Tag

analytics

Browsing

By Lisa Bradne.

Featuring: Lisa Bradner, general manager of analytics at Yieldmo

Forbes Business Council member Lisa Bradner, general manager of analytics at Yieldmo, explains how attention analytics goes beyond impressions and click-through rates to provide even more details on the reach and effectiveness of online and mobile advertising.

Never miss an episode. Subscribe to Inside Forbes Councils!

Key Takeaways

  • Attention analytics refers to the practice of using attention signal to understand the quality of an ad experience, which includes baseline ad and page signals as well as gestural data. Gestural data includes phone tilts, scrolls back on an ad, touches inside the ad, and other signals that may indicate interest in the ad.
  • A good ad experience is one that doesn’t simply interrupt, but also provides the viewer with some value and invites them to participate further.
  • Attention analytics is one metric that can be employed to measure the effectiveness of an ad, in addition to viewability and click-through. Many combinations of attention signals can be used to improve different advertiser KPIs.
  • Yieldmo’s clients have seen more than a 45% cost-adjusted lift from implementing insights from attention analytics.

Additional Resources

Five PR and Social Media Strategies To Boost Your Sales, Leads and Likes by Adrian Folk, Believe Advertising & PR

Five Strategies To Supercharge Your Google Ads Campaigns by Todd Maxwell, eMaximize

Tweetable Insights

“Attention analytics is the practice of using attention signals to understand the quality of an ad experience… Are they touching it? Are they scrolling through it? Are they scrolling back? How much attention are they paying to that ad?” — @lisabradner of @Yieldmo

“When something is of interest to you, you tilt your phone up in the vertical plane to look at it. You’ll notice now that you do that a lot; that’s our definition of a scroll that is a very strong sign that something has gotten someone’s attention.” — @lisabradner of @Yieldmo

Featured Member

Lisa Bradner is a seasoned strategic media and marketing leader with more than 20 years experience leading organizational change. Having worked as a client, as an analyst, as an agency leader and now as general manager of Yieldmo‘s analytics business, she has seen from all sides the opportunities and challenges of integrating technology and data into marketing to create better more holistic experiences for consumers.

Sourced from Forbes

By .

Over the last decade, there has been an explosion in social media data, and at the same time, AI/ML models are also getting better at predicting people’s interests and purchasing habits. For example, social media data can be processed and analysed using AI models to find meaningful correlations to precisely target products and services to specific users.

Businesses can also leverage analytics models on data collected from social networks and use computational frameworks like Apache Hadoop for analysing large volumes of data.  A lot of companies have been using social media data from Twitter, Facebook, Instagram LinkedIn, Snapchat to improve their marketing ROI and target consumers by analysing users’ platform behaviour in relation to demographics.

But, there’s a caveat! While social media data provides great insights into the behaviour of users, they may also face user privacy-related issues.

Social Media Analytics Vs Privacy Violations

Ever since the Cambridge Analytical scandal and the introduction of regulations such as GDPR, it has become more stringent for companies to leverage social media analytics for targeted advertising. The impact of the Cambridge Analytica scandal was a catalyst in this regard when it was found that third-party applications on Facebook were mining users’ data for political campaign profiling.

In the past, third-party data aggregators scraped social media sites and collected personal sensitive data, which was then resold to companies. Now, with the introduction of regulations that prohibit that practice, will social media analytics become redundant or less effective for companies?

Events such as the Cambridge Analytica/Facebook scandal, massive security incidents like Equifax breach, and later on GDPR paved the way to tighten the norms on how personal data is collected, stored, and processed. In the past few years, the lawsuits against these tech companies on privacy norms have only strengthened the trend. 

Companies around are therefore preparing to become more compliant with the regulations and what data they collect of users. Facebook, for example, has now become more transparent to users specifying what data they collect and what information they provide third-parties for their advertising campaigns.

Social media profiles have personally identifiable information and other sensitive data that can be used by data scientists to create models for specific products, which can generate more sales. The challenges with collecting social media data can depend on the kind of data collected (non-personal social data or personal data) and how the data is utilised. It also depends on the applicable laws and regulations in geography. For instance, in Europe, It will be more difficult for social media analytics companies to execute to their full potential using the data, versus Asian countries where privacy laws are less stringent.

Privacy Compliant Social Data Analytics

Without having to profile users using digital identifiers like IP or Mac addresses and cookies, there is still a lot which can be done. Companies are looking at GDPR compliant data processing on social media data, with proper consent and transparency for how personal data is collected and utilised for analytics. Here non-sensitive social media data is used for increasing sales or generating marketing insights with CRM integration, which is an appropriate use of social media ‘likes’ to achieve specific business goals. On the other hand, if sensitive personal data is mined to track users or survey their purchase habits, then that could be a violation at least in some global geographies.

For companies, it is important to be careful about the nature of data collected for analytics and ensure it’s not personal in nature, as it can attract penalties. To counter this, proper data governance programs have been put in place for analysing social media trends and making sure that there is no violation.

Even if there are fewer datasets available for social media analytics on personally identifiable data, social media analytics companies are expected to keep utilising non-personal data for sentiment analysis, sales trends, visualisation, and acquiring sales leads, all within the boundaries of regulations. For example, by monitoring social media, one can determine customer sentiment analysis on non-personal data, which can be converted into actionable insights.

The Roadmap For Social Media Analytics

The bottom line is that the collection and utilisation of social media data are complex, involving multiple sources and data management challenges. This is confusing for analytics professionals and social data analytics companies to identify the legality of collecting such kind of social media data.

This means that companies will continue to use popular products such as Google Analytics to track social media campaign performance, conversions, and ultimately understand the return on investment from social media marketing efforts. Other large companies like Salesforce, IBM, SAS have products for social media data analytics.

While social media analytics will continue to play a role in sales and marketing, other areas like risk management and fraud detection are also becoming more prominent. Here, law enforcement companies are leveraging social media analytics to extract and analyse the data generated from various data sources.

