sustainability. This white paper summarizes key findings from a series of interviews with 40 influential marketing, sales, medical and IT executives from leading health insurance plans across the country.
Revolutionizing Payment and Delivery Through Episode Analytics
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Health care costs are unsustainably high and health outcomes are suboptimal. To curb these trends, the incentive and movement toward value-based care is gaining momentum. Data is available to make the right decisions to transition into performance incentives and patient-centered care, but harnessing the value of that data may seem complex. This paper describes the transformative tools that use advanced analytics to assist health care organizations balance the goals of cost reduction and quality improvement through analysis of episodes of care.
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Healthcare Providers

Patient Engagement Strategies That Work
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Why should the health care industry be any different from most industries when it comes to customer outreach and engagement? Best-in-class customer engagement models exist, and they can apply to any industry – including health care. The fact is, to truly make a dent in a patients' health, contact cannot be limited to an office visit. There are many tools available to physicians such as phone coaching, Web outreach and SMS messaging (among others). And these tools could be used to create a 24/7 care model with the patient at the center, and good health as its ultimate goal.

This conclusions paper describes how analytics can help create intimate, actionable customer insights that lead to a more engaged, well-informed patient and physician relationship model.
Developing a Robust Strategy and Culture
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The health care and life sciences industries lag financial services and retail in bringing analytic expertise to the front of the business. The biggest barrier is cultural – the need to adapt people’s mindsets and business processes, and to create a culture where people understand, value and demand fact-based decisions and strategies. At the May 2014 SAS Health Analytics Executive Conference, industry leaders from Dignity Health, Highmark Health, Eli Lilly & Company, and SAS shared what they have done to prove the value of analytics to their business leaders and develop an analytic culture in their organizations.
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How is analytics helping to drive transformation in health care? What analytics-driven breakthroughs are on the horizon? Those were the questions of the day at the 10th Annual SAS Health Care & Life Sciences Executive Conference. The May 2013 event assembled more than 300 thought leaders from across the industry to share expert opinions on the state of health care and how analytics is reshaping its future. This paper summarizes the Executive Leadership Panel Discussion – representing pharmaceutical, provider and payer perspectives – on the use of data to create a more patient-centered and personalized health care experience.
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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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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.
Applying Big Data to Clinical Analytics and Life Sciences
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This complimentary conclusions paper, in partnership with Intel and HIMSS Media, summarizes a presentation from the Intel Innovation Summit on big data and care customization that featured panelists from Carolinas HealthCare System, CareSource, SAS and Renaissance Computing Institute (RENCI). In this paper you'll learn what the panelists shared regarding challenges and visions for using big data to solve pressing challenges in the health care and life sciences industries.
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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.
A Case Study
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This case study describes how SAS helped the Ontario Ministry of Health and Long-Term Care achieve a solution to predict hip and knee replacement demand – enabling the Ministry to solve what had become a crisis in long wait-times for the surgery. Based on powerful SAS® Forecast Server, this solution now provides the forecasts that guide Ontario’s ongoing investment in orthopedic staff, facilities and services.
A summary of the Executive Leadership Panel Discussion at the 9th Annual SAS Health Care & Life Sciences Executive Conference
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For its 9th annual Health Care & Life Sciences Executive Conference, SAS brought together more than 500 thought leaders and executives from across North America to discuss the promise of data and analytics for improving life sciences innovation and health care delivery, costs and outcomes. This paper summarizes the Executive Leadership Panel Discussion headed up by SAS Chief Medical Officer, Dr. Graham Hughes – featuring perspectives from pharmaceutical, payer, policy and provider communities, with added insights from keynote speakers Dr. Don Berwick, former Administrator of the Centers for Medicare and Medicaid Services, and Dr. Clayton Christensen, author and Harvard Business School professor.
