Annotated Bibliography for Data Warehousing Presentation 1. Aircraft Economics, March 1, 2003, Pg. , Managing !

elationships, by "eoff #earn $ #earn describes ho% data %arehousing is central to custo&er relations &anage&ent, and describes the e'olution of their de'elop&ent through the 1 (0s and 1 )0s. *yste& de'elop&ent historically has focused on day+to day operational needs of depart&ents %ithin an organi,ation. -hese syste&s %ere designed %ith the perfor&ance needs of a single depart&ent in &ind. these syste&s lac/ed fle0ibility and analytical po%er. -he legacy syste&s designed in the 1 (0s and )0s pro'ide up to (01 of the business data for large corporations. Airlines ha'e found &i0ed success %ith 2!M. Many airlines began %or/ing on 2!M %ithout defining their goals, letting the soft%are define %hat 2!M %ould acco&plish for the&. A&erican Airlines is generally regarded as ha'ing one of the &ost successful 2!M progra&s. its success is attributed to its ability to good 3personali,ation4 analy,ing indi'idual records to deter&ine %hat custo&ers %ant, and their ability to get this infor&ation any%here the interaction %ith the custo&er is ta/ing place 5call centers, airports, etc.6 2. Target Marketing, 7ol. 28, 9o. 11, Pg. :1, 9o'e&ber 2003, A ;ailing "rade, by Arthur Middleton #ughes + #ughes %rites that the proble& %ith &any 2!M syste&s is their lac/ of planning. Most co&panies are spending far too &uch &oney on large data %arehouses and &illion+dollar soft%are. <nstead, co&panies should focus on strategies that can be e0ecuted %ith a s&aller cash outlay and &ore &odest data &arts. 3. Customer Interface, 7ol. 1:, 9o. :. Pg. 30, May 2002, =rder out of chaos> po%erful data %arehousing techni?ues transfor& &ountains of data into 'aluable reports, unloc/ing i&portant business trends, by @ennifer Anne Pere, $ %hen de'eloped properly, data %arehouses can generate useful reports of custo&er trends o'er ti&e %hich can be used to increase re'enue. #o%e'er, data %arehousing re?uires a long+ter& co&&it&ent to be successfully i&ple&ented. Data %arehouses can ta/e years to build, during %hich ti&e a co&pany &ay go through se'eral leadership changes, %hich can destroy the continuity and priority of data %arehousing obAecti'es. Managers also encounter challenges finding the appropriate staff to &anage data %arehouses. Analysts should be both creati'e and ris/ ta/ers, but %ith a general sense of financial prudence. B. M<- *loan Manage&ent !e'ie%, 7ol. B2, 9o. B. Pg. 1)+1 ,*u&&er 2001, *uccessful custo&er+relationship &anage&ent $ 2!M synthesi,es all of a co&panyCs 3touchpoints4 52all centers, %ebsites, retail locations, etc.6 to support custo&er interactions as %ell as pro'ide infor&ation for financial forecasts, product planning, and in'entory &anage&ent. -he /ey to i&ple&enting 2!M is to include support at all le'els, especially top &anage&ent. 2!M cannot be Aust a

&ar/eting or custo&er support function. it &ust include strategic planning functions. *uccessful 2!M proAects do re?uire a significant financial in'est&ent 5the &edian annual 2!M budget is currently D1 &illion6. :. -he Ban/er, Dece&ber 1, 2003, Branch !ene%al + -he Data "a&e, by 2raig Abra&son $ 2!M allo%s co&panies to gather infor&ation on custo&ers to offer &ore potentially profitable custo&ers appropriate products and ser'ices. 2entrali,ing the storage of data can offers cost reduction and &ore predictability in future data storage costs. 2onsolidated data also results in a single dictionary of &etadata and a single 'ie% of the custo&er for all depart&ents. 8. Managing 2usto&er *er'ice, Pg. 1, ;ebruary, 2000, 2usto&er !elationship Manage&ent $ 10 Pitfalls $ a&ong the &aAor &ista/es &any fir&s e0perience in i&ple&enting 2!M> a. 9ot as/ing %hatC sin it for the custo&er b. 9ot as/ing %hatCs in it for the co&pany c. 9ot defining a clear strategy d. 9ot obtaining the right data for your strategy e. Enderesti&ating the degree of co&pany+%ide in'ol'e&ent f. 9ot outsourcing %hen appropriate g. -a/ing too long to beco&e operational h. 9ot starting s&all i. 9ot testing your data A. ='eresti&ating the data, soft%are, and resources you need to get started (. 2o&puter%orld, ;ebruary 2B, 2003, Best in class> Data %arehouse boosts profits by e&po%ering sales force, by "ary Anthes $ by analy,ing the cross+selling success rates of all 80,000e&ployees at o'er 100 stores, =ffice Depot %as able to boost annual re'enue by D11( &illion. ). 