By

Sourced from AIM

By

The use of analytics is no longer limited to big companies with deep pockets. It’s now widespread, with 59% of enterprises using analytics in some capacity. And companies are capitalizing on this technology in several ways. For example, at our agency, we typically scrub big data for advertising insights for our clients. And many of the companies we’ve worked with revolve their entire market strategy around the insights pulled from new data.

According to a survey from Deloitte, 49% of respondents say that analytics helps them make better decisions, 16% say that it better enables key strategic initiatives, and 10% say it helps them improve relationships with both customers and business partners. But in order to take full advantage, you need to know how to get the most value from your data.

Data Quality Standards

There is certainly not a lack of data available. However, the quality of that data still leaves much to be desired. A study from the Harvard Business Review discovered that data quality is far worse than most companies realize, saying that a mere 3% of the data quality scores in the study were rated as “acceptable.”

This is problematic because low-quality data adversely impacts many areas of business performance. In particular, it can translate into incomplete customer or prospect data, wasted marketing and communications efforts, increased spending and, overall, worse decision-making. Therefore, improving data quality should be a top priority for all businesses.

There are a few ways to go about this but, in my opinion, as an agency owner, one of the best approaches is web data integration (WDI). WDI is a process that aggregates and normalizes data and presents visuals and other reporting that makes analysis easily digestible. WDI relies on a similar premise as web scraping but is far more comprehensive. It also has the ability to make data “intuitive” — something that’s essential for capitalizing on the massive volume of data that’s out there.

It allows you to take a large volume of data from a myriad of sources and break it down in a way that makes client analysis much easier to do. For us, if we’re looking to clean up data quality, this process helps us present data back to clients in a cleaner fashion.

Before formally choosing to implement WDI, businesses should first determine what specific goals they have for data sets and then decide whether an in-house solution or a managed service through a third-party provider is the better option.

Another way companies are fully leveraging data is through machine learning, where computer systems learn, improve and evolve as they take in new data.

Assessing Data Quality

So, how can you tell if you’re dealing with low-quality data? In a Harvard Business Review article, data experts Tadhg Nagle, Thomas C. Redman and David Sammon recommend the following key steps:

Gather a list of the last 100 data records you used or created.

Then, focus on 10-15 key data elements that are most integral to your business operations.

Have management and their teams go through each data record and identify any noticeable errors. Examine the results. (In my opinion, an easy way to go about this is to create a spreadsheet with two columns — one for perfect records and another for records with errors.)

Once you look through the results, the quality level of your data should become obvious. If more than two-thirds of your records have errors, that’s usually a sign that data quality is hurting your performance and needs improvement.

Here are a few other data management tips:

Move all of your data to a centralized database to create a standardized data architecture.

Ensure your employees are up to date on all aspects of data best practices, including data entry, management, compliance and safety.

Create data management hierarchies if you have multiple teams to keep it all organized and reduce the odds of a breach occurring.

Designate certain team members to handle core data management.

Choosing The Right Tools

Data is one of the most valuable assets a business can have and potentially has a tremendous impact on its long-term success. That’s why it’s vital to utilize the right tools and technologies to fully leverage all available data and make it as accurate as possible.

Here are some specific things we look for when assessing tools/technologies for accurate data analysis:

Data normalization for simple organization

Shareable dashboards for streamlined communication between team members

Fully mobile

Third-party integration

When searching for tools, it’s wise to request a demo of any platform you’re considering to get a hands-on feel of how it works, what the dashboard is like, how intuitive it is and so on. Do you naturally like the look and feel of the product right off the bat? Or do you find the experience to be friction-filled? First impressions are everything, so you want to ensure the product feels right to you.

Final Thoughts

Analytics has come a long way in a relatively short period of time. It can aid in multiple aspects of operations and be a real game-changer for many businesses. But to get maximum results, companies need to know how to properly utilize this technology, improve the quality of their data, and effectively manage it. Those who are able to do so will have a considerable advantage over the competition, and be poised to succeed in 2019 and beyond.

Feature Image Credit: Getty

By

Partner at K&J Growth, serving some of the world’s largest companies through smarter marketing | Partner at Rugby Bricks.Read Kale Panoho’s full executive profile here.

Sourced from Forbes

By

Developing a holistic data strategy

Enterprises of all sizes, all over the world, have now recognized that data is an integral part of their business that cannot be ignored. While each enterprise may be at a different stage of their personal data journey – be it reducing operational costs or pursuing more sophisticated end goals, such as enhancing the customer experience – there is simply no turning back from this path.

In fact, businesses are at the stage where data has the power to define and drive their organisations overall strategy. The findings from a recent study by Infosys revealed that more than eighty-five percent of organisations globally have an enterprise-wide data analytics strategy already in place.

This high percentage is not surprising. However, the story does not end with just having a strategy. There are numerous other angles that enterprises must consider and act on before we can deem a data journey as successful.

Developing a data strategy

First, enterprises need a calculated strategy which covers multiple facets. Second, the real life implementation of the strategy must be seamlessly carried out – and this is where the challenge lies for all enterprises.

Consider having to create a comprehensive and effective strategy for your company. Data strategy is no longer about simply identifying key metrics and KPIs, developing management roles or creating operational reports, or working on technology upgrades. Rather, its reach extends to pretty much all corners of the business.

In short, data strategy is so tightly integrated with business today, that it is in the driver’s seat, which is a momentous shift from more traditional approaches of the past.

What are the characteristics of a good, strong data strategy?

Creating a good, strong data strategy begins with ensuring complete alignment with the organisation strategy. The data strategy must be closely aligned to the organisational goal, be it around driving growth or increasing profitability or managing risk or transforming business models.

Not only that, but the data strategy must be nimble and flexible, allowing periodic reviews and updates to keep pace with wider changes in the business and market. The data strategy should be able to drive innovation, creating a faster, better and more scalable approach.

