Wednesday, 7 November 2007

Big data Neeraj-Nathani SmartBridge



Big data
Big data[1][2] is a collection of data sets so large and complex that it becomes difficult to process using on-hand database management tools or traditional data processing applications. The challenges include capture, curation, storage,[3] search, sharing, transfer, analysis,[4] and visualization. The trend to larger data sets is due to the additional information derivable from analysis of a single large set of related data, as compared to separate smaller sets with the same total amount of data, allowing correlations to be found to "spot business trends, determine quality of research, prevent diseases, link legal citations, combat crime, and determine real-time roadway traffic conditions."[5][6][7]
As of 2012[update], limits on the size of data sets that are feasible to process in a reasonable amount of time were on the order of exabytes of data.[8][9] Scientists regularly encounter limitations due to large data sets in many areas, including meteorology, genomics,[10] connectomics, complex physics simulations,[11] and biological and environmental research.[12] The limitations also affect Internet search, finance and business informatics. Data sets grow in size in part because they are increasingly being gathered by ubiquitous information-sensing mobile devices, aerial sensory technologies (remote sensing), software logs, cameras, microphones, radio-frequency identification readers, and wireless sensor networks.[13][14] The world's technological per-capita capacity to store information has roughly doubled every 40 months since the 1980s;[15] as of 2012[update], every day 2.5 quintillion (2.5×1018) bytes of data were created.[16] The challenge for large enterprises is determining who should own big data initiatives that straddle the entire organization.[17]
Big data is difficult to work with using most relational database management systems and desktop statistics and visualization packages, requiring instead "massively parallel software running on tens, hundreds, or even thousands of servers".[18] What is considered "big data" varies depending on the capabilities of the organization managing the set, and on the capabilities of the applications that are traditionally used to process and analyze the data set in its domain. "For some organizations, facing hundreds of gigabytes of data for the first time may trigger a need to reconsider data management options. For others, it may take tens or hundreds of terabytes before data size becomes a significant consideration."[19].

Definition

Big data usually includes data sets with sizes beyond the ability of commonly used software tools to capture, curate, manage, and process the data within a tolerable elapsed time. Big data sizes are a constantly moving target, as of 2012[update] ranging from a few dozen terabytes to many petabytes of data in a single data set. With this difficulty, new platforms of "big data" tools are being developed to handle various aspects of large quantities of data.
In a 2001 research report[20] and related lectures, META Group (now Gartner) analyst Doug Laney defined data growth challenges and opportunities as being three-dimensional, i.e. increasing volume (amount of data), velocity (speed of data in and out), and variety (range of data types and sources). Gartner, and now much of the industry, continue to use this "3Vs" model for describing big data.[21] In 2012, Gartner updated its definition as follows: "Big data are high volume, high velocity, and/or high variety information assets that require new forms of processing to enable enhanced decision making, insight discovery and process optimization."[22


Examples

Examples include Big Science, web logs, RFID, sensor networks, social networks, social data (due to the social data revolution), Internet text and documents, Internet search indexing, call detail records, astronomy, atmospheric science, genomics, biogeochemical, biological, and other complex and often interdisciplinary scientific research, military surveillance, forecasting drive times for new home buyers, medical records, photography archives, video archives, and large-scale e-commerce.

Big science

The Large Hadron Collider experiments represent about 150 million sensors delivering data 40 million times per second. There are nearly 600 million collisions per second. After filtering and refraining from recording more than 99.999% of these streams, there are 100 collisions of interest per second.[23][24][25]
  • As a result, only working with less than 0.001% of the sensor stream data, the data flow from all four LHC experiments represents 25 petabytes annual rate before replication (as of 2012). This becomes nearly 200 petabytes after replication.
  • If all sensor data were to be recorded in LHC, the data flow would be extremely hard to work with. The data flow would exceed 150 million petabytes annual rate, or nearly 500 exabytes per day, before replication. To put the number in perspective, this is equivalent to 500 quintillion (5×1020) bytes per day, almost 200 times higher than all the other sources combined in the world.