92! -eradata Fibrary, http>GG%%%.teradatalibrary.co&GpdfGeb3030.pdf + by i&ple&enting a data %arehousing solution, =ffice Depot %as able to better identify successful cross+selling strategies, resulting in a double digit increase in attach&ent rates 5buyers purchasing additional products through suggested selling6 . A&erican Ban/er, 7ol. 18), 9o. B3. Pg. 1, March :, 2003,-ech *cene> A 2!M Eser Ma/ing the !e'enue 2ase. $ Ban/ of 9e% Hor/ i&ple&ented a 2!M progra& to i&pro'e custo&er retention. -he ban/ can no% identify custo&ers %hose %ithdra%al or deposit beha'ior suggests they &ay be planning to lea'e shortly. -he ban/ can then either offer additional products or ser'ices to the custo&er in an atte&pt to retain the custo&er. -he ban/ also co&pares the custo&erCs deposit and %ithdra%al history %ith that of si&ilar custo&ers to

predict %hich products or ser'ices the custo&er is li/ely to purchase. -he ban/ %as able to begin obtaining useful infor&ation %ithin dIsi0 &onths of i&ple&entation. 10. <nfo World, 7ol. 2:, 9o. B). Pg. 12, Dece&ber ), 2003, Data Warehouses "et Acti'e, by Jphrai& *ch%art, $ real ti&e data access, as opposed to batched &onthly reports, is allo%ing co&panies to offer &ore effecti'e &ar/eting progra&s and pro'ide custo&ers &ore po%erful self+ser'ice tools. -ra'elocity is utili,ing this type of data to &ore accurately tailor special airline and 'acation pac/ages to custo&ers %ho ha'e e0pressed interest or recently flo%n to selected destinations. By creating a targeted ca&paign instead of a &ass &ailing, the co&pany achie'ed a 2:1 return rate on the e&ails sent to custo&ers. 11. Applebees International, http>GG%%%.teradata.co& + ApplebeeCs stated that it %as crucial for the& to focus on their core custo&ers and understand their preferences. As such, ApplebeeCs used to utili,e spreadsheets to deter&ine their 1:0 storesC custo&er taste preferences, sales for the store, necessary ordering and in'entory le'els, and &ar/eting re%ards fro& pro&otions. -hey reali,ed this %as not efficient and that it too/ e0tre&ely long a&ounts of ti&e and processing Aust to internali,e the data. -hey decided to &o'e to a -eradata %arehouse instead to try to obtain &ore efficiency. Etili,ing -eradata, ApplebeeCs has reali,ed an increase in in'entory le'el accuracy for ne% pro&otions, a decrease in necessary processing ti&e, lo%er costs due to o'eresti&ates, and &ore infor&ed decision+ &a/ing for the future of the co&pany %hich has led the co&pany to unco'er ne% business opportunities that they %ould ne'er ha'e seen %ith their old &ethodologies of processing and housing data. 12. Richard Dal ell! "irst click at Ama on.com, @uly 2, 2001, http>GG%%%.cnn.co& by *usannah Patton $A&a,on.co& prides itself as trying to be the &ost custo&er+ centric co&pany in the %orld. With this in &ind they ha'e tried to hone in on an e0panding technology and a 2!M based syste& to help their custo&ers find the products that they see/ and assist the& in finding related products to those that they already o%n. -he /ey to the co&pany is personali,ation, and this can only be found by /no%ing the data on your custo&ers and utili,ing it to &eet their needs. -he co&pany stated that they %ill continue focusing on these factors in establishing their continued gro%th and &aturity in the future and that they %ill &aintain an e0cellent tea& in order to reap these re%ards. 13. #ocial $et%orking! M& 'eople (no% )our 'eople, http>GG%%%.co&puter%orld.co&, by Alan #oro%it,+-his article discussed the tie being established bet%een <nterAction, an online conference re?uest syste&, and the need for a 2!M structure. <nterAction ta/es %or/ contact infor&ation for a co&pany and allo%s others to 'ie% it. *ay you didnCt /no% %ho the 2<= of a co&pany %as, the infor&ation and contact infor&ation %ould be listed. Hou

