NASSCOM Big Data and Analytics Summit 2014 - Predicting, Explaining and the Business Analytics...
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Transcript of NASSCOM Big Data and Analytics Summit 2014 - Predicting, Explaining and the Business Analytics...
![Page 1: NASSCOM Big Data and Analytics Summit 2014 - Predicting, Explaining and the Business Analytics Toolkit - Galit Shmuéli](https://reader035.fdocuments.us/reader035/viewer/2022062703/554d569bb4c90578428b46fa/html5/thumbnails/1.jpg)
Galit ShmuéliSRITNE Chaired
Professor of Data Analytics
Predicting, Explaining and the Business Analytics Toolkit
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Business Intelligence
Traditional: Describe the past
State-of-the-Art: Describe the present
Business Analytics
Predictive Analytics: Predict future of individual records
Explanatory Analytics: Explain cause-effect of “average record”
(overall effect)
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Today’s Talk
1. Predictive Analytics: The process & applications
2. Prediction is not explanation
3. The Explanatory Analytics toolkit
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Will the customer pay?
What causes non-payment?
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Past Present Future
Case Studies
Overall Behaviour
“Presonalized” Behaviour
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The Predictive Analytics Process
Determine Outcome and Predictors
MeasurementDraw sample,Split into training/holdout
DataData Mining algorithms& Evaluation
Models
Predict New Records;Get More Data;Re-Evaluate
Actions
What to Predict? Why? Implications?
Problem Identification:
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5 Examples of Predictive Analytics
Applications
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Problem Identification
Outcome: redemptionPredictors: customer, shop & product info
Measurement
From similar past campaign (redeemers and non-redeemers)
Data
Predictive AlgorithmsExpected gain per offer sent
Models & Evaluation
Example 1:Personalized
Offer
Who to target?
Which coupon?
What medium?
Send Offers (or not!) More Data & Re-Evaluation
Actions
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Problem Identification
Outcome: performance Predictors: employee & training info
MeasurementFrom past training efforts (successes and failures)
Data
Which employees to train?
Example 2: Employee Training
Send employees for training (or not!) More Data & Re-Evaluation
Actions
Predictive AlgorithmsExpected gain per employee
Models & Evaluation
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Problem Identification
MeasurementOutcome: renewal Predictors: customer & membership info
DataPast renewal campaigns (successes and failures)
Which members most likely not to renew?
Example 3: Customer Churn
Send renewal incentive (or not!) More Data & Re-Evaluation
Actions
Predictive AlgorithmsExpected gain per person
Models & Evaluation
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Example 4: Product-level demand forecastingProblem Identification
ActionsUpdate Orders, Pricing, PromoGet More Data, Re-Evaluate
Historic infoData
Forecasting;Expected gain
Models & Eval
MeasurementOutcome: month-ahead weekly forecasts of #units purchased, per itemPredictors: past demand for this & related items, special events, economic outlook, social media
Item-level weekly demand forecasts
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Problem Identification
Outcome: pay/not Predictors: customer, product, transaction info
MeasurementPast deliveries (payments and non-payments)
Data
Predict payment probability
Example 5: COD Prediction
Reconfirm with suspect deliveriesMore Data & Update Model
Actions
Predictive AlgorithmsExpected gain per delivery
Models & Evaluation
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Predictive Analytics: It’s all about correlation, not causation
Algorithms search for correlation between the outcome and inputs
Different algorithms search for different types of structure – lots of predictive algorithms!
Every time they turn on the seatbelt sign it gets bumpy!
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Causality?
www.tylervigen.com
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The Causal Explanation Process
Determine Outcome and Causes
MeasurementAssign records to treatment(s)Collect data on inputs+output
DataStatistical models& Evaluation of uncertainty
Models & Eval
Make Decisions; Implement Changes Get More Data and Re-Evaluate
Actions
Which Inputs Cause the Output? How? Implications?Inputs under our control, inputs uncontrollable
Problem Identification:
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What causes average customer to redeem?
Example 1:Personalized Offer
Change coupon design/typeCollect new data (gender)
Actions
Problem Identification:
Tailor trainingPrepare employeesIncentivize learning
Actions
Example 2: Employee Training
What causes average employee to succeed?
Problem Identification:
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Improve serviceChange target market
Actions
What causes average member not to renew?
Example 3:Customer Churn
Problem Identification:
Create flexible designsOpen new locations
Actions
Example 4: Demand
Forecasting
What causes high/low demand?
Problem Identification:
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Modify payment policyChange website designTrain delivery staff
Actions
What causes average transaction to result in non-payment?
Example 5: Cash-On-Delivery Prediction
Problem Identification:
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Toolkit for Determining Causality
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Gold Standard: Controlled, Randomized Experiment
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Beyond A/B Testing:Multiple factors andInteractions between factors
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Causal Explanation withObservational Data
(not a controlled experiment)
Self Selection
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Current PracticeCompare online/offline performance stats
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Turns out: online and offline users differ on “awareness”
Awareness of electronic services provided by Government of India
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Performance Evaluation:% Using Agent
Naïve Comparison:Online system →Less agents
After correcting for self-selection:Online system → More agents for “unaware” users!
Aware Unaware
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Asia Analytics Lab @ ISBfacebook.com/groups/asiaanalytics