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A project report on
SAS
Submitted towards partial fulfillment of the/requirement for the award of the
Post-Graduate Diploma in Business Management
Approved by AICTE
(Equivalent to MBA)
ACADEMIC SESSION
(2009-11)
PGDM-BM
INSTITUTE OF MANAGEMENT STUDIESLAL QUAN, GHAZIABAD (201 009)
1
SUBMITTED TO:
Prof. Awdhesh Gupta
Faculty (IT)
SUBMITTED BY:
Ashish Rai BM-09001Ashok BM-09049
Chinghakam Denis BM-09056
Danish Zameer BM-09057
Sharuti BM-09193
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DECLARATION
We declare that the project SAS is an original and work carried out in partial fulfillment of the
requirement for awarding Post Graduate Diploma in Business Management degree at Institute Of
Management Studies, Ghaziabad.
Project Conducted By:
Ashish Rai BM-09001
Ashok BM-09049
Chinghakam Denis BM-0905
Danish Zameer BM-0905
Sharuti BM-09193
Vibhor Tyagy BM-09233
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ACKNOWLEDGEMENTIt is arduous to pen down the extent of our feelings, yet through this
acknowledgement, we wish to convey our deepest regards and gratitude
towards those who helped us to carry out and present this work.
Before going to the thick of things we would like to add some heartfelt
words. We owe a huge debt of thanks and deep sense of gratitude to Mr.
Awdesh Gupta (Faculty IT, PGDBM, IMS Ghaziabad) under whose guidance,
supervision and encouragement the present study was undertaken and
completed. Her sympathetic, accommodating and constructive nature
remained a constant source of inspiration for us throughout the duration of this
project.
We are grateful to Dr. R.K. Bharadwaj, Director, IMS Ghaziabad, and Prof.
Timira Shukla, Chairperson, PGDM, IMS Ghaziabad for providing us with an
opportunity to work on this project and also for their valuable guidance and
support. We thank them for constantly helping and guiding us to perform the
job with higher efficacy.
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Table of Contents
S.NO. PARTICULARS P.NO
01 ABSTRACT 05
02 INTRODUCTION 07
03 FEATURES 09
04 SAS STATISTICS 10
05 GE MONEY 11
06 HSBC 15
07 JP MORGAN 16
08 HYUNDAI 18
09 SHOPPERS STOP 20
10 RIO CASE STUDY : IBM SAS POST IMPLIMENTATION 23
11 QUESTIONNAIRE / SECONDARY DATA ANALYSIS 26
12ANALYSIS
30
13CONCLUSION
36
14REFERENCES
37
List of Graphs
S.NO. PARTICULARS P.NO
01 GRAPH 01 31
02 GRAPH 02 32
03 GRAPH 03 33
04 GRAPH 04 34
05 GRAPH 05 35
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data structures and on remote computer platforms.
The DATA step of a SAS program, like other database-oriented fourth-generation
programming languages such as SQL or Focus, assumes a default file structure, and automates the
process of identifying files to the operating system, opening the input file, reading the next record,
opening the output file, writing the next record, and closing the files. This allows the
user/programmer to concentrate on the details of working with the data within each record, in effect
working almost entirely within an implicit program loop that runs for each record.
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INTRODUCTION
Business analytics leader SAS holds a commanding 34.7 percent market share in advanced analytics
tools, up from 32.9 percent a year ago, according to leading industry analyst firm IDC.
Organizations of all sizes, in all industries, continued in 2009 to rely on the power of SAS.
SAS' market share was more than twice that of the second largest software vendor in the advanced
analytics market. Twelve other companies accounted for a total of 7.6 percent of the market,
according to the recently publishedIDC Worldwide Business Intelligence Tools 2009 VendorShares report.
Despite 2009s difficult global economy, customers invested in SAS Analytics to maximize
customer relations, fight fraud, manage risk and solve all kinds of critical business issues.
Financial crimes continue to be on the rise in industries such as banking, insurance, government and
health care, where speed and efficiency are critical to track down and stop offenders. The latestversion of SAS Enterprise Case Management provides more power, flexibility and task
automation to accelerate fraud investigations without relying on IT support and time frames. A
component of the SAS Enterprise Financial Crimes Framework, the enterprise case management
solution streamlines processes and investigations, helping to reduce costs and improve fraud
prevention. This framework is layered on top of the latest 9.2 platforms from SAS, the leader in
business analytics software and services.