could re?uest a &eeting %ith this person and they could through the syste& refuse you. <tCs a %ay to &a/e business contacts that other%ise you %ould ne'er ha'e been able to &a/e. 2!M is needed because the data &ust be stored and easily accessible, and this is the %ay to &eet this need. 1B. Microsoft CRM Integration %ith Alti*en Contact Center 'roducts, 2003, http>GG%%%%.altigen.co&G&icorsoftK2!M.ht&l+Microsoft 2!M is being utili,ed to assist call centers that utili,e and <ntegrated <7! syste& %hich parses inco&ing calls to associates. MicrosoftCs 2!M allo%s a custo&erCs record to ?uic/ly be pulled up along %ith their necessary trac/ed data thus allo%ing for i&pro'ed custo&er ser'ice, an increase in transaction 'olu&es and re'enues associated %ith custo&er calls. <t further allo%s a call center to ha'e the fle0ibility to ad&inister records on a 3?uic/+ti&e4 basis, %hich &ust be had for any call center. 1:. "edE+ Impro,es Data -arehouse, Enabling Deeper .ie% of Customers, 7ol. 22, 9o. B:, Dece&ber B, 2000, DM 9e%s, by Melissa 2a&panelli, ;ed J0 already had a data %arehouse but reali,ed that they needed an i&pro'ed data %arehouse that %ould be utili,ed by all their subsidiaries as %ell rather than each ha'ing their o%n infrastructure established. -he co&pany decided to utili,e a &ulti-erabyte data %arehouse and to &erge their co&pany into one large corporation, %ith one contact phone nu&ber, one custo&er %ebpage, %ith one trac/ing syste& that could house a &illion records being trac/ed in a gi'en day. -he co&pany stated that in the past they ha'e /no%n their custo&ers at the account le'el and no% they %ant to /no% %ho the custo&ers are %ithin those accounts and %hat their roles are and that they belie'e this ne% platfor& &ay Aust gi'e the& the le'erage no% to do so. 18. Actions for Data -arehouse #uccess, http>GG%%%.d%infocenter.orgGsuccess.ht&l, by Farry "reenfield+ -he Data Warehousing <nfor&ation 2enter+ -his article basically discussed the steps that a de'eloper needs to ta/e %hen creating a data %arehouse for a user. *uch steps %ere to /eep the custo&er in the de'elop&ent loop fro& the beginning, to ha'e the& test the features that you are adding and not Aust to assu&e that the ?uery set up you ha'e installed functions correctly, and to ta/e training %ith the users slo%, as %ell as to be ready to support &aintenance 1001 %hen the data %arehouse is released to the field. Plus, ongoing co&&unication is necessary to ensure that you ha'e fully &et the userCs need and continued support. 1(. Data -arehousing 'olitical Issues, http>GG%%%%.d%infocenter.orgGpolitics.ht&l, -he Data Warehousing <nfor&ation 2enter, by Farry "reenfield/ -his article discussed so&e of the political issues associated bet%een custo&er and technical tea&s in de'eloping a data %arehouse at&osphere. *o&e of the issues addressed %ere %ho should be gi'en the responsibility for creating the data %arehouse, %hether it should be a de'elop&ent group, or the internal <- depart&ent, %ho has 'ested interest, and once created, %ho should &aintain it and ho%. -hroughout the article issues such as these %ere brought up and the o'erall resolution %as that

it depends on the situation and these are ite&s that &ust be decided %ithin the co&pany and agreed to by the de'elopers. 1). Data -arehousing, Customer Relationship Management Dri,e Recent #A# Institute #ales, http>GG%%%.teradata.co& $ 2!M 52usto&er !elationship Manage&ent6 is the /ey to successful ban/ing and teleco&&unications. 2!M can be used to reduce custo&er attrition, identify cross+sell opportunities, and ca&paign &anage&ent. Enderstanding %ho the custo&er is and their beha'ior, ?uic/ly responding to the needs of the custo&er %ill be the e0pectations for long+ ter& success %ith 2!M. 1 . The #tages of *ro%th for CRM and Data -arehousing, *epte&ber 2000, %%%.d&re'ie%.co&, by !onald *. *%ift $ Discusses the fi'e stages of de'eloping a database. -he &ost po%erful use of the data %arehouse and 2!M applications is by the &ode of using real ti&e in an acti'e data %arehouse. -here needs to be predefined ?ueries and reporting decided before starting to build the data %arehouse. A triple 'ie% of /no%ing the past, analy,ing the present, and predicting the future is the goal of a successful data %arehouse and 2!M. 20. The Data To Make Decisions, April 2001, Best !e'ie%, by Patricia F. *aporito + -he e&erging generation of data %arehousing is i&pro'ing the e0ecution of a business strategy through dyna&ic &easure&ent and &anage&ent. -here are fi'e stages &ost co&&on in the process of decision support %ithin an organi,ation> reporting 5integrating infor&ation into a repository6. analysis 5focusing on %hy so&ething happened6. prediction 5understanding %hat %ill happen ne0t &onth or in the future6. operations 5focusing on tactical decision support6. disinter&ediation 5operational aspects of decision support6. -he philosophy of using a data %arehouse is to increase the speed and accuracy of business decisions. -he goal is to get as near to real ti&e as necessary to satisfy the business and its custo&ers. 21. About 0R 1 0R Topics / -arehousing 2 3usiness Intelligence, http>GG%%%%.orsoc.org.u/GaboutGtopicGproAectsGel%oodG=therKdisciplines.ht& + A data %arehouse contains detailed beha'ioral data and is needed to &a/e the in'est&ent in data &ining tools %orth%hile. -he central idea behind 2!M is to help the organi,ation focus on its custo&ers and ser'icing the&. -he purpose is to retain the profitable custo&ers and facilitate cross+selling. 