| In part 1, we described the approach to capture | | | | - Analysis on Customer defection characteristics |
| detailed information on 'how successful the business | | | | - Analysis on production quality on a specific product |
| was' for a given time interval. The next step is to | | | | - Analysis on a product introduction |
| analyze the performance "why has the business been | | | | - Analysis on a marketing campaign execution result |
| successful" or in lower level of detail "why didn't | | | | Analysis may help identify deviations from expected |
| product A sell as expected".Factors which have | | | | measurement values and alert the Business. For |
| contributed to the given business results are analyzed. | | | | example: |
| Some analysis methods may be predetermined. | | | | - Reduction in the consumption of services by a |
| However, as analysis proceeds, a need to apply | | | | Customer, may be an indication that this Customer is |
| ad-hoc analysis may arise. | | | | about to defect. |
| The availability of detailed performance facts, captured | | | | - Revenue reduction of a Branch unit, may lead to |
| in their full 'dimensionality' (e.g. time, geography, product, | | | | actionable decisions Analysis needs change |
| Customer or Customer group, Business unit involved), | | | | dynamically, as the internal and external business |
| upgrades the analytical capability and allows complex | | | | environment change. The captured data level of detail, |
| fact processing in order to analyse complicates issues. | | | | should strike a balance between allowing in depth |
| Analysis may involve specific issues, like: | | | | analysis and keeping overhead cost related to data |
| - Why is revenue on a specific product or customer | | | | capture under control. The exclusive use of predefined |
| group, below expectations ? | | | | reports or queries, is not the best practice. A decision |
| - Profitability of a specific product or service - | | | | support system can contribute to the identification of |
| profitability comparison of various products or | | | | trends, can enrich the view of facts (with richer |
| customer groups | | | | dimensional data) and support the development of |
| - Why productivity of a specific product is lower than | | | | innovative strategy. The capability evolution, from |
| planned | | | | simple capture of facts to the ability to analyze them in |
| - Analysis on the Customer profile to build customer | | | | order to identify trends, is of particular value to the |
| insight | | | | Business. |