Besides contributing to risk management, today's leading case technologies can also help
institutions tie their policies to operational performance, reduce operating costs, and even grow the
business, said Rodney Nelsestuen, Senior Research Director at TowerGroup. Since the
management of financial crime cases is time-sensitive and critical, and can easily overwhelm
organizations that lack automation, case management solutions should be designed to provide
investigators with a convenient way to handle cases efficiently.
BB&T (NYSE: BBT) one of the top US financial holding companies with more than $157.2
billion in assets will be implementing SAS Enterprise Case Management to enhance its risk
management process. BB&T is familiar with SAS software and uses it for customer intelligence,
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anti-money laundering and credit risk management.
Unveiled at the end of 2009, the newest SAS Enterprise Case Management now includes
enhancements such as historical versioning, social network analysis integration, and Web service
search and event notification. With historical versioning, investigators can easily see up-to-the
minute changes made in the case system from previous versions. Investigators save time by
eliminating manual review between versions and also have an audit trail to track key changes such
as phone number, e-mail address, address, etc.
Using social networking analysis visualizations and functionality, SAS Enterprise Case
Management will help users easily view networks of individuals related to the case and to provide
richer information and a more holistic view of the customer. Automated network visualizations
provide investigators a better understanding of alerts involving possible crimes across multipleproduct lines or organized crime rings, revealing critical information to a larger case, which may
have been overlooked otherwise.
A successful audit of the SAS Solutions OnDemand infrastructure by TRUSTe, the leading online
privacy seal and services provider, validates the commitment of SAS, the leader in business
analytics, to protecting customer data in the cloud.
The TRUSTe audit was a significant milestone for SAS. The company recently filed for Safe
Harbor certification, a system to manage personal data privacy practices between the US and the
stricter European Union Directive on Data Protection. The Safe Harbor Framework, established by
the U.S. Department of Commerce in consultation with the European Commission, allows US
companies to satisfy EU privacy directives protecting the personal information of European
citizens.
"As a global company with more than 50 percent of sales from non-US customers and substantial
operations throughout the EU, Safe Harbor certification is critical for SAS' hosted applications,"
said John Brocklebank, Ph.D., Vice President, and SAS Solutions OnDemand.
Brocklebank noted that in addition to the pending Safe Harbor certification, SAS OnDemand
customers are reassured when their data resides within SAS owned-and-operated facilities. "SAS
maintains strict physical infrastructure standards for cloud applications," he said. "Unlike other
independent software providers, we maintain complete control to ensure that our customers' critical
data assets are secure."
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The SAS Solutions OnDemand portfolio comprises 18 offerings including applications for
marketing automation, social media analytics, anti-money laundering, drug development and other
cross-industry and vertical industry purposes. SAS has provided hosted solutions for more than 10
years.
Some of the important features of SAS are as follows:
All other tasks are accomplished by procedures that operate on the data set (SAS'
terminology for "table") as a whole.
Typical tasks include printing or performing statistical analysis, and may just require theuser/programmer to identify the data set.
Procedures are not restricted to only one behavior and thus allow extensive customization,
controlled by mini-languages defined within the procedures. SAS also has an extensive SQL
procedure, allowing SQL programmers to use the system with little additional knowledge.
There are macro programming extensions, that allow for rationalization of repetitive
sections of the program.
Proper imperative and procedural programming constructs can be simulated by use of the
"open code" macros or the Interactive Matrix Language SAS/IML component.
Macro code in a SAS program, if any, undergoes processing.
At runtime, DATA steps are compiled and procedures are interpreted and run in the sequence they
appear in the SAS program. A SAS program requires the SAS software to run.
Compared to general-purpose programming languages, this structure allows the
user/programmer to concentrate less on the technical details of the data and how it is stored, and
more on the information contained in the data. This blurs the line between user and programmer,
appealing to individuals who fall more into the 'business' or 'research' area and less in the
information technology area, since SAS does not enforce (although it recommends) a structured,
centralized approach to data and infrastructure management.