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Healthcare Informatics Research surveyed 418 health care providers to find out whether and how they're integrating payer and provider data now, and how they might proceed in the near future. This special report, based on the results of that survey, takes a look at how looming health reform law is lending urgency to the need for health organizations to streamline their processes to lower costs and optimize quality, and how access to essential data remains a hurdle for many providers.
How analytics can help overcome challenges facing the Canadian healthcare system
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Canada offers a basic foundation of universal-access healthcare. However, the demand for complex-system analysis has never been greater to assist healthcare management professionals, at all levels, to provide evidence-based, forward-looking healthcare delivery. This paper argues that health authorities that adopt an analytics-based approach to executing their mandates are better positioned to deliver needs-based, quality care today and to anticipate and meet needs that are likely to arise tomorrow.
Current and Emerging Trends for the Data-Driven Enterprise
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As US health care providers encounter new demands from government, payers and patients, they are undergoing a fundamental shift to manage risk, increase their quality of care, reduce costs and navigate new payment models. This massive shift has caused providers to increasingly leverage their own clinical and financial data for critical insights. SAS commissioned NewGrowth Consulting to conduct research with leading providers to share their insights through investigation of business priorities, current use of data for decision making and plans for gaining new insights from clinical, operational and financial data. Every C-suite executive interviewed saw a need to improve the way analytics were used in their organizations, and each believes the demand for analytics in decision making will only increase in the coming years. Providers who are currently transforming into data-driven enterprises have already seen important benefits to their organizations, as this paper outlines.
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Health care has always been a data intensive industry; however, much of the patient care record has remained on paper, limiting the exchange of information between health care organizations. With a massive infusion of funding and regulation related to health information, increased automation and an exponential growth of health care data, the US health care system is experiencing a critical need to translate discrete and disparate data into actionable insight. Significant opportunities exist to deploy analytics to improve care and lower costs. To gauge and report on the current state and future of health care analytics, SAS commissioned Sage Growth Partners to conduct a study of experts from leading US academic institutions, hospitals, health systems, and physician and ambulatory enterprises. This report reveals that health care organizations have begun the transformation from data reporting to data analytics to improve their clinical and financial efficacy.
Revolutionizing Payment and Delivery Through Episode Analytics
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Health care costs are unsustainably high and health outcomes are suboptimal. To curb these trends, the incentive and movement toward value-based care is gaining momentum. Data is available to make the right decisions to transition into performance incentives and patient-centered care, but harnessing the value of that data may seem complex. This paper describes the transformative tools that use advanced analytics to assist health care organizations balance the goals of cost reduction and quality improvement through analysis of episodes of care.
The DELTA Powered Analytics Assessment Benchmark Report
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This complimentary report shares the DELTA Powered Analytics Assessment (DPAA), a quantitative tool to measure how effectively health care provider organizations use analytics, intelligence applications and data to inform decision making. You'll be able to read how the first cohort of organizations that were measured using DPAA stacked up across 33 unique competencies related to the five DELTA categories and analytics maturity. And learn key findings like: • Why strategic analytics leadership matters. • What are the common analytical tools used in their organizations. • What are the highest-priority competencies for improvements.
Five strategic imperatives for providers facing dramatic transformations in the US health care system - and why analytics is the key to executing them
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How are leading health care executives preparing their organizations for the future of health care? Key findings gained from SAS research revealed five strategic imperatives, which are summarized in this paper, along with valuable insights on how analytics can play a role to ensure success. Addressing each of the strategic imperatives will require investments in advanced analytics, data-driven tactics, and strategies that will improve clinical quality, reduce inefficiencies in care delivery, and optimize financial performance – even under the new payment models of health care reform.