A strong data strategy must be built in a bi-directional manner so that it can enable tracking of current performance using business intelligence to provide helpful pointers for the future. This approach is only possible if organisations choose to adopt a multi-pronged data strategy that encompasses people, technology, governance, security and compliance. Importantly, organisations must also choose to adopt an appropriate operating model.

Taking a holistic approach to data

A holistic approach includes developing a defined vision, having a clear structure around the team and factoring in the current skill set of the team. This is in addition to considering what the enterprise can reasonably anticipate in the future and identifying mechanisms to successfully drive the change across the organisation.

The technology component involves having a distinct vision, assessing the existing solution landscape, all the while being cognizant of the latest technological trends and arriving at a path that fits well with overall organisational goals and the technology vision.

Governance, security, and compliance are other critical aspects of a good data strategy. Integrity, hygiene and ownership of data, plus relevant analytics on the data to determine the Return On Investment on data strategy, are all essential steps which cannot be forgotten. We cannot overstate the importance of security.

Adherence to compliance has assumed significance with various regulations in play all over the world, such as GDPR in Europe and new data privacy laws in California and Brazil for example.

In essence, the data strategy must define a value framework and have a reliable mechanism to track the returns to justify the investments made. About fifty percent of respondents to our survey agreed that having a clear strategy chalked out in advance is essential to ensuring an execution that is effective in practice and goes off without any hiccups.

Identifying the best strategy is essentially pointless if the execution falters

Many obstacles have the power to prevent the flawless execution of a data strategy. Copious challenges in the technology arena can arise in various forms, for example: having the knowledge to choose the right analytics tools, lack of availability of people with the right skill set, upskilling, reskilling and training the workforce with the necessary skills for the world of tomorrow and so on. Most of the challenges articulated by respondents to the Infosys survey arose in the execution phase of a data strategy.

While these challenges may appear daunting in the first instance, they can be addressed with careful planning and preparation. Being prepared and equipped for multiple geographies, multiple locations, multiple vendors, talent acquisition and good quality training are just some of the numerous possible ways companies can begin working towards smooth execution of their digital strategy.

Feature Image Credit: Image credit: Pixabay

By

Gaurav Bhandari, AVP and Head of Data & Analytics Consulting at Infosys.

Sourced from techradar.pro

By Cassie Kozyrkov

Understanding the value of two completely different professions

Statistics and analytics are two branches of data science that share many of their early heroes, so the occasional beer is still dedicated to lively debate about where to draw the boundary between them. Practically, however, modern training programs bearing those names emphasize completely different pursuits. While analysts specialize in exploring what’s in your data, statisticians focus more on inferring what’s beyond it.

Disclaimer: This article is about typical graduates of training programs that teach only statistics or only analytics, and it in no way disparages those who have somehow managed to bulk up both sets of muscles. In fact, elite data scientists are expected to be full experts in analytics and statistics (as well as machine learning)… and miraculously these folks do exist, though they are rare.

Image: SOURCE.

Human search engines

When you have all the facts relevant to your endeavor, common sense is the only qualification you need for asking and answering questions with data. Simply look the answer up.

Want to see basic analytics in action right now? Try Googling the weather. Whenever you use a search engine, you’re doing basic analytics. You’re pulling up weather data and looking at it.

Even kids can look facts up online with no sweat. That’s democratization of data science right here. Curious to know whether New York is colder than Reykjavik today? You can get near-instant satisfaction. It’s so easy we don’t even call this analytics anymore, though it is. Now imagine trying to get that information a century ago. (Exactly.)

When you use a search engine, you’re doing basic analytics.

If reporting raw facts is your job, you’re pretty much doing the work of a human search engine. Unfortunately, a human search engine’s job security depends on your bosses never finding out that they can look the answer up themselves and cut out the middleman… especially when shiny analytics tools eventually make querying your company’s internal information as easy as using Google Search.

Inspiration prospectors

If you think this means that all analysts are out of a job, you haven’t met the expert kind yet. Answering a specific question with data is much easier than generating inspiration about which questions are worth asking in the first place.

I’ve written a whole article about what expert analysts do, but in a nutshell they’re all about taking a huge unexplored dataset and mining it for inspiration.

“Here’s the whole internet, go find something useful on it.”

You need speedy coding skills and a keen sense of what your leaders would find inspiring, along with all the strength of character of someone prospecting a new continent for minerals without knowing anything (yet) about what’s in the ground. The bigger the dataset and the less you know about the types of facts it could potentially cough up, the harder it is to roam around in it without wasting time. You’ll need unshakeable curiosity and the emotional resilience to handle finding a whole lot of nothing before you come up with something. It’s always easier said than done.

Here’s a bunch of data. Okay, analysts, where would you like to begin? Image: Source.

While analytics training programs usually arm their students with software skills for looking at massive datasets, statistics training programs are more likely to make those skills optional.

Leaping beyond the known

The bar is raised when you must contend with incomplete information. When you have uncertainty, the data you have don’t cover what you’re interested in, so you’re going to need to take extra care when drawing conclusions. That’s why good analysts don’t come to conclusions at all.

Instead, they try to be paragons of open-mindedness if they find themselves reaching beyond the facts. Keeping your mind open crucial, else you’ll fall for confirmation bias — if there are twenty stories in the data, you’ll only notice the one that supports what you already believe… and you’ll snooze past the others.

Beginners think that the purpose of exploratory analytics is to answer questions, when it’s actually to raise them.

This is where the emphasis of training programs flips: avoiding foolish conclusions under uncertainty is what every statistics course is about, while analytics programs barely scratch the surface of inference math and epistemological nuance.

Image: Source.

Without the rigor of statistics, a careless Icarus-like leap beyond your data is likely to end in a splat. (Tip for analysts: if you want to avoid the field of statistics entirely, simply resist all temptation to make conclusions. Job done!)

Analytics helps you form hypotheses. It improves the quality of your questions.

Statistics helps you test hypotheses. It improves the quality of your answers.