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Some popular SAS user clients:
1. GE Money:
GE Money is considered to be one of the biggest financial institutions in the Czech Republic and
various European countries, but more importantly, a real pioneer in the comprehension and
implementation of CRM in the local financial market.
GE Money comprises three divisions: GE Money Bank (global bank services, including services for
small to medium businesses and retail), GE Money Multiservice (consumer finance services) and
GE Money Auto (car purchase financing by lease or consumer loan). GE Money Bank controls 212
branches and 515 ATMs.
Cooperation overview: Because of the institutions previous satisfaction with SAS solutions,
especially with data mining and the statistical and analytical products (mainly in the area of cross-
sell campaign modeling), GE Money decided to improve its reporting capabilities using SAS.
Customer needs: A business success directly depends on the availability and timeliness of
reporting, and so reporting must clearly inform as to the well-being of every aspect of the business,
including which part of the business is successful and which may be stagnant. In the past, reporting
in GE Money took an excessively long time, was ineffective and time-consuming. At GE Money,
weve searched for a solution with presentation layers that would enable not only static but also
dynamic reporting. We needed a solution that would be accepted by business users as well as by
more experienced and professional users who could further edit and work with reports. For
example, users would need to be able to filter and sort the data, create graphs, etc.
Implementation process: Before using the SAS Enterprise BI Server, reports at GE Money were
through ad hoc requests to data warehouses, and presentation was only available as a manual cut
and paste into Excel, PowerPoint or in static HTML sites. Analysts were forced to continually
submit SQL requests to data warehouses and then manually copy the results. The IT department was
responsible for creating reports in the entire bank (approximately 100 reports) on a daily, weekly or
monthly basis. The bank was unable to create any dynamic reports, and users could not further edit
and work with reports. The delivery process could take as long as two months even though there
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were four full-time employees devoted to the task. This situation was unacceptable for marketing or
general management.
In October 2007, GE Money resolved that it was time to change the reporting situation after
working on a single report for about one month and were facing two ways out: request the report
from IT, which meant a long delivery time, or outsource the reporting to an external supplier. The
latter raised additional budgetary requirements. We were in a vicious circle. We decided to act with
help from SAS.
With SAS, business users can access reports through a simple Web interface without help from IT,
and users can browse or edit reports according to skill level or need. The reports show who has
worked on campaigns and provide detailed information on individual clients. This information
helps the business user work with customers directly and individually without further help or
requests to IT.
The SAS Enterprise BI Server allows GE Money total independence of business from IT. Since its
implementing, the time spent on reporting has decreased significantly. Bringing up the same reports,
which took about a month before, does not take us more than a half day, nowadays.
Benefits: These are few of the benefits GE Money after the implementation of SAS
1. There is only one version or one common platform for all departments because information
is stored in one place.
2. Promptness (users dont spend more than a week to craft the most complicated reports).
3. The system represents an intelligent superstructure over the IT interface and business, and it
clearly shows the line between these two areas.
4. Simple, user-friendly environment.
5. Transition from static to dynamic reporting.
6. Easy export to PDF, Excel or other office applications.
7. Easy to count bonuses for salesmen based on these reports.
8. Simple configuration and delegation of access rights: Users see only what they should see.
9. Short installation time.
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Future vision: At present, the system covers around 60 percent of GE Money reports. The
institution plans to extend the system to an additional 30-40 users in GE Money Banks retail
division. Possible extension of the reporting system to regional branch offices, which has not yet
been decided upon by top management, would result in more than 200 additional users. GE Money
estimates the return on its project investment to be measured by manpower savings and
improvement in business performance and competitive strengths within 1 1/2 to two years.
Another important application of SAS is putting a stop to fraud services followed by GE
Consumer & Industrial (C&I) relies on thousands of service providers to handle more than 1 million
service claims in the appliance group each year. Before using SAS, GE's Consumer Home Services
Division audited a portion of claims that fell within certain parameters. With SAS, GE now audits100 percent of the claims for suspicious activity. "It really helps our auditors work smarter," says
Gary Hewes, General Manager of Service Support Operations. "You don't eliminate the person, you
help them pick which claims we should look at, and for what reason."