Servicios

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An entire industry of academic research and practitioner conferences has arisen around sports analytics. However, practitioner-oriented research on how teams in all sports can be successful in applying analytics is sparse. Analytics thought leader Thomas H. Davenport sought to fill in the gaps with a five-month independent research study that included interviews with more than 30 leading sports organizations and several leading vendor organizations in the sports industry, such as companies that do video analysis and companies that monitor athletes with biometric devices. The findings, published in this International Institute for Analytics research report, cover three major areas: • Analytics in player and game performance. • Business analytics in sports. • Player health and injury analysis.
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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 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. 
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.
Using text analysis and predictive modeling to improve promoter scores
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Two assets significantly influence success or failure of a company. Those are customers and their continued patronage, and employees and their knowledge (as well as their work productivity). This paper describes how to evaluate the likelihood of continued customer patronage versus the risk of losing it. It also acknowledges corresponding loyalty, measured in the form of promoter scores. The paper proposes a strategic analytic roadmap for how SAS enables you to use promoter score survey results to identify customer migration value. The strategic value your organization gains from such analyses enables you not only to understand why customers are or are not likely to promote your product or service – but also their likelihood to do so in the future.
Let analytics be your life raft
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Now more than ever, your guests have access to an ocean of price intelligence on the Web and are using your rates to compare you to competitors to make their buying decisions. As a result, your competitors' rates can have a direct impact on the demand for your hotel. So you collect the data on your competitors' rates, but pricing is difficult enough without struggling to account for your competitors' price strategies. Overreact to your competitors pricing and you can trigger a price war. Underreact and you can be caught in a spiral of decreasing demand for your hotel. This paper describes how to use analytics with your competitor rate data to make better pricing decisions for your hotel.
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When deciding which games to offer or replace, casinos may look at historic results and assume that games that were popular in the past will continue to be so in the future. But optimizing the slot floor is much more complex than just assuming the future will look like the past and patron behavior will remain the same.

This conclusions paper presents highlights of a SAS webinar showing how a unique combination of data profiling, statistical forecasting and optimization can improve slot floor performance, utilization and patron satisfaction.
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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.
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This paper summarizes a webcast that describes how Courtyard by Marriott redesigned the lobbies of their properties to be more stylish and functional. Analytics played a role during all phases of design by providing insight from focus groups, surveys and concept testing.
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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.
Insights from a webcast sponsored by SAS and Casino Journal
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Even for a brand that is marginally recognized, the volume of comments coming from social media and other online sources can reach up to a terabyte a day. Add to that tens of thousands of call center records, guest surveys, emails and other internal data, and you have a rich view into customer opinion. How can hotels and casinos manage, analyze and use this fast-moving flood of unstructured text to make better business decisions?

That was the subject of a webcast co-sponsored by SAS and Casino Journal. This paper summarizes the discussion about how natural language processing and text analytics work to help you classify and understand what is in those text records and what is being said about you and your competitors on the Internet.
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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.
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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.
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.
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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.
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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.
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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.
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.
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What issues are keeping industry executives up at night? What will it take to keep motivating guests in 2012 and beyond? What research is changing the face of the hospitality and gaming industries? How will the global economy shape the future of gaming and hospitality?