A common blunder among the data unsavvy is to think that the purpose of exploratory analytics is to answer questions, when it’s actually to raise them. Data exploration by analysts is how you ensure that you’re asking better questions, but the patterns they find should not be taken seriously until they are tested statistically on new data. Analytics helps you form hypotheses, while statistics lets you test them.

Statisticians help you test whether it’s sensible to behave as though the phenomenon an analyst found in the current dataset also applies beyond it.

I’ve observed a fair bit of bullying of analysts by other data science types who seem to think they’re more legitimate because their equations are fiddlier. First off, expert analysts use all the same equations (just for a different purpose) and secondly, if you look at broad-and-shallow sideways, it looks just as narrow-and-deep.

I’ve seen a lot of data science usefulness failures caused by misunderstanding of the analyst function. Your data science organization’s effectiveness depends on a strong analytics vanguard, or you’re going to dig meticulously in the wrong place, so invest in analysts and appreciate them, then turn to statisticians for the rigorous follow-up of any potential insights your analysts bring you.

You need both!

Choosing between good questions and good answers is painful (and often archaic), so if you can afford to work with both types of data professional, then hopefully it’s a no-brainer. Unfortunately, the price is not just personnel. You also need an abundance of data and a culture of data-splitting to take advantage of their contributions. Having (at least) two datasets allows you to get inspired first and form your theories based on something other than imagination… and then check that they hold water. That is the amazing privilege of quantity.

Misunderstanding the difference results in lots of unnecessary bullying by statisticians and lots of undisciplined opinions sold as a finished product by analysts.

The only reason that people with plenty of data aren’t in the habit of splitting data is that the approach wasn’t viable in the data-famine of the previous century. It was hard to scrape together enough data to be able to afford to split it. A long history calcified the walls between analytics and statistics so that today each camp feels little love for the other. This is an old-fashioned perspective that has stuck with us because we forgot to rethink it. The legacy lags, resulting in lots of unnecessary bullying by statisticians and lots of undisciplined opinions sold as a finished product by analysts. If you care about pulling value from data and you have data abundance, what excuse do you have not to avail yourself of both inspiration and rigor where it’s needed? Split your data!

If you can afford to work with both types of data professional, then hopefully it’s a no-brainer.

Once you realize that data-splitting allows each discipline to be a force multiplier for the other, you’ll find yourself wondering why anyone would approach data any other way.

By Cassie Kozyrkov

Head of Decision Intelligence, Google. ❤️ Stats, ML/AI, data, puns, art, theatre, decision science. All views are my own. twitter.com/quaesita

Sourced from Towards Data Science

Sourced from IT Brief

Recently IT Brief had the opportunity to sit down with SAS CEO Dr Jim Goodnight to discuss analytics, AI and the future of SAS.

To start off with can you just tell us a bit more about SAS’ journey within the education industry?

We have always had situations where businesses approach us and ask us to work with higher education institutions to ensure that students are familiar with our products because those skills are vital to the aforementioned businesses. So, we work with universities to set up programs that teach students analytics, and we’ve been doing that for a while.

Can we just switch gears a bit to healthcare, how do you see the industry changing with emerging tech?

A lot of stuff in healthcare we’re doing right now is around computer vision, to help the doctors. In Amsterdam, we’re working with them to try to better understand whether chemotherapy is working or not, whether it’s reducing the size of tumours. And I think as the doctor on stage said that is one of the worst parts of a doctor’s job is to sit there for hours going over CAT scans. We’re working on making that process more automated.

Obviously, we’re still working on this mainly at a university level, however, the potential impact of this technology is immeasurable. When it comes to data, I am of the belief that anything a human can see, we can teach a machine to learn it.

On the note of higher analytics, AI is often used as an umbrella term for analytics tools and this, in turn, can lead to misconceptions about its capabilities. What are some of the major risks of these misconceptions and what would your advice be to CTOs looking to adopt this technology?

Well, that once again depends on what you believe AI is. Artificial intelligence is defined as a computer making choices a human would normally make, however, that could mean a lot of things. The AI systems we have at the moment are primally rules-based, as you mentioned they analyse data and then refer to a set of rules to make their choice. Sometimes this can lead to some issues.

Take for example a bartender serving drinks and replace him with a robot, now the robot asks for age if the person displays proof that they are over 21 they get served a drink because the machine deems that the legal move, however, it does not take into account behaviour or intoxication level. You can see how that might complicate things, it’s the same for most businesses, you need to be aware of the limits of the current technology and not expect it to act beyond its programming.

I consider that most of the heavy-duty machine learning is artificial intelligence, but the strict, strict definition of that term. So, CTOs do have to be careful.

Just to finish off, SAS does a lot of work with children, schools and education programmes, what’s been the major driver behind this?

I think it’s important that the youth be able to read and write and do mathematics. So we do a lot of work in poorer places where kids aren’t often afforded the same kind of education that you and I have received and I believe its important that we do our best to help them receive that and prepare them for a better future. In the US for example, only about 40% of the kids can read at the third-grade level when they graduate from the third grade. We need to live up to our societal duty and help those in need.

Sourced from IT Brief

By James Henderson

Partners building out IT services are best positioned to capitalise in a big data and analytics (BDA) market set to experience double-digit growth in 2019.

That’s according to new IDC findings, which forecasts investment to reach US$189.1 billion globally, representing an increase of 12 per cent over 2018.

Of note to the channel, IT services will be the largest category within the BDA market this year at $77.5 billion, followed by hardware purchases ($23.7 billion) and business services ($20.7 billion).

Collectively, IT and business services will account for more than half of all BDA revenues until 2022, according to IDC.

“Digital transformation is a key driver of BDA spending with executive-level initiatives resulting in deep assessments of current business practices and demands for better, faster, and more comprehensive access to data and related analytics and insights,” said Dan Vesset, group vice president of IDC.

“Enterprises are rearchitecting to meet these demands and investing in modern technology that will enable them to innovate and remain competitive. BDA solutions are at the heart of many of these investments.”

