Real Insights in Real-Time: Moving Beyond Numbers with Analytics

Intended for Knowledge Sharing only
Analytics, Moving beyond Numbers
Monetize Data – Real Insights in real-time
Sep 2015

Disclaimer:
Participation in this summit is purely on personal basis and not representing VISA in any form or
matter. The talk is based on learnings from work across industries and firms. Care has been taken to
ensure no proprietary or work related info of any firm is used in any material.
Director, Insights at Visa, Inc.
Enable Decision Making at the
Executives/ Product/Marketing level via
actionable insights derived from Data.
RAMKUMAR RAVICHANDRAN

Quick recap of what it is
Analytics -> “Decision making business”

NEITHER ACTIONABLE, NOR INSIGHT!

THE THREE BIG BUCKETS OF ANALYTICS…
Intended for Knowledge Sharing only 5
Prescriptive
"what needs be done"
Predictive
"what drives it"
Descriptive
“What is going on"

EXPECTATIONS ON TYPE OF INSIGHTS ARE CHANGING FROM THESE…
 Overall NPS: 70% (Promoters: 80%; Detractors: 10%)
 What are the Promoters happy about?
 60% of the users love the simplicity of use of Mobile App
 40% feel the recommendations are relevant
 30% like the two level authentication feature
 What are the Detractors unhappy about?
 10% hate the password reset experience
 8% feel that password reset link takes too long to reach their email inbox
 5% feel that the text updates don’t provide sufficient information
 What new features did the users ask for?
 Monthly reminders
 Functionality for the receivers to confirm the payment
 FX conversion change alerts

EXPECTATIONS ON TYPE OF INSIGHTS ARE CHANGING FROM THESE…
 Overall NPS: 70% (Promoters: 80%; Detractors: 10%)
 What are the Promoters happy about?
 60% of the users love the simplicity of use of Mobile App
 40% feel the recommendations are relevant
 30% like the two level authentication feature
 What are the Detractors unhappy about?
 10% hate the password reset experience
 8% feel that password reset link takes too long to reach their email inbox
 5% feel that the text updates don’t provide sufficient information
 What new features did the users ask for?
 Monthly reminders
 Functionality for the receivers to confirm the payment
 FX conversion change alerts
Recommendation:
• Run four App promotions to the Customer base via Ads on Site, Search
engine, Text options in the quarter preceding holiday season.
Business Case:
• Significant share of Positive reviews for the App.
• App Customers spend 3X time within the App and Annual $ Purchase is
4X vs. Website Customers.
• Assuming historical CTR and Impressions purchased over the four
campaigns expected to yield 2M App Customers.
• Expected CPA of will be recovered via the incremental spend by the
acquired Customers over the first year.

8
MULTIPLE VALUE PROP OF ANALYTICS
Size behaviors
with KPIs and
high level
drilldowns
(Sizing)
Inform Investigate Predict Optimize Mine
Root cause
analysis:
Hypotheses
testing via data
drilldowns
(Business
Analytics)
Determine
Causal
relationships
(Advanced
Analytics)
Experiments on
options to
verify which
one works
(A/B Testing)
Automated
relationship
discovery and
Data Products
(Machine
Learning)
What do I do?

What do we need for this?

WHAT DO WE NEED FOR THIS?
1 Strategic View
2
Outcome Focused Delivery
Framework
3
Organizational
Transformation
 “Corporate” Strategic KPIs (Lean)
 “Business” Strategy Monitoring
 “Functional” Initiative Alignment
 Strategy Driven Open Analytics
Platform (Top-Down) that drives all
initiatives
 People-Process-Technology-Culture

The Strategic View

CORPORATE STRATEGY
LEAN ANALYTICS – ALIGNED TO STRATEGIC GOALS
 Understand Strategic Goals
 Aligned KPIs (Lean Analytics)
 Define “Success Criteria”
BUSINESS STRATEGY
 Benchmarking
 Understand progress – action plan
FUNCTIONAL STRATEGY
 Continuous Monitoring of KPIs, the
initiatives driving the KPIs and the
necessary rejigs