2!M technology recogni,es that custo&ers do not al%ays use the sa&e purchasing &ode. -here are different co&&unication channels 5/no%n as touchpoints6, including telephone, letter, fa0, face to face, e+&ail, and the Web. -hese transactions need to be done in real ti&e. A custo&er data %arehouse is no% considered to be a pre+re?uisite for effecti'e 2!M. 22. 3M > "lued to the Web, http>GG%%%.business%ee/.co&>G2000G00KB(Gb3(0)0B(.ht& + -he ) year old 3M

co&panyCs online database is generating 9e% Jcono&y efficiencies. *ince 1 (, the co&pany has in'ested D30 &illion in the database, %hile ongoing &aintenance costs ha'e been 2.8 &illion each year. #o%e'er, 3M is sa'ing &ore than D10 &illion a year in &aintenance and custo&er ser'ice costs. <n addition, %ith the accuracy of sales results 3M is sa'ing an additional D2.: &illion a year. -he data %arehouse deli'ers custo&er, product, sales, in'entory, and financial results directly to the des/tops of 3 M %or/ers and partners, %ho can access the infor&ation 'ia the 9et. -he database has forced 3M to standardi,e spelling of the products and abbre'iations used throughout the co&pany. 5Post+it 9otes %ere spelled si0 different %ays.6 -o sol'e stoc/ out proble&s, the data %arehouse no% can generate a de&and+planning syste& that %ill &onitor in'entory le'els for products and custo&ers. 23. 'I$*, http>GG%%%.teradata.co& $ P<9" had a goal of i&pro'ing their custo&er ser'ice and processing the designing and &anufacturing &ade+to+order golf clubs. P<9" needed a syste& that %ould allo% e0pansion as the co&pany e0panded. -he -eradata Warehouse they decided on ser'es &ore than 3:0 users. -he users need decision support to access and analy,e standard sales, in'entory, shipping, ti&e, and attendance. -he syste& pro'ides users %ith real ti&e responses. -he data %arehouse is an integral part of the production and sales cycle at P<9". -he syste& at P<9" re?uires only one part+ti&e ad&inistrator to &aintain the syste&. 2B. =$E *mb4, http>GG%%%.teradata.co& $ =9J "&b# has e0panded the deli'erables of loyalty based on custo&er seg&entation, &ar/et auto&ation ca&paigns fro& custo&er data and 'alue, and Web Analytics and personali,ed offers fro& custo&er profiles %ith its -eradata Warehouse. =9J "&b# has recently integrated its =9J portal %ith the -eradata Warehouse. =9J lin/ed its 2usto&er 2ontact 2enter data to its -eradata Warehouse, allo%ing for &easure&ent of custo&er infor&ation. -he Warehouse assists the call center agents to ans%er ?uestions, acti'ate ne% accounts, and continue to build on the custo&er ser'ice of =9J. -he Warehouse has helped to i&pro'e its custo&er satisfaction le'el, %hich increases the custo&er loyalty. <n addition, it helps to de'elop targeted and effecti'e &ar/eting plans by such ite&s as> business or residential user, pricing plans of the user, products and ser'ices if the user, and usage patterns. 2:. *ears 2o&bines !etail !eporting and 2usto&er Databases on a *ingle Platfor&, http>GG%%%.teradata.co& $ *ears co&bined store sales and in'entory data %ith their custo&er database. Both of the databases contained sales data, but one database contained data based on products, %hile the other contained it based on custo&er purchases. -he databases %ere both at (:1 capacity, %hich results in up to a four day lag ti&e for so&e of their reports. *ears had to &a/e a decision on changing or upgrading their database, due to this o'er capacity proble&. -hey decided to &o'e to a consolidated unit. -hey integrated the t%o syste&s into one consolidated unit. -he ne% co&bined data %arehouse runs around 8:1 capacity, and has eli&inated the lag ti&e in the generation of reports. Mar/eting has the ability no% to tie the custo&er purchases to ad'ertising and other pro&otional alternati'es to deter&ine %hich are not effecti'e.