Science and research

  • When the Sloan Digital Sky Survey (SDSS) began collecting astronomical data in 2000, it amassed more in its first few weeks than all data collected in the history of astronomy. Continuing at a rate of about 200 GB per night, SDSS has amassed more than 140 terabytes of information. When the Large Synoptic Survey Telescope, successor to SDSS, comes online in 2016 it is anticipated to acquire that amount of data every five days.[5]
  • Decoding the human genome originally took 10 years to process; now it can be achieved in one week.[5]
  • Computational social science — Tobias Preis et al. used Google Trends data to demonstrate that Internet users from countries with a higher per capita gross domestic product (GDP) are more likely to search for information about the future than information about the past. The findings suggest there may be a link between online behaviour and real-world economic indicators.[26][27][28] The authors of the study examined Google queries logs made by Internet users in 45 different countries in 2010 and calculated the ratio of the volume of searches for the coming year (‘2011’) to the volume of searches for the previous year (‘2009’), which they call the ‘future orientation index’.[29] They compared the future orientation index to the per capita GDP of each country and found a strong tendency for countries in which Google users enquire more about the future to exhibit a higher GDP. The results hint that there may potentially be a relationship between the economic success of a country and the information-seeking behavior of its citizens captured in big data.

Government

Private sector

  • Amazon.com handles millions of back-end operations every day, as well as queries from more than half a million third-party sellers. The core technology that keeps Amazon running is Linux-based and as of 2005 they had the world’s three largest Linux databases, with capacities of 7.8 TB, 18.5 TB, and 24.7 TB.[37]
  • Walmart handles more than 1 million customer transactions every hour, which is imported into databases estimated to contain more than 2.5 petabytes (2560 terabytes) of data – the equivalent of 167 times the information contained in all the books in the US Library of Congress.[5]
  • Facebook handles 50 billion photos from its user base.
  • FICO Falcon Credit Card Fraud Detection System protects 2.1 billion active accounts world-wide.[38]
  • The volume of business data worldwide, across all companies, doubles every 1.2 years, according to estimates.[39]
  • Infosys has also launched the BigDataEdge to analyse the Big data.[40][41]
  • Windermere Real Estate uses anonymous GPS signals from nearly 100 million drivers to help new home buyers determine their typical drive times to and from work throughout various times of the day [42]

International development

Following decades of work in the area of the effective usage of information and communication technologies for development (or ICT4D), it has been suggested that Big Data can make important contributions to international development.[43][44] On the one hand, the advent of Big Data delivers the cost-effective prospect to improve decision-making in critical development areas such as health care, employment, economic productivity, crime and security, and natural disaster and resource management.[45] On the other hand, all the well-known concerns of the Big Data debate, such as privacy, interoperability challenges, and the almighty power of imperfect algorithms, are aggravated in developing countries by long-standing development challenges like lacking technological infrastructure and economic and human resource scarcity. "This has the potential to result in a new kind of digital divide: a divide in data-based intelligence to inform decision-making."[45]
Technologies
DARPA’s Topological Data Analysis program seeks the fundamental structure of massive data sets.
Big data requires exceptional technologies to efficiently process large quantities of data within tolerable elapsed times. A 2011 McKinsey report[49] suggests suitable technologies include A/B testing, association rule learning, classification, cluster analysis, crowdsourcing, data fusion and integration, ensemble learning, genetic algorithms, machine learning, natural language processing, neural networks, pattern recognition, anomaly detection, predictive modelling, regression, sentiment analysis, signal processing, supervised and unsupervised learning, simulation, time series analysis and visualisation. Multidimensional big data can also be represented as tensors, which can be more efficiently handled by tensor-based computation,[50] such as multilinear subspace learning.[51] Additional technologies being applied to big data include massively parallel-processing (MPP) databases, search-based applications, data-mining grids, distributed file systems, distributed databases, cloud based infrastructure (applications, storage and computing resources) and the Internet.[citation needed]
Some but not all MPP relational databases have the ability to store and manage petabytes of data. Implicit is the ability to load, monitor, back up, and optimize the use of the large data tables in the RDBMS.[52]
DARPA’s Topological Data Analysis program seeks the fundamental structure of massive data sets and in 2008 the technology went public with the launch of a company called Ayasdi.
The practitioners of big data analytics processes are generally hostile to slower shared storage[citation needed], preferring direct-attached storage (DAS) in its various forms from solid state disk (SSD) to high capacity SATA disk buried inside parallel processing nodes. The perception of shared storage architectures—SAN and NAS—is that they are relatively slow, complex, and expensive. These qualities are not consistent with big data analytics systems that thrive on system performance, commodity infrastructure, and low cost.
Real or near-real time information delivery is one of the defining characteristics of big data analytics. Latency is therefore avoided whenever and wherever possible. Data in memory is good—data on spinning disk at the other end of a FC SAN connection is not. The cost of a SAN at the scale needed for analytics applications is very much higher than other storage techniques.
There are advantages as well as disadvantages to shared storage in big data analytics, but big data analytics practitioners as of 2011[update] did not favour it.[53]
