CORPORATE STRATEGY- AN ILLUSTRATIVE EXAMPLE
Define Strategy for the Business and create metrics to monitor progress against
Strategic Goals…
1. Expand the Patient user base
a. Awareness and Consideration
b. Sign-up Channel performance
c. Geo Performance
2. Ensure Top Quality Care for Patients
a. #Patients visiting hospitals
b. Actual usage of Preventive initiatives
c. #Return visits per Patient
d. Feedback from Patients – Doctor, Care, etc.
e. Uptime of service availability
3. Return per Patient
a. Cost of service per Patient
b. In Hospital Stay vs. On-call treatment
options
c. Risk adjusted Premium
d. Availability
4. Expand Offerings
a. Research & Development
b. Strategic Tie-ups
c. Preventive Healthcare
d. Re-insurance
Current
Month
MoM (%) YoY (%)
HELPS LEADERSHIP MONITOR
BUSINESS & TAKE PROACTIVE
ACTION/RAPID RESPONSE

CORRESPONDING BUSINESS STRATEGY- ILLUSTRATIVE EXAMPLE
Monitor performance against Competitors & identify areas of Strengths &
Weaknesses…
Firm Competitor 1 Competitor 2
Benchmarking against
Competitors (and drilldowns)
gives sound baseline for
performance & helps identify
areas of
Strengths/Weaknesses
1. Expand the Patient user base
a. Awareness and Consideration
b. Sign-up Channel performance
c. Geo Performance
2. Ensure Top Quality Care for Patients
a. #Patients visiting hospitals
b. Actual usage of Preventive initiatives
c. #Return visits per Patient
d. Feedback from Patients – Doctor, Care, etc.
e. Uptime of service availability
3. Return per Patient
a. Cost of service per Patient
b. In Hospital Stay vs. On-call treatment
options
c. Risk adjusted Premium
d. Availability
4. Expand Offerings
a. Research & Development
b. Strategic Tie-ups
c. Preventive Healthcare
d. Re-insurance

CORRESPONDING FUNCTIONAL STRATEGY- ILLUSTRATIVE EXAMPLE
Monitor performance of Functions (Product Management, Marketing, Sales &
Operations) via Balance Scorecard Approach…
Project Description Why?
How did you
arrive at Why?
Exp Impact on
Strategic Metrics
Level of Effort
Status/
Actuals
ActionETA
Product Management
Marketing
Sales
Operations
Finance
Risk
Expected & Actual impacts from all projects are then
rolled up to get total impact and then compared
against Annual Corporate Goals - Envision new
projects/reprioritize efforts on live ones to meet
goals
…Balance Scorecard is regularly updated/monitored to check progress against Goals
and requisite actions are taken

Outcome Focused Delivery Framework

TOP DOWN APPROACH
- Freeze KPIs at the highest level
- Assign ownership of KPIs to BUs
- Identify Key Levers, Drivers &
Segments
e.g., KPI #1: Revenue
Levers:
UU*(Visits/UU)*(Clicks/Visit)*CPC
Drivers:
UU= Marketing & PR
Visits/UU = Product/UED, etc.
Segments: Region, Eng Segments,
Product Type
OUTCOME
FOCUSSED
VIEW

REQUIRED DATA INSTRUMENTATION
- Prioritization/negotiation of metrics
- Incorporate data needs into PRD/BRD
- Regular check-ins to ensure progress or
suggest workarounds
- QA Checklist & success criteria
- UAT
DATA
INSTRUMENTATION

THE DATA MANAGEMENT
- Efficient Data preparations customized for
different & evolving needs
- Data Quality/Validation & Change
Management
- Data Governance (Legal/need based)
- Master Data Management
- Data Lineage, etc.
DATA MANAGEMENT

FIRST LEVEL INSIGHTS
- BI Reports & Analytics to ensure validity of
insights (Single source of Truth)
- Connecting the dots across the spectrum
- Build->Test->Learn->Improve->Handover
FIRST LEVEL INSIGHTS

OPEN ANALYTICS PLATFORM
OPEN ANALYTICS PLATFORM
• Datamarts/Dashboards/Insights
• Documentation
• Standard logic, definitions, nuances
• Legal approvals & Access
management
• Map & flow of data & insights
• Communication
• Key milestones achieved
• Roadmap – short vs. long
term
• Guidelines
• New BU initiatives
• Change Management
• Must avoids & best practices
• Training materials
• Past learning