These questions have been nagging at hospitality and gaming management professionals for years. In a webcast co-sponsored by the Cornell University Center for Hospitality Research (CHR) and SAS, our panel of industry executives, thought leaders and researchers discussed five top trends for 2012 and what hospitality organizations should do about them.
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.
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After so much focus on managing through the recession, hospitality and gaming companies must now prepare for recovery. Regardless of when the recovery takes hold, most experts agree that the way we do business must change. In the emerging economy, the winners will be those companies that learn from the recent past and incorporate the lessons learned into their business models. How can hospitality and gaming companies take advantage of current economic trends and better manage future investment and pricing strategies? This 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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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
The Secret Sauce of Executives
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Most businesses in the travel & transportation and hospitality industries depend on their revenue management and pricing systems to make daily decisions. But many overlook the tremendous potential that these systems hold. While traditional revenue management systems focus on maximizing short-term revenue, this is not always the best choice for long-term business viability. Why allow your operational revenue management system to override your strategic goals? Instead, use a strategic revenue management system to tightly integrate strategy throughout your operations – so your executives can make balanced decisions that reinforce your future success.
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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.
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Are standard silver-gold-platinum customer loyalty programs doing all they could?  Are daily deals such as Groupon discounts helping or hurting restaurants?  How can an organization benchmark its IT maturity and develop a logical roadmap for evolution? These questions have been nagging at hospitality and gaming management professionals for years.  In this webcast conclusions paper, experts and researchers from the Cornell University Center for Hospitality Research present their findings on these hot issues that could spell the difference between an organization thriving or simply surviving.
The hottest trends and biggest issues for the hospitality and gaming industries
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Amid inconsistent indicators – roller-coaster stock values and high unemployment rates – hotel and casino operators are rightfully wondering, when will recovery really take hold? How will the hard lessons from lean economic times shape the industry in coming years? What will it take to restore rates, occupancy and revenues to pre-recession levels? How can we wisely apply new technologies to address these business issues? These questions were the focus of a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast.
Practical advice for applying advanced analytics in hospitality and gaming.
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This paper presents insights and practical advice from a webcast on applying advanced analytics in hospitality and gaming. It describes where advanced analytics can have real value in the industry from forecasting and simulation to optimizing results by choosing the right path.
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While the hospitality and gaming industry is showing signs that it may be starting to emerge from the recent economic downturn, there’s still a long way to go. To that end, industry leaders must work toward optimizing every aspect of the business in order to emerge from the downturn as strong as possible. The key to that goal is to get new intelligence from all the data generated by customer behaviors and operational transactions. Unfortunately, customer interactions are usually captured in a wide range of formats and a multitude of disparate systems, and data quality is suspect. The challenges surrounding data quality and data integration were the focus of an October 2009 Webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that Webcast.
Let analytics be your life raft
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Now more than ever, your guests have access to an ocean of price intelligence on the Web and are using your rates to compare you to competitors to make their buying decisions. As a result, your competitors' rates can have a direct impact on the demand for your hotel. So you collect the data on your competitors' rates, but pricing is difficult enough without struggling to account for your competitors' price strategies. Overreact to your competitors pricing and you can trigger a price war. Underreact and you can be caught in a spiral of decreasing demand for your hotel. This paper describes how to use analytics with your competitor rate data to make better pricing decisions for your hotel.
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At hospitality organizations, many decisions hinge on finding the right balance between what's best for the guest and what's best for the organization. For example, organizations may have to weigh the desire to eliminate customer wait times with goals like reducing labor costs. Data and analytics can shore up the relationship between guest experience and profits, ensuring that decisions remain in balance. An enterprisewide commitment to data and analytics is the key to achieving this balance. By putting the building blocks of a strategic analytic culture in place, hospitality organizations can move from reactive to proactive decision making – resulting in visibility, executive buy-in and competitive advantage.
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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.
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This paper summarizes a webcast that describes how Courtyard by Marriott redesigned the lobbies of their properties to be more stylish and functional. Analytics played a role during all phases of design by providing insight from focus groups, surveys and concept testing.
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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.
Insights from a webcast sponsored by SAS and Casino Journal
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Even for a brand that is marginally recognized, the volume of comments coming from social media and other online sources can reach up to a terabyte a day. Add to that tens of thousands of call center records, guest surveys, emails and other internal data, and you have a rich view into customer opinion. How can hotels and casinos manage, analyze and use this fast-moving flood of unstructured text to make better business decisions?

That was the subject of a webcast co-sponsored by SAS and Casino Journal. This paper summarizes the discussion about how natural language processing and text analytics work to help you classify and understand what is in those text records and what is being said about you and your competitors on the Internet.
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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.
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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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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.
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.
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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.
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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.
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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.
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.
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What issues are keeping industry executives up at night? What will it take to keep motivating guests in 2012 and beyond? What research is changing the face of the hospitality and gaming industries? How will the global economy shape the future of gaming and hospitality?