Source: Wikipedia.

Monday, 10 September 2007

Trade Promotion Management (TPM) Neeraj-Nathani SmartBridge



Trade Promotion Management (TPM)















Trade Promotion Management typically refers to one or more software applications that assist companies in managing their complex trade promotion activity. Trade Promotion Management is a challenge faced by most CPG/FMCG companies around the globe. Consumer goods companies spend substantial amounts of time and money—14 percent of revenue, according to an AMR Research study—on promotions with retailers designed to boost revenue or increase/protect market share (or both).[1] Key Account Managers and Category/Brand Managers are responsible for developing and implementing a promotional program that delivers the maximum return on investment and manages the trade off between incremental volume and maintenance of a reasonable level of trade spend.[2]
Gartner
Gartner believes that technologies related to managing trade promotions have never been more relevant, as the average revenue expended by manufacturers for promotions now exceeds 20%. More and more companies are leaving spreadsheets for automated technologies, while others are adding promotion optimization capabilities

Key functions

  • sales forecasting
  • Promotion planning and budgeting
  • Predictive modeling/optimization
  • Promotion execution and monitoring
  • Settlement
  • Post event analysis

Business problems addressed

Historically, there have been many solutions to trade promotion management. Commonly, companies use their accounting systems or spreadsheets, but as the complexity of trade increases software solutions have been developed and implemented to fill the needs of companies in various industries including consumer goods, food manufacturing, food service and others.

 Lack of accurate and timely information to support trade promotion decision-making

Trade promotion decisions are often rushed and based on sub-par data. While sales and marketing managers are surrounded by promotion information, questions on retail commitment and product forecast accuracy can hinder the process. Multiple data sources and conflicting needs from various departments further complicate the issue.

Inability to plan promotions based on analytics

Historical trade promotion data should be analyzed in order to continually improve trade promotions. If a company does not utilize processes and systems that measure trade promotion performance, future trade promotion executions could be less effective than if they’d been planned using past analytical information.

Ineffective organization and partner integration

Lack of integration both internally and with external partners can hinder trade promotion success. Key elements of organizational integration include standardized metrics, regular information sharing, cross-functional department collaboration, and collaborative processes4. Integration with retail partners is important to executing promotions successfully, as well as maintain strong relationships with retailers over time.