Meanwhile, Vesset said BDA-related software revenues will be $67.2 billion in 2019, with end-user query, reporting, and analysis tools ($13.6 billion) and relational data warehouse management tools ($12.1 billion) being the two largest software categories.

According to IDC, the BDA technology categories that will see the “fastest revenue growth” will be non-relational analytic data stores (34 per cent) and cognitive/AI software platforms (31.4 per cent).

“Big data technologies can be difficult to deploy and manage in a traditional, on premise environment,” added Jessica Goepfert, program vice president of IDC. “Add to that the exponential growth of data and the complexity and cost of scaling these solutions, and one can envision the organisational challenges and headaches.”

However, Goepfert said cloud can help “mitigate some of these hurdles”.

“Cloud’s promise of agility, scale, and flexibility combined with the incredible insights powered by BDA delivers a one-two punch of business benefits, which are helping to accelerate BDA adoption,” Goepfert explained.

“When we look at the opportunity trends for BDA in the cloud, the top three industries for adoption are professional services, personal and consumer services, and media. All three industries are rife with disruption and have high levels of digitisation potential.

“Additionally, we often find many smaller, innovative firms in this space; firms that appreciate the access to technologies that may have historically been out of reach to them either due to cost or IT complexity.”

By James Henderson

Sourced from ARN

Sourced from Dimensionless

The Next Generation of Data Science

Quite literally, I am stunned.

I have just completed my survey of data (from articles, blogs, white papers, university websites, curated tech websites, and research papers all available online) about predictive analytics.

And I have a reason to believe that we are standing on the brink of a revolution that will transform everything we know about data science and predictive analytics.

But before we go there, you need to know: why the hype about predictive analytics? What is predictive analytics?

Let’s cover that first.

 Importance of Predictive Analytics

 

Black Samsung Tablet Computer

By PhotoMix Ltd

 

According to Wikipedia:

Predictive analytics is an area of statistics that deals with extracting information from data and using it to predict trends and behavior patterns. The enhancement of predictive web analytics calculates statistical probabilities of future events online. Predictive analytics statistical techniques include data modeling, machine learning, AI, deep learning algorithms and data mining.

Predictive analytics is why every business wants data scientists. Analytics is not just about answering questions, it is also about finding the right questions to answer. The applications for this field are many, nearly every human endeavor can be listed in the excerpt from Wikipedia that follows listing the applications of predictive analytics:

From Wikipedia:

Predictive analytics is used in actuarial science, marketing, financial services, insurance, telecommunications, retail, travel, mobility, healthcare, child protection, pharmaceuticals, capacity planning, social networking, and a multitude of numerous other fields ranging from the military to online shopping websites, Internet of Things (IoT), and advertising.

In a very real sense, predictive analytics means applying data science models to given scenarios that forecast or generate a score of the likelihood of an event occurring. The data generated today is so voluminous that experts estimate that less than 1% is actually used for analysis, optimization, and prediction. In the case of Big Data, that estimate falls to 0.01% or less.

Common Example Use-Cases of Predictive Analytics

 

Components of Predictive Analytics

 

A skilled data scientist can utilize the prediction scores to optimize and improve the profit margin of a business or a company by a massive amount. For example:

  • If you buy a book for children on the Amazon website, the website identifies that you have an interest in that author and that genre and shows you more books similar to the one you just browsed or purchased.
  • YouTube also has a very similar algorithm behind its video suggestions when you view a particular video. The site identifies (or rather, the analytics algorithms running on the site identifies) more videos that you would enjoy watching based upon what you are watching now. In ML, this is called a recommender system.
  • Netflix is another famous example where recommender systems play a massive role in the suggestions for ‘shows you may like’ section, and the recommendations are well-known for their accuracy in most cases
  • Google AdWords (text ads at the top of every Google Search) that are displayed is another example of a machine learning algorithm whose usage can be classified under predictive analytics.
  • Departmental stores often optimize products so that common groups are easy to find. For example, the fresh fruits and vegetables would be close to the health foods supplements and diet control foods that weight-watchers commonly use. Coffee/tea/milk and biscuits/rusks make another possible grouping. You might think this is trivial, but department stores have recorded up to 20% increase in sales when such optimal grouping and placement was performed – again, through a form of analytics.
  • Bank loans and home loans are often approved with the credit scores of a customer. How is that calculated? An expert system of rules, classification, and extrapolation of existing patterns – you guessed it – using predictive analytics.
  • Allocating budgets in a company to maximize the total profit in the upcoming year is predictive analytics. This is simple at a startup, but imagine the situation in a company like Google, with thousands of departments and employees, all clamoring for funding. Predictive Analytics is the way to go in this case as well.
  • IoT (Internet of Things) smart devices are one of the most promising applications of predictive analytics. It will not be too long before the sensor data from aircraft parts use predictive analytics to tell its operators that it has a high likelihood of failure. Ditto for cars, refrigerators, military equipment, military infrastructure and aircraft, anything that uses IoT (which is nearly every embedded processing device available in the 21st century).
  • Fraud detection, malware detection, hacker intrusion detection, cryptocurrency hacking, and cryptocurrency theft are all ideal use cases for predictive analytics. In this case, the ML system detects anomalous behavior on an interface used by the hackers and cybercriminals to identify when a theft or a fraud is taking place, has taken place, or will take place in the future. Obviously, this is a dream come true for law enforcement agencies.

So now you know what predictive analytics is and what it can do. Now let’s come to the revolutionary new technology.

Meet Endor – The ‘Social Physics’ Phenomenon

 

Image result for endor image free to use

End-to-End Predictive Analytics Product – for non-tech users!

 

In a remarkable first, a research team at MIT, USA have created a new science called social physics, or sociophysics. Now, much about this field is deliberately kept highly confidential, because of its massive disruptive power as far as data science is concerned, especially predictive analytics. The only requirement of this science is that the system being modeled has to be a human-interaction based environment. To keep the discussion simple, we shall explain the entire system in points.