A CENTRAL OPEN ANALYTICS PLATFORM SHOULD DRIVE ALL INSIGHT GENERATION
OPEN
ANALYTICS
PLATFORM
STRATEGY
BUSINESS INTELLIGENCE/
REPORTING
USER RESEARCH
FUNCTIONS
A/B TESTING
MACHINE LEARNING
VETTABLE,
TRUSTWORTHY
INSIGHTS

Tactical Approach

FOUR DIMENSIONS OF SUCCESSFUL EXECUTION
24
PEOPLE
• Jack of all allied trades: Data->Analysis/Testing/Research->Insights->Recos
• Networking aka Catch the customers when they are comfortable
• Industry contribution/peer learning
• Rotational SME Model: Hybrid of Embedded & Centralized Analytical structure
• Big Picture & Connect the dots Mindset: Outsider perspective
• Non Analytics mentorship
PROCESS
• Iterative Learning & Co-development of Analytics
• Customized Delivery
• “Operationalize” the standard analytics: To focus on next big thing
• Innovation & Company Knowledge Sharing:
• Encourage Shadow IT but come up guidelines for absorption
• Not only Business Objectives but also Learning Objective Focused
• 90-10 formalized
• Analyze the “Analytics” function and improve
TECH
• Extensible, Modular & Dynamic Technology Framework
• Enable customers to engage with insights and get some questions answered
themselves
• Available everywhere, every time in the form you need
CULTURE
• Business Enablement
• Customer Needs Focused
• Entrepreneurial

SKEW TIME SPENT ON GENERATING RECOMMENDATIONS WITH STAKEHOLDERS
Objective1 Analyst, Stakeholder
Translation to Analytical
Framework
2
Analyst, Researcher, Data Instrumentation, & Data Manager,
Developer, Data Scientist
Data Collection and
Preparation
3 Analyst, Data Manager, Data Scientist
Analysis, Validation &
Verification
4 Analyst, Data Scientist, Stakeholder and SME, Researcher
Actionable insights and
impact sizing
5 Analyst, Stakeholder, Leader
A/B Testing6 Analyst, A/B Testing, Stakeholder, Developer
Rollouts7 Stakeholder, Leadership & Executives
ResponsibleSteps

KEY CHARACTERISTICS OF AN ACTIONABLE INSIGHT
Specific answer to the question
Easy to understand
Timely & available (whenever, wherever & however needed)
Trustworthy & reliable
Scalable & Repeatable

CUSTOMIZED DELIVERY FRAMEWORK
“In mail”
Recommendations
with supporting
graphs, tables, etc.
“Story Deck”
Full deck with the pitch
and supporting arguments,
numbers, graphs, charts
“On-the-go”
-Mobile App, On the
Cloud, Subscriptions
-Reports, Dashboards,
Infographics
Algorithm/Model
Ready to be deployed
How to decide? Customer needs;
Turnaround Speed; One time/reuse;
Deployment on Front end; Strategic
Doc; Quick read/research doc
27

BIG TRENDS TO TAKE NOTE OF
Nature of questions have drastically changed
Audience has broadened (A numbers middle man -> Front line Managers)
Luxury of time has evaporated
Explosion of data sources and the corresponding technologies to handle
them
Consumption channels are evolving
28
KPI of Analytics has changed from Turn-Around-Time (TAT) to Time-to-
Action (TTA)

Putting it all together

SUMMARY
30
• “Know” that Analytics can be the “Value Multiplier” instead of “Value Adder”.
• “Must have” Business enabler mindset.
• “Ensure” Deeper Stakeholder involvement in the development. Test & Learn
approach must. And be ready to modify if needed.
• “Develop” User Experience Design mindset.
• “Prepare” for ever more increasing dependencies from Analytics and other
stakeholders.

Appendix

THANK YOU!
Would love to hear from you on any of the following forums…
https://twitter.com/decisions_2_0
http://www.slideshare.net/RamkumarRavichandran
https://www.youtube.com/channel/UCODSVC0WQws607clv0k8mQA/videos
http://www.odbms.org/2015/01/ramkumar-ravichandran-visa/
https://www.linkedin.com/pub/ramkumar-ravichandran/10/545/67a
RAMKUMAR RAVICHANDRAN
32

Real Insights in Real-Time: Moving Beyond Numbers with Analytics

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