These questions have been nagging at hospitality and gaming management professionals for years. In a webcast co-sponsored by the Cornell University Center for Hospitality Research (CHR) and SAS, our panel of industry executives, thought leaders and researchers discussed five top trends for 2012 and what hospitality organizations should do about them.
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.
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After so much focus on managing through the recession, hospitality and gaming companies must now prepare for recovery. Regardless of when the recovery takes hold, most experts agree that the way we do business must change. In the emerging economy, the winners will be those companies that learn from the recent past and incorporate the lessons learned into their business models. How can hospitality and gaming companies take advantage of current economic trends and better manage future investment and pricing strategies? This 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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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
The Secret Sauce of Executives
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Most businesses in the travel & transportation and hospitality industries depend on their revenue management and pricing systems to make daily decisions. But many overlook the tremendous potential that these systems hold. While traditional revenue management systems focus on maximizing short-term revenue, this is not always the best choice for long-term business viability. Why allow your operational revenue management system to override your strategic goals? Instead, use a strategic revenue management system to tightly integrate strategy throughout your operations – so your executives can make balanced decisions that reinforce your future success.
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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.
Mostrar ResúmenVer documento
Are standard silver-gold-platinum customer loyalty programs doing all they could?  Are daily deals such as Groupon discounts helping or hurting restaurants?  How can an organization benchmark its IT maturity and develop a logical roadmap for evolution? These questions have been nagging at hospitality and gaming management professionals for years.  In this webcast conclusions paper, experts and researchers from the Cornell University Center for Hospitality Research present their findings on these hot issues that could spell the difference between an organization thriving or simply surviving.
The hottest trends and biggest issues for the hospitality and gaming industries
Mostrar ResúmenVer documento
Amid inconsistent indicators – roller-coaster stock values and high unemployment rates – hotel and casino operators are rightfully wondering, when will recovery really take hold? How will the hard lessons from lean economic times shape the industry in coming years? What will it take to restore rates, occupancy and revenues to pre-recession levels? How can we wisely apply new technologies to address these business issues? These questions were the focus of a webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that webcast.
Practical advice for applying advanced analytics in hospitality and gaming.
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This paper presents insights and practical advice from a webcast on applying advanced analytics in hospitality and gaming. It describes where advanced analytics can have real value in the industry from forecasting and simulation to optimizing results by choosing the right path.
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While the hospitality and gaming industry is showing signs that it may be starting to emerge from the recent economic downturn, there’s still a long way to go. To that end, industry leaders must work toward optimizing every aspect of the business in order to emerge from the downturn as strong as possible. The key to that goal is to get new intelligence from all the data generated by customer behaviors and operational transactions. Unfortunately, customer interactions are usually captured in a wide range of formats and a multitude of disparate systems, and data quality is suspect. The challenges surrounding data quality and data integration were the focus of an October 2009 Webcast sponsored by the Cornell University Center for Hospitality Research and SAS. This paper provides a summary of that Webcast.
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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.
The Secret Sauce of Executives
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Most businesses in the travel & transportation and hospitality industries depend on their revenue management and pricing systems to make daily decisions. But many overlook the tremendous potential that these systems hold. While traditional revenue management systems focus on maximizing short-term revenue, this is not always the best choice for long-term business viability. Why allow your operational revenue management system to override your strategic goals? Instead, use a strategic revenue management system to tightly integrate strategy throughout your operations – so your executives can make balanced decisions that reinforce your future success.