  • All systems in which human beings are involved follow scientific laws.
  • These laws have been identified, verified experimentally and derived scientifically.
  • Bylaws we mean equations, such as (just an example) Newton’s second law: F = m.a (Force equals mass times acceleration)
  • These equations establish laws of invariance – that are the same regardless of which human-interaction system is being modeled.
  • Hence the term social physics – like Maxwell’s laws of electromagnetism or Newton’s theory of gravitation, these laws are a new discovery that are universal as long as the agents interacting in the system are humans.
  • The invariance and universality of these laws have two important consequences:
    1. The need for large amounts of data disappears – Because of the laws, many of the predictive capacities of the model can be obtained with a minimal amount of data. Hence small companies now have the power to use analytics that was mostly used by the FAMGA (Facebook, Amazon, Microsoft, Google, Apple) set of companies since they were the only ones with the money to maintain Big Data warehouses and data lakes.
    2. There is no need for data cleaning. Since the model being used is canonical, it is independent of data problems like outliers, missing data, nonsense data, unavailable data, and data corruption. This is due to the orthogonality of the model ( a Knowledge Sphere) being constructed and the data available.
  • Performance is superior to deep learning, Google TensorFlow, Python, R, Julia, PyTorch, and scikit-learn. Consistently, the model has outscored the latter models in Kaggle competitions, without any data pre-processing or data preparation and cleansing!
  • Data being orthogonal to interpretation and manipulation means that encrypted data can be used as-is. There is no need to decrypt encrypted data to perform a data science task or experiment. This is significant because the independence of the model functioning even for encrypted data opens the door to blockchain technology and blockchain data to be used in standard data science tasks. Furthermore, this allows hashing techniques to be used to hide confidential data and perform the data mining task without any knowledge of what the data indicates.

Are You Serious?

Image result for OMG image

That’s a valid question given these claims! And that is why I recommend everyone who has the slightest or smallest interest in data science to visit and completely read and explore the following links:

  1. https://www.endor.com
  2. https://www.endor.com/white-paper
  3. http://socialphysics.media.mit.edu/
  4. https://en.wikipedia.org/wiki/Social_physics

Now when I say completely read, I mean completely read. Visit every section and read every bit of text that is available on the three sites above. You will soon understand why this is such a revolutionary idea.

  1. https://ssir.org/book_reviews/entry/going_with_the_idea_flow#
  2. https://www.datanami.com/2014/05/21/social-physics-harnesses-big-data-predict-human-behavior/

These links above are articles about the social physics book and about the science of sociophysics in general.

For more details, please visit the following articles on Medium. These further document Endor.coin, a cryptocurrency built around the idea of sharing data with the public and getting paid for using the system and usage of your data. Preferably, read all, if busy, at least read Article No, 1.

  1. https://medium.com/endor/ama-session-with-prof-alex-sandy-pentland
  2. https://medium.com/endor/endor-token-distribution
  3. https://medium.com/endor/https-medium-com-endor-paradigm-shift-ai-predictive-analytics
  4. https://medium.com/endor/unleash-the-power-of-your-data

Operation of the Endor System

Upon every data set, the first action performed by the Endor Analytics Platform is clustering, also popularly known as automatic classification. Endor constructs what is known as a Knowledge Sphere, a canonical representation of the data set which can be constructed even with 10% of the data volume needed for the same project when deep learning was used.

Creation of the Knowledge Sphere takes 1-4 hours for a billion records dataset (which is pretty standard these days).

Now an explanation of the mathematics behind social physics is beyond our scope, but I will include the change in the data science process when the Endor platform was compared to a deep learning system built to solve the same problem the traditional way (with a 6-figure salary expert data scientist).

An edited excerpt from https://www.endor.com/white-paper:

From Appendix A: Social Physics Explained, Section 3.1, pages 28-34 (some material not included):

Prediction Demonstration using the Endor System:

Data:
The data that was used in this example originated from a retail financial investment platform
and contained the entire investment transactions of members of an investment community.
The data was anonymized and made public for research purposes at MIT (the data can be
shared upon request).

 

Summary of the dataset:
– 7 days of data
– 3,719,023 rows
– 178,266 unique users

 

Automatic Clusters Extraction:
Upon first analysis of the data the Endor system detects and extracts “behavioral clusters” – groups of
users whose data dynamics violates the mathematical invariances of the Social Physics. These clusters
are based on all the columns of the data, but is limited only to the last 7 days – as this is the data that
was provided to the system as input.

 

Behavioural Clusters Summary

Number of clusters:268,218
Clusters sizes: 62 (Mean), 15 (Median), 52508 (Max), 5 (Min)
Clusters per user:164 (Mean), 118 (Median), 703 (Max), 2 (Min)
Users in clusters: 102,770 out of the 178,266 users
Records per user: 6 (Median), 33 (Mean): applies only to users in clusters

 

Prediction Queries
The following prediction queries were defined:
1. New users to become “whales”: users who joined in the last 2 weeks that will generate at least
$500 in commission in the next 90 days
2. Reducing activity : users who were active in the last week that will reduce activity by 50% in the
next 30 days (but will not churn, and will still continue trading)
3. Churn in “whales”: currently active “whales” (as defined by their activity during the last 90 days),
who were active in the past week, to become inactive for the next 30 days
4. Will trade in Apple share for the first time: users who had never invested in Apple share, and
would buy it for the first time in the coming 30 days

 

Knowledge Sphere Manifestation of Queries
It is again important to note that the definition of the search queries is completely orthogonal to the
extraction of behavioral clusters and the generation of the Knowledge Sphere, which was done
independently of the queries definition.

Therefore, it is interesting to analyze the manifestation of the queries in the clusters detected by the system: Do the clusters contain information that is relevant to the definition of the queries, despite the fact that:

1. The clusters were extracted in a fully automatic way, using no semantic information about the
data, and –

2. The queries were defined after the clusters were extracted, and did not affect this process.

This analysis is done by measuring the number of clusters that contain a very high concentration of
“samples”; In other words, by looking for clusters that contain “many more examples than statistically
expected”.