In the Home Services Division, claims typically come from technicians who make repairs on
warrantied consumer products, including stoves, refrigerators, washers and dryers. Auditors are
looking for service providers who present suspect facts about the services performed. These facts
can be related to many things, including the product, customer, complaint or work completed.
"One of the biggest problems with our old process was that it was difficult to see patterns. With the
volume of data, no one auditor could see unusual behavior emerging," says Richard Miller, Program
Manager, Field Service Solutions. "We needed a tool that didn't require us to go fishing for the data.
It needed to surface problems automatically." The company also wanted a hosted solution that
would interface with GE's existing process.
Passing the test: The GE team had the perfect scenario in which to test the SAS solution. The
company was tipped off to some service providers committing fraud.
Problem: Fraud is a complex phenomenon, but there are leads and indicators on every claim
that can assist in identifying suspect claims. In a blind test with an unfamiliar set of data, SAS
performed analysis to provide answers to GE's test.
Today, GE claims data is uploaded to the fraud detection software, where 26 claim-level sets of
analyses are automatically calculated for each claim. Claims are flagged for audit when multiple
elements are out of the ordinary, compared to averages. Once flagged, auditors at GE receive
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reports of suspicious claims to investigate.
Future savings: GE expects the amount of fraud SAS will help it find will decrease as time
goes on and that's OK. "Service providers are watching themselves because they know we have
new processes. Some of the service providers have gone back and found problems in their own
shops," Miller says. "We hope it will become a deterrent tool."
GE also plans to expand the use of SAS to not just catch fraudulent claims, but also find service
providers who might not be as efficient at repairing appliances and electronics as they could be
then offering them additional training.
Julie Tisera, Consumer Experience Manager for GE C&I, says this success is just the beginning.
"We've seen a lot of great results with business analytics," says Tisera. "Now that we're addressing
suspicious claims activity, we're looking for other ways to use analytics to improve the consumer
experience."
At GE, Tisera recognizes that fraud detection is really just the tip of the iceberg. "Our goal is to
provide a positive experience for our consumers at every touch point, and applying analytics will
help us understand where we need to focus our efforts."
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2. HSBC
INTRODUCTION OF SAS
HSBC has deployed SAS Fraud Management as the foundation for its real-time fraud detection and
ongoing fraud management across its global network. The solution is live in the US, Europe and
Asia, protecting 100 percent of credit card transactions in real time. HSBC envisions expanding
these initiatives to encompass fraud across multiple lines of business and multiple sales channels.
HSBC is expanding its SAS deployment to monitor multiple transactions across different channels
to obtain a customer-centric view of fraud threats. Rather than have separate, isolated teams looking
at online bill payments, debit-card transactions and credit-card purchases, HSBC will be using SAS
to look at that data in the aggregate.
HSBC Holdings plc is one of the worlds largest banking and financial services organizations,serving more than 100 million customers through 10,000 offices in 86 countries and territories.
Head of Group Fraud Risk, Global Security and Fraud Risk for HSBC, the bank has extensive anti-
fraud policies that span the entire enterprise. A big part of a banks relationship with customers is
giving them confidence that you are protecting them against fraud, and balancing that with their
need to have access to your services. "Fraud losses are true operating costs that go directly to the
bottom line and affect our ratios, he said. So, its an incredibly important focus for HSBC.
BENEFITS-
SAS help to develop the requirements and have some meaningful interest in the direction
that the product has taken.
SAS is very stable and very fast.
SAS provides a wealth of up-to-date information about the performance of our fraud
defenses and allows us to adapt, as needed, to battle changing threats.
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HSBC Hong Kong will be the first to use the new integrated system from SAS. The system
will screen all of a customers non-card transactions and put all forms of payment
transactions through the same solution and a single database.
HSBC also closes up one loophole, thieves devise new threats to exploit other potential
vulnerabilities.
3. JPMorgan-
INTRODUCTION OF SAS
JPMorgan Asset Management serves institutions, financial intermediaries and individual investors
worldwide. Over 650 investment professionals in every major world market provide more than 200
different strategies that cover all asset classes including equity, fixed income, cash liquidity,
currency, real estate, hedge funds and private equity. The company prides itself on managing its
clients assets in the most effective ways and delivering strong risk-adjusted returns.
It is essential for JPMorgan