Servicios públicos y energía

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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.
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.
Using text analysis and predictive modeling to improve promoter scores
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Two assets significantly influence success or failure of a company. Those are customers and their continued patronage, and employees and their knowledge (as well as their work productivity). This paper describes how to evaluate the likelihood of continued customer patronage versus the risk of losing it. It also acknowledges corresponding loyalty, measured in the form of promoter scores. The paper proposes a strategic analytic roadmap for how SAS enables you to use promoter score survey results to identify customer migration value. The strategic value your organization gains from such analyses enables you not only to understand why customers are or are not likely to promote your product or service – but also their likelihood to do so in the future.
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Smart grid technologies are creating vast new volumes of data – and opening up opportunities for utilities to modernize their operations through the use of high-performance analytics. But are utilities companies successfully making the move? Research by Greentech Media Research and SAS suggests that the journey has only just begun. More than 70 North American utility executives responded to a survey devised to gauge how utilities are defining, conceptualizing and understanding both big data and analytics. This white paper provides a detailed overview of the survey's findings and explores some of the barriers utilities face in both day-to-day use and enterprisewide adoption of analytics.
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Whether it's curbing greenhouse gas emissions or increasing the supply of renewable and distributed power generation and storage, today's utilities are under intense environmental and regulatory pressure. To maximize investments in smart grid infrastructure, utilities must have the right combination of forecasting tools and information technology. This paper examines the new challenges affecting forecasters and describes opportunities for harnessing smart grid data to get the most out of forecasting.
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With the advent of the smart grid infrastructure, including smart metering and demand response mechanisms, Utilities are challenged to find the best way to use the huge volumes of smart grid data to analyze and forecast demand.  This paper offers views on the most effective ways to integrate, store, manage and analyze advanced metering infrastructure (AMI) and smart metering data.
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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.
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From integrating renewables to optimizing communication with customers and regulators – while trying to economically maintain and upgrade the system and manage aging infrastructure to meet growing needs – today's utilities face enormous challenges. Analytics present a myriad of opportunities for the industry; leading utilities around the world recognize this and have accelerated their adoption of smart grid data analytics. This paper defines and illustrates why analytics is so crucial in the emerging energy landscape. It addresses four key areas of the utilities business where analytics play a distinct role in creating smarter business processes: customers, risk, operations and data.
Insights from a webinar hosted by Electric Light & Power
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New volumes and types of smart grid data can significantly enhance utilities' planning capabilities, inform better market segmentation and improve engagements with customers. But the task is challenging, considering all the new data inputs combined with the complexity of GIS, SCADA, smart meter and CIS systems. To be successful, IT leaders must decide precisely what they need to accomplish with smart grid data. Then they can create an architecture and data governance model that enables easy, wide-ranging data access and relies on analytics to provide reliable energy and outstanding customer service.
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As oil companies explore for unconventional hydrocarbon deposits in remote areas, they encounter intrinsically poor data quality, convoluted problems and higher costs. Read about best practices that can help upstream operators manage complex parameters – in a way that surfaces hidden patterns and trends and helps to develop predictive models. And discover how SAS technologies can effectively address these data management and analytical challenges.
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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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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.
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.
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.
Develop your untapped reserves of unstructured data for health, safety and environmental improvements
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This paper illustrates how analytic-driven reporting systems and text mining software can help improve the safety of workers and mining processes in the oil and gas industries. Analytic-driven reporting systems and text mining can  identify quickly and accurately the key metrics that are captured from accident and hazard reports. This can shorten review cycles by automating the manual tasks of reading detailed comment blocks and textual fields, and help discover factors that may have been overlooked in the pursuit of safety improvements.
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.
Advance warning and problem avoidance in complex industrial processes
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By examining a project conducted with ConocoPhilips to find early indicators of problems in complex industrial processes, this paper presents an innovative statistical method to aid in diagnosing situations and solving problems, leading to the result of decreasing costs and increasing productivity through predictive maintenance.
Big Data & Utility Analytics for Smart Grid
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Utilities will soon begin adopting analytics technologies that will allow them to become more proactive in decision making and to adjust their strategy based on predictive views of the future. As a result, utilities will be able to capitalize on smart grid technologies, side-step potential problems and better handle the steep challenges facing an industry in transition. Learn more in this excerpt from the December 2012 GTM Research report titled The Soft Grid 2013-2020: Big Data and Utility Analytics for Smart Grid. Research for this report was conducted over a six-month span and included primary and secondary research as well as extensive interviews with industry players and utilities.
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Utility forecasters cannot assume that one methodology will provide the best forecast from one year to the next. To improve forecast performance, reduce uncertainties and generate value in the new data-intensive environment, they must be able to decide which models, or combinations of models, are best. And they must be able to determine more indicators of the factors that affect load. This paper uses a case study to illustrate how utility forecasters can take advantage of hourly or sub-hourly data from millions of smart meters by using new types of forecasting methodologies. It investigates how a number of approaches using geographic hierarchy and weather station data can improve the predictive analytics used to determine future electric usage. It also demonstrates why utilities need to use geographic hierarchies, and why their solutions should allow them to retrain models multiple times each year.
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Petróleo y Gas