A high number of such clusters (provided that it is significantly higher than the amount
received when randomly sampling the same population) proves the ability of this process to extract
valuable relevant semantic insights in a fully automatic way.

 

Comparison to Google TensorFlow

In this section a comparison between prediction process of the Endor system and Google’s
TensorFlow is presented. It is important to note that TensorFlow, like any other Deep Learning library,
faces some difficulties when dealing with data similar to the one under discussion:

1. An extremely uneven distribution of the number of records per user requires some canonization
of the data, which in turn requires:

2. Some manual work, done by an individual who has at least some understanding of data
science.

3. Some understanding of the semantics of the data, that requires an investment of time, as
well as access to the owner or provider of the data

4. A single-class classification, using an extremely uneven distribution of positive vs. negative
samples, tends to lead to the overfitting of the results and require some non-trivial maneuvering.

This again necessitates the involvement of an expert in Deep Learning (unlike the Endor system
which can be used by Business, Product or Marketing experts, with no perquisites in Machine
Learning or Data Science).

 

Traditional Methods

An expert in Deep Learning spent 2 weeks crafting a solution that would be based
on TensorFlow and has sufficient expertise to be able to handle the data. The solution that was created
used the following auxiliary techniques:

1.Trimming the data sequence to 200 records per customer, and padding the streams for users
who have less than 200 records with neutral records.

2.Creating 200 training sets, each having 1,000 customers (50% known positive labels, 50%
unknown) and then using these training sets to train the model.

3.Using sequence classification (RNN with 128 LSTMs) with 2 output neurons (positive,
negative), with the overall result being the difference between the scores of the two.

Observations (all statistics available in the white paper – and it’s stunning)

1.Endor outperforms Tensor Flow in 3 out of 4 queries, and results in the same accuracy in the 4th
.
2.The superiority of Endor is increasingly evident as the task becomes “more difficult” – focusing on
the top-100 rather than the top-500.

3.There is a clear distinction between “less dynamic queries” (becoming a whale, churn, reduce
activity” – for which static signals should likely be easier to detect) than the “Who will trade in
Apple for the first time” query, which are (a) more dynamic, and (b) have a very low baseline, such
that for the latter, Endor is 10x times more accurate!

4.As previously mentioned – the Tensor Flow results illustrated here employ 2 weeks of manual
improvements done by a Deep Learning expert, whereas the Endor results are 100% automatic and the entire prediction process in Endor took 4 hours.

Clearly, the path going forward for predictive analytics and data science is Endor, Endor, and Endor again!

Predictions for the Future

Personally, one thing has me sold – the robustness of the Endor system to handle noise and missing data. Earlier, this was the biggest bane of the data scientist in most companies (when data engineers are not available). 90% of the time of a professional data scientist would go into data cleaning and data preprocessing since our ML models were acutely sensitive to noise. This is the first solution that has eliminated this ‘grunt’ level work from data science completely.

The second prediction: the Endor system works upon principles of human interaction dynamics. My intuition tells me that data collected at random has its own dynamical systems that appear clearly to experts in complexity theory. I am completely certain that just as this tool developed a prediction tool with human society dynamical laws, data collected in general has its own laws of invariance. And the first person to identify these laws and build another Endor-style platform on them will be at the top of the data science pyramid – the alpha unicorn.

Final prediction – democratizing data science means that now data scientists are not required to have six-figure salaries. The success of the Endor platform means that anyone can perform advanced data science without resorting to TensorFlow, Python, R, Anaconda, etc. This platform will completely disrupt the entire data science technological sector. The first people to master it and build upon it to formalize the rules of invariance in the case of general data dynamics will for sure make a killing.

It is an exciting time to be a data science researcher!

Data Science is a broad field and it would require quite a few things to learn to master all these skills.

Dimensionless has several resources to get started with.

Sourced from Dimensionless

By Abner Li

Last week, Google marked the one year anniversary of its Google News Initiative aimed at supporting publications with new technology and funding. The company today announced new analytics tools to help news organizations make better use of incoming data.

As a follow up to last year’s News Consumer Insights report, Google is launching Realtime Content Insights (RCI). This tool leverages data from your site’s Google Analytics to present a dashboard of popular articles and trending topics across different regions in a more visual manner.

A full screen display mode is ideal for televisions and other large screens that are often used in today’s newsrooms to show various stats. The “Newsroom View” will display your top articles — complete with headline and cover images — with a “Real-time readers” metric and more historical “Views Last 30 Mins” count.

On regular screens, you can also get a list of top articles, and traffic sources by geography and referrals. The web app is freely available today for any Google Analytics user today. Google hopes this will help publications make “quick, data-driven decisions on content creation and distribution.”

Google real-time news dashboard

The “Propensity to Subscribe” signal within Google Ad Manager uses machine learning to help publishers determine readers that are likely to pay for content and those that aren’t. Still in closed beta today, Google plans to integrate it into Subscribe with Google this year.

We’re making progress on our propensity modeling: early tests from our model suggest that readers in the top 20 percent of likely subscribers are 50 times more likely to subscribe than readers in the bottom 20 percent.

Lastly, a Data Maturity Benchmark helps “publishers assess their data maturity, compare themselves to other news organizations and take steps to improve.”

The tool accompanies a new report published today by Deloitte that examines how news and media companies can use data to increase user engagement on digital platforms and drive value through the monetization of those platforms.

By Abner Li

Sourced from 9TO5 Google

By Louise Herring, Helen Mayhew,  Akanksha Midha and Ankur Puri

Analytics translators perform some of the most essential functions for integrating analytics capabilities in a company. They define business problems that analytics can help solve, guide technical teams in the creation of analytics-driven solutions to these problems, and embed solutions into business operations. It’s specialized work, calling for strong business acumen, some technical knowledge, and project management and delivery chops.