Lack of appropriate Key Performance Indicators (KPI)

KPIs tell manufacturers and retailers how trade promotions performed relative to their pre-determined objectives. A lack of understanding on what trade promotion data to measure and how to measure performance can hinder the overall process. Manufacturers and retailers will not know what made a promotion effective or ineffective unless they have predetermined data points to measure and analyze.
Lack of control and the ability to accurately monitor the effectiveness and efficiency of Trade Promotions is the key area of concern. Many companies still utilise vast arrays of fragmented spreadsheet style reports to manage their TPM activities.
The complexities of the typical Trade Promotion Management process can be appreciated in this diagram which is based on just one individual retailer account.
Not all promotions are created equal and there are many ways of looking at a promotion and evaluating the effective and efficient use of trade funds. The characteristics of your product portfolio eg beer, toilet paper, toothpaste and yoghurt will impact on the performance of your trade promotion even if the same promotional strategy is used.
For example: with the same size and display location, toilet tissue wipes up the competition with an 82% display driven lift, with yoghurt a distant second at 28%, beer at 15% and toothbrushes at 14%.
(Source: Nielsenwire “Six Trade Promotion Tips: Why Less Can be More”)
Why Promote?
Promotions are undertaken with the intention of driving an increase in consumer sales. This may be instigated as the Brand Manager has a target/KPI to achieve and the promotion is designed to close the gap between the baseline sales and the target. Generally the manufacturer will sell their products to retailers at a discount to help fund the promotion. This discounting is of no benefit if there are no additional sales as a result of the promotion.
Promax delivers key information that helps Brand Managers answer questions, such as:
  • What to promote?
  • How often to promote?
  • Timing – when to promote?
  • Duration – how long to promote?
  • Promotional level – how much should I offer?
  • Product selection – which bundle of products to select?
  • Are the trade deals aligned with the Brand positioning?
  • What is the level of sales lift during the promotional period?
  • Has the promotion created a long-term impact on base-line consumer sales?
  • What happens if I change the frequency of my promotions?
  • Do my promotions clash amongst various retailers?
  • Are specific promotions cannibalising sales of other products in my portfolio and/or competitor products?
  • What is the optimum scenario in terms of volume and profitability?
  • What impact do these promotions have on customer profitability?
  • How do I communicate and implement these promotions via the salesforce?
There are a number of good reasons why one might choose a simple price promotion:
  • Offensive sales gain – to offset competitive threats. Typically this may mean a situation where the supplier is prepared to forego short term profits.
  • Recover market share – sustaining a nominated loss of contribution to gain a position over competitors
  • Stimulate Sales – without a loss of contribution and hopefully an increase in overall profitability. This is probably the most common rationale for promotions. Implicit in this is that the company will increase sales revenue and thus the total profit from the promotion will be greater than if there were no promotion at all.
  • Reward – for existing brand loyal users. This may be a short-term loss of profitability and may even make money if a lot of brand loyal consumers stock up.
  • Switch – However, if there are a large number of promotions targeted at “deal loyal” users then they will switch brand frequently. When promoting to this group the best course of action is to make sure that the promotion is profitable as there may be no long-term future gains to be had.
  • Gets new users to Trial – for new products every new trial is valuable; this incentive is premised on the assumption that the long-term value of a new user may be worth many times the cost of the initial purchase, so the supplier is prepared to invest heavily to obtain a new consumer. This may justify the high cost of a promotion. Trade promotions of new items often need to be supported by other vehicles such as demonstrations and media advertising.
  • Reward to Trade. This often happens to get a buyer off your back. If however, it is viewed as being good for both parties, there should be a profit opportunity.
  • Because the trade threatens deletion – in many instances buyers have co-op budgets to achieve. There is pressure on suppliers to maintain ranging and promotion of your products in the category ensures support for your brand.
Each of these scenarios has different parameters of cost, price point, mechanic, vehicle and incremental volume gain. In reality the sales team gets a certain amount of money to spend on promotions, some say that these funds are a “cost of doing business”. The more money that is provided the more we will sell. If only this were true! We really need to understand how we can effectively apply the limited trade funds to maximise their efficiency.
Source: Wikipedia.