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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.
Applying data mining, predictive modeling and real-time analytics in oil and gas operations
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Mining large reservoirs of data in oil and gas operations involves committing to key processes and technologies – and embracing new ways of thinking about problem solving. To extract value from vast data stores and change the way decisions are made, many operators have turned to advanced data mining techniques along with real-time analytical and data processing capabilities. This paper explores practical approaches, workflows and techniques that are used in oil and gas operations. It also examines the role of exploratory data analysis; model development and modeling techniques; and approaches to putting models into production.
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.
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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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As oil companies explore for unconventional hydrocarbon deposits in remote areas, they encounter intrinsically poor data quality, convoluted problems and higher costs. Read about best practices that can help upstream operators manage complex parameters – in a way that surfaces hidden patterns and trends and helps to develop predictive models. And discover how SAS technologies can effectively address these data management and analytical challenges.

Telecomunicaciones

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Comunicación

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.
Optimize Your Network Investments & Transform Customer Experience
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For communications service providers, delivering a good customer experience is paramount. And good network performance is one of the best ways to keep customers happy. But most service providers struggle to get insight into their own network data and put it to strategic use. Heavy Reading reveals how predictive analytics gives service providers real-time visibility into their networks – boosting revenue potential and ensuring more satisfied customers, better targeted marketing, fine-tuned capacity planning and top-notch service assurance.
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.
Better answers faster through analytic technologies
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What if your business could run an analytical process in 90 seconds instead of 176 hours? That's what happened to one company when it switched from using existing hardware and processing paradigms to using in-memory processing with high-performance analytics from SAS and Teradata. This paper shares insights from a webinar that includes a demo of in-memory analytics and case studies from key industries. Learn how this technology can help you solve brand new problems – and solve existing problems faster and more accurately.
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.
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.
Using text analysis and predictive modeling to improve promoter scores
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Two assets significantly influence success or failure of a company. Those are customers and their continued patronage, and employees and their knowledge (as well as their work productivity). This paper describes how to evaluate the likelihood of continued customer patronage versus the risk of losing it. It also acknowledges corresponding loyalty, measured in the form of promoter scores. The paper proposes a strategic analytic roadmap for how SAS enables you to use promoter score survey results to identify customer migration value. The strategic value your organization gains from such analyses enables you not only to understand why customers are or are not likely to promote your product or service – but also their likelihood to do so in the future.
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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. 
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.
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.
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.
Why optimizing value creation is critical to success
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Despite a dizzying rush of fresh technological innovation, old-fashioned customer development strategies remain key determinants of success in the newest round of competition between communication services providers. This white paper explores the potential of "bundling" services in the communications industry. Specifically, it addresses the implications of bundling for the customer experience and how it can impact customer lifetime value.
Why communications service providers should embrace high-performance analytics
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Communications service providers (CSPs) are at a technological crossroads. Recent dramatic improvements in computing power's price and performance mean CSPs no longer have to conserve resources and use analytics sparingly on just a tiny fraction of data. With high-performance analytics, CSPs can capture the value of all their rich data to make faster, better decisions – as they create sustainable cost structures and operational foundations for the future.
The last-click paradigm erodes as marketers turn to fractional attribution
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Digital attribution — the measurement of the value of each digital marketing contact that contributed to a desired outcome — allows marketers to more clearly understand what's working and what's not. This Forrester Consulting Thought Leadership Paper highlights the state of digital attribution, its various approaches, and its benefits and challenges for marketers and publishers. Commissioned by the Interactive Advertising Bureau, this paper is based on interviews with 15 agencies, service providers and publishers.
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.
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.
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.
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