Deploying translators is especially important during a company’s early efforts to use analytics, when much of its analytics know-how resides in a small cohort of data leaders and practitioners. We’ve seen companies hatch ambitious plans to apply analytics in dozens of situations—only to pull back because they employ too few people who can deliver solutions. That gap should shrink in the long term, as analytics pervades business and analytics training becomes a standard part of employee development. But in the face of competitive pressure, companies cannot wait to work with analytics on a large scale. Translators can help businesses climb the analytics learning curve quickly and roll out more use cases than they might otherwise.

While translators can acquire some of the requisite knowledge for the job through coursework, they make the most impact once they have developed practical skills through on-the-job experience. Yet it is all too common for executives to assume that employees can act as effective translators, capable of delivering analytics solutions, once they complete a class on the rudiments of modelling. In fact, employees who only receive classroom training are more like teenagers who sit through a driver’s-education course, then walk outside and try to drive away—with no behind-the-wheel training, supervised practice, or road sense.

Translators can only master their trade by observing seasoned colleagues at work and then working on actual problems with expert guidance. This progressive, real-world learning approach prepares translators to manage diverse teams of specialists, create replicable workflows, and apply business judgment while assessing trade-offs. None of these steps can be skipped if a company hopes to apply analytics widely and generate significant value.

Recruiting translators and positioning them for impact

Before launching a translator-training effort, executives should map out a company’s analytics strategy and priorities. Then they can determine how many translators are needed in each part of the business—and target recruiting and training programs accordingly.

Translators typically sit within business units, in proximity to day-to-day operations in stores, plants, mines, call centres, and other sites where employees make products or deal with customers. These vantage points let them spot uses for analytics and ensure that analytics solutions are embedded into the business for impact.

Ideally, translators will have spent time working in business operations before starting translator training. Existing business staff often make better translators than new hires because they have an important quality that is hard to teach: knowledge of a business domain where analytics will be applied. To put this another way, business operations are the typical translator’s “mother tongue.”

In addition to business acumen, other qualities companies should look for in internal translator candidates include comfort working with numbers, project management skill, and entrepreneurial spirit. Training curricula can then concentrate on the technical knowledge and practical methods that translators need.

Building basic analytics awareness

The first stage of a translator-training program should equip employees with fundamental analytics knowledge: a basic understanding of how analytical techniques can help solve typical business problems, as well as general familiarity with the process of developing analytics use cases.

This level of knowledge is readily attained from a week or so of classroom training covering:

  • The potential to use analytics broadly within their industry and, more specifically, across the business’s value chain.
  • General techniques for prioritizing analytics use cases and defining their scope.
  • An overview, and ideally a simulation, of the lifecycle of an analytics use case: defining a business problem, selecting target variables, brainstorming features of a potential solution, and interpreting results.
  • The roles that translators and other specialists (such as data scientists, data engineers, technical architects, and user-experience designers) play at each stage of an analytics use case.
  • The major types of analytical approaches (descriptive, predictive, and prescriptive), with deep dives into a few common algorithms (such as decision trees, neural nets, and random forests) and how they apply to business problems.
  • Methods for evaluating the performance of analytics models and understanding the trade-offs associated with particular models.
  • Agile ways of working—testing and learning from short development cycles, or “sprints”—that help multi-functional teams to deliver effective solutions swiftly.
  • Practices for embedding analytics solutions in the business and overcoming implementation difficulties, such as cultural barriers.

Translators also need the technical depth to hold their own when discussing problem-solving approaches with data scientists. Many take online tutorials to learn common programming languages, such as R or Python, and learn more complex algorithms. To lead delivery of use cases, though, translators must hone their skills through hands-on practice—much as language students reinforce their classroom learning when they are immersed among native speakers.

Developing the ability to deliver analytics use cases

An analytics use case follows an end-to-end process that is applicable to a wide range of business problems. The translator first helps define a business problem and “translates” it to data scientists in technical terms. She then confirms that the selected analytical technique solves the problem cleanly and efficiently, and she might collaborate with designers if the use case calls for a tool for front-line colleagues.

The process concludes with implementation of the analytics solution, which the translator facilitates by helping users incorporate it into their routines. This often includes explaining to end users what takes place inside the “black box” of a model, so they can be comfortable leveraging the insights it delivers.

Most translators learn the delivery process through classroom or online study and then master them during apprenticeships. They start by observing expert translators on the job and gradually assume more responsibility, culminating with responsibility for teaching others. The typical progression consists of the following stages:

  • Shadowing an experienced translator on one or more use cases.
  • Leading use cases under the supervision of an experienced translator.
  • Leading use cases independently, turning to experienced translators for help with specific difficulties.
  • Coaching apprentice translators on the pathway described above.

There’s no fixed number of use cases that translators must complete at each stage to progress their abilities. The right number is the number that prepares translators to advance to the next stage, and it can vary with the range and sophistication of the analytical techniques and business problems that a translator deals with, among other factors.

Our experience suggests that translators spend six to twelve months in training. Others may be ready sooner. One translator at McKinsey started training with a degree in engineering and several years of consulting experience, which had taught him to structure and solve business problems. After studying data science in a week-long executive-education course, he worked alongside an experienced translator and then began leading use cases. Now he’s not only a productive translator, but he also serves as a teaching assistant in analytics classes.

Since companies that are just beginning to implement use cases usually don’t have experienced translators, some rely on external translators to deliver their first wave of use cases and oversee their initial apprentices. Once three or four employees have learned to deliver use cases, they can train new apprentices.

Translator training is one of the most important analytics investments a company can make, because companies seldom capture the full value of analytics without capable translators. The key to training a translation workforce is a multi-tiered progression, in which employees study concepts in a classroom before mastering new skills through apprenticeships. Translators connect the theory and the practice of analytics; their training courses must do the same.

Feature Image Credit: Jonathan Knowles/Getty Images 

By Louise Herring, Helen Mayhew,  Akanksha Midha and Ankur Puri

Sourced from Harvard Business Review