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 What is Business Analytics?
 Evolution of Business Analytics
 Scope of Business Analytics
 Data for Business Analytics
 Decision Models
 Problem Solving and Decision Making

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Analytics is the use of:
data,
information technology,
statistical analysis,
quantitative methods, and
mathematical or computer-based models
to help managers gain improved insight about
their business operations and
make better, fact-based decisions.

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Business Analytics Applications
 Management of customer relationships
 Financial and marketing activities
 Supply chain management
 Human resource planning
 Pricing decisions
 Sport team game strategies

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Importance of Business Analytics
 There is a strong relationship of BA with:
- profitability of businesses
- revenue of businesses
- shareholder return
 BA enhances understanding of data
 BA is vital for businesses to remain competitive
 BA enables creation of informative reports

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 Operations research
 Management science
 Business intelligence
 Decision support systems
 Personal computer software

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 Descriptive analytics
- uses data to understand past and present
 Predictive analytics
- analyzes past performance
 Prescriptive analytics
- uses optimization techniques

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Example 1.1 Retail Markdown Decisions
 Most department stores clear seasonal inventory
by reducing prices.
 The question is:
When to reduce the price and by how much?
 Descriptive analytics: examine historical data for
similar products (prices, units sold, advertising, …)
 Predictive analytics: predict sales based on price
 Prescriptive analytics: find the best sets of pricing
and advertising to maximize sales revenue

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Analytics in Practice:
Harrah’s Entertainment
Harrah’s owns numerous hotels and casinos
Uses analytics to:
- forecast demand for rooms
- segment customers by gaming activities
Uses prescriptive models to:
- set room rates
- allocate rooms
- offer perks and rewards to customers

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 DATA
- collected facts and figures
 DATABASE
- collection of computer files containing data
 INFORMATION
- comes from analyzing data

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Examples of using DATA in business:
 Annual reports
 Accounting audits
 Financial profitability analysis
 Economic trends
 Marketing research
 Operations management performance
 Human resource measurements

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 Metrics are used to quantify performance.
 Measures are numerical values of metrics.
 Discrete metrics involve counting
- on time or not on time
- number or proportion of on time deliveries
 Continuous metrics are measured on a continuum
- delivery time
- package weight
- purchase price

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Example 1.2 A Sales Transaction Database File

Records

Figure 1.1

Entities Fields or Attributes

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Four Types Data Based on Measurement Scale:
 Categorical (nominal) data
 Ordinal data
 Interval data
 Ratio data

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Example 1.3
Classifying Data Elements in a Purchasing Database

Figure 1.2

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 Example 1.3 (continued)
Classifying Data Elements in a Purchasing Database

Figure 1.2

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Categorical (nominal) Data
 Data placed in categories according to a specified
characteristic
 Categories bear no quantitative relationship to one
another
 Examples:
- customer’s location (America, Europe, Asia)
- employee classification (manager, supervisor,
associate)

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Ordinal Data
 Data that is ranked or ordered according to some
relationship with one another
 No fixed units of measurement
 Examples:
- college football rankings
- survey responses
(poor, average, good, very good, excellent)

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Interval Data
 Ordinal data but with constant differences
between observations
 No true zero point
 Ratios are not meaningful
 Examples:
- temperature readings
- SAT scores

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Ratio Data
 Continuous values and have a natural zero point
 Ratios are meaningful
 Examples:
- monthly sales
- delivery times

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Model:
 An abstraction or representation of a real system,
idea, or object
 Captures the most important features
 Can be a written or verbal description, a visual
display, a mathematical formula, or a spreadsheet
representation

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Decision Models
Example 1.4 Three Forms of a Model
The sales of a new produce, such as a first-
generation iPad or 3D television, often follow a
common pattern.
• Sales might grow at an increasing rate over time
as positive customer feedback spreads.
(See the S-shaped curve on the following slide.)
• A mathematical model of the S-curve can be
identified; for example, S = aebect, where S is
sales, t is time, e is the base of natural logarithms,
and a, b and c are constants.

Copyright © 2013 Pearson Education, Inc.

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Figure 1.3

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 A decision model is a model used to understand,
analyze, or facilitate decision making.
 Types of model input
- data
- uncontrollable variables
- decision variables (controllable)
 Types of model output
- performance measures
- behavioral measures

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Nature of Decision Models

Figure 1.4

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Example 1.5 A Sales-Promotion Model
In the grocery industry, managers typically need to
know how best to use pricing, coupons and
advertising strategies to influence sales.
Using Business Analytics, a grocer can develop a
model that predicts sales using price, coupons and
advertising.

