Your Shopping Cart is data analytics kpmg pdf. What you need to know and ask.
No one has the ability to capture and analyze data from the future. However, there is a way to predict the future using data from the past. It’s called predictive analytics, and organizations do it every day.
That’s using predictive analytics to determine how much a customer will buy from the company over time. That’s an analytical prediction of the product or service that your customer is most likely to buy next. Have you made a forecast of next quarter’s sales?
Used digital marketing models to determine what ad to place on what publisher’s site? All of these are forms of predictive analytics. Predictive analytics are gaining in popularity, but what do you—a manager, not an analyst—really need to know in order to interpret results and make better decisions? How do your data scientists do what they do?
By understanding a few basics, you will feel more comfortable working with and communicating with others in your organization about the results and recommendations from predictive analytics. The quantitative analysis isn’t magic—but it is normally done with a lot of past data, a little statistical wizardry, and some important assumptions. Let’s talk about each of these. The Data: Lack of good data is the most common barrier to organizations seeking to employ predictive analytics.
If you have multiple channels or customer touchpoints, you need to make sure that they capture data on customer purchases in the same way your previous channels did. All in all, it’s a fairly tough job to create a single customer data warehouse with unique customer IDs on everyone, and all past purchases customers have made through all channels. If you’ve already done that, you’ve got an incredible asset for predictive customer analytics. The Statistics: Regression analysis in its various forms is the primary tool that organizations use for predictive analytics.
Let’s say that the analyst succeeds and finds that each variable in the model is important in explaining the product purchase, and together the variables explain a lot of variation in the product’s sales. Using that regression equation, the analyst can then use the regression coefficients—the degree to which each variable affects the purchase behavior—to create a score predicting the likelihood of the purchase.
You have created a predictive model for other customers who weren’t in the sample. All you have to do is compute their score, and offer the product to them if their score exceeds a certain level. It’s quite likely that the high scoring customers will want to buy the product—assuming the analyst did the statistical work well and that the data were of good quality.
The Assumptions: That brings us to the other key factor in any predictive model—the assumptions that underlie it. Every model has them, and it’s important to know what they are and monitor whether they are still true. The big assumption in predictive analytics is that the future will continue to be like the past. As Charles Duhigg describes in his book The Power of Habit, people establish strong patterns of behavior that they usually keep up over time.