Self-Service Data Management for Analytics Users across the Enterprise

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Proven, integrated solutions to deliver rapid return-on-investment

Business Solutions

Seasoned data scientists to provide strategy and consulting services

SAS Analytic ExpertiseEnterprise class architectures for optimal SAS performance on-premise and in-the-cloud

Optimized SAS Architectures

High-Impact Business

Outcomes

Unleashing the Potential of Great Companies

$3.5Mnet profit increase from

IVR flow redesign

20%increase in

customer retention

$3Msaved by closing gaps in

member care

$1Msaved via identifying

high risk churners

200%increase in customer

spend

Example of High Impact Business Outcomes

$6Mrevenue increase via

next best offers

7Mper day Interactive loyalty transactions

28%uplift in

incremental sales

50%time savings for users

working with raw data

360degree real-time view

of customers

Example of High Impact Business Outcomes

Time

Valu

e of

Info

rmat

ion

Value of the Analytics

The value of data decreases over time and organizations need to react quickly to maximize its value through the use of analytics

Speed is the Key to Increasing Data and Analytic Value

Volume, Quality and Quantity:The Analytics Data Challenge

Existing Analytics Processes

Advanced User Sand-Boxes • Simplify access to enterprise data

• Allows users to load new data

• IT support and governance

• Data quality checks and balances

• Faster access to data

• Ability to load test data

• Elimination of duplicate data

• Reduced risk

• Resource balancing

Benefits

Data LabsLab Group TableDatabase

Simplified Technology:Self Service Data Management

Giving Users Access to More Data

Business Need for Agile AnalyticsFlexibility vs. IT Process• Analyze quickly

• Test New Theories • New Data

• Does the new data provide additional insight?

• Does the new insight cause a change in thinking or direction?

• Test Fast• Was the theory right? (Success or Failure)

• Productionize what works; discard what doesn’t!• Add the new application• Add the new data• Or delete and move on!

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Don’t Just Use Production Data – Evolve It3rd Party Data

• Often rented, supplier and/or format can change, value needs validation, only applies to some projects

Temporary & Research Data• Exploratory metrics and aggregates, requirements not fully defined, short

lived, early stage work

Pre-Production Data & Prototypes• Either of the above can transform into this• Process is defined and proven, there is interest in formalizing it, but it only

exists in the Data Lab

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Teradata Data Lab

What is different from traditional sandboxing?

• An architecture design that enables governance

• Improved flexibility with workload management

• Self-provisioning, management and service capabilities at the business unit level

Difference Between a Sandbox & Data Labs

Function Sandbox Data LabsRuns Unsupported Production Apps Yes NoEnvironment Backup & Recoverable No YesSpeed of Processing & Priority No YesDBA Support (agreement) No YesUsers can impact & impact other users Yes No

Space is never cleaned up or reclaimed Yes No

Work load management set up No YesUsers Trained on Optimal use No Yes

Teradata Data Lab HierarchyData Lab hierarchy to manage user groups, space, and workload

Data LabsWorkspaces allocated for analysis Can be for a single user

or X number of users Data Labs expire Data Labs are allocated

with a fix size, but are elastic

Lab GroupWorkspace allocated for a group of users to create their own data labs.Groups can be arranged by department or projectGroups can be made privateLab Group is a fixed size that’s shared by users.

TableDatabase table to store the data User can create

table and load data

DatabaseDatabase where the lab group resides Normal Teradata

user- database

Sample Lab Group Hierarchy

Marketing Lab Group

CampaignLab

Data ScientistLab Group

Sales Lab Group

PromotionLab

Risk AnalyticsLab

HierarchyLab

Sales ForecastLab

Demand CurveLab

Customer Segmentation Lab

Personal Lab

TeradataDatabaseDW1

Viewpoint

Data Lab PoC / ROI Metrics Before & AfterBefore After Gains

Core Process /ROI Modeling Tools Measure Tools Measure Difference Improvement

Data Aggregation Base SAS / SPDS

1200 Minutes SQL / SAS DI /In-DB

2Minutes

-1198 59900%

Model Execution Base SAS / SPDS

1800 Minutes SQL / SAS /In-DB

30Minutes

-1770 5900%

Model Fit/QC Base SAS / SPDS

1200 Minutes SQL / SAS / In-DB

240Minutes

-960 400%

Manual QC Excel/SAS 3600 Minutes Data Lab / SAS / Excel

10Minutes

Total Time 130 Hours 5 Hours -125 2768%FTE's 3 1 -2 200%

Brands 5 (18 Possible)

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The Value of In-Database Analytics

Core process(70%)

(Strategic 10%)

Tactical(20%)

Steps to be taken to reduce time in the core processes:• Delivery process excellence

• Accelerators• Analytics toolkit

• Large scales standardization: e.g in the ROI and Marketing mix process

high level of automation and standardization has been achieved

Steps for expanding the work-stream:

• Active focus on identifying projectsof Strategic value

• Make more resources dedicated to this work-stream

Core process (30%)

Strategic(60%)

Tactical(10%)

Efficiencies gained in core process and tactical projects could be funneled into doing more strategic projects

Justifying Analytic ImprovementChanging behavior requires more than

an idea, it requires a business value

2016 LexisNexis - The True Cost of Fraud Study

On average, US merchants reported an 8% increase in the cost per dollar of fraud losses, from $2.23 to $2.40. This means that for every dollar of losses, merchants are losing $2.40 based on chargebacks, fees and merchandise replacement.

The average number of monthly fraud attempts has spiked by 33% (2015 – 2016).

$30,076Per Month($1002 per day)

Value from Reducing Model Development Time

Faster analytic systems allow users to build, test and implement new models more quickly, creating additional value for the organization.

This value is compounded by the # of models introduced or updated each year.

$1000 9 20 $180,000 Average Daily Extra Days # of Models Additional ValueValue Created of Usage Created Created

Time to Develop Model Value Creation

Additional Value Created

Current Process

Improved Process

Value from Improved Model PerformanceBeing able to do more model testing and to update existing models to achieve optimal performance can add significant value over time

$30,000 3% 20 $18,000 Average Monthly Extra Gain in # of Models Additional Value

Value Created Performance Created Created Per Month

Month 2

Month 4

Month 6

Month 8

Month 10

Month 12

$500k

$400k

$300k

$200K

$100k

$0

Improved Models

Existing Models

$216,000Additional ValueCreated Per Year

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Business Solutions

SAS Analytic Expertise

Optimized SAS Architectures

High-Impact Business

Outcomes

Thank You!

For more information,

Visit: www.Teradata.com/SAS

Email: SAS@Teradata.com