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Sales = 500 – 0.05(price) + 30(coupons)
+0.08(advertising) + 0.25(price)(advertising)

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Descriptive Decision Models
 Simply tell “what is” and describe relationships
 Do not tell managers what to do

Example 1.6 An Influence Diagram for Total Cost

Influence Diagrams
visually show how
various model elements
relate to one another.

Figure 1.5

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Example 1.7 A Mathematical Model for Total Cost

TC = F +VQ

TC is Total Cost
F is Fixed cost
V is Variable unit cost
Q is Quantity produced
Figure 1.6

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Example 1.8 A Break-even Decision Model
TC(manufacturing) = $50,000 + $125*Q
TC(outsourcing) = $175*Q
Breakeven Point:
Set TC(manufacturing)
= TC(outsourcing)
Solve for Q = 1000 units

Figure 1.7

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Example 1.9 A Linear Demand Prediction Model
As price increases, demand falls.

Figure 1.8

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Example 1.10 A Nonlinear Demand Prediction Model
Assumes price elasticity (constant ratio of % change
in demand to % change in price)

Figure 1.9

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 Predictive Decision Models often incorporate
uncertainty to help managers analyze risk.
 Aim to predict what will happen in the future.
 Uncertainty is imperfect knowledge of what will
happen in the future.
 Risk is associated with the consequences of what
actually happens.

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Prescriptive Decision Models help decision makers
identify the best solution.
 Optimization - finding values of decision variables
that minimize (or maximize) something such as
cost (or profit).
 Objective function - the equation that minimizes
(or maximizes) the quantity of interest.
 Constraints - limitations or restrictions.
 Optimal solution - values of the decision variables
at the minimum (or maximum) point.

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Example 1.11 A Pricing Model
 A firm wishes to determine the best pricing for one
of its products in order to maximize revenue.
 Analysts determined the following model:
Sales = -2.9485(price) + 3240.9
Total revenue = (price)(sales)
 Identify the price that maximizes total revenue,
subject to any constraints that might exist.

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 Deterministic prescriptive models have inputs that
are known with certainty.
 Stochastic prescriptive models have one or more
inputs that are not known with certainty.
 Algorithms are systematic procedures used to find
optimal solutions to decision models.
 Search algorithms are used for complex problems
to find a good solution without guaranteeing an
optimal solution.

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 BA represents only a portion of the overall
problem solving and decision making process.
 Six steps in the problem solving process
1. Recognizing the problem
2. Defining the problem
3. Structuring the problem
4. Analyzing the problem
5. Interpreting results and making a decision
6. Implementing the solution

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1. Recognizing the Problem
 Problems exist when there is a gap between what
is happening and what we think should be
happening.
 For example, costs are too high compared with
competitors.

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2. Defining the Problem
 Clearly defining the problem is not a trivial task.
 Complexity increases when the following occur:
- large number of courses of action
- several competing objectives
- external groups are affected
- problem owner and problem solver are not the
same person
- time constraints exist

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3. Structuring the Problem
 Stating goals and objectives
 Characterizing the possible decisions
 Identifying any constraints or restrictions

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4. Analyzing the Problem
 Identifying and applying appropriate Business
Analytics techniques
 Typically involves experimentation, statistical
analysis, or a solution process

Much of this course is devoted to learning BA

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5. Interpreting Results and Making a Decision
 Managers interpret the results from the analysis
phase.
 Incorporate subjective judgment as needed.
 Understand limitations and model assumptions.
 Make a decision utilizing the above information.

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6. Implementing the Solution
 Translate the results of the model back to the real
world.
 Make the solution work in the organization by
providing adequate training and resources.

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Analytics in Practice
Developing Effective Analytical Tools
at Hewlett-Packard
 Will analytics solve the problem?
 Can they leverage an existing solution?
 Is a decision model really needed?
Guidelines for successful implementation:
 Use prototyping.
 Build insight, not black boxes.
 Remove unneeded complexity.
 Partner with end users in discovery and design.
 Develop an analytic champion.

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 PLE is headquartered in St. Louis and produces
lawnmowers as well as a recently added a medium
size diesel power lawn tractor.
 The Excel workbook Performance Lawn
Equipment contains performance data that is used
by managers to evaluate business performance.
 As chief analyst to the productions and operations
manager, you need to review all of the Excel
worksheets and prepare a report summarizing the
sources of the data, the types of data measures
used, and the characteristics of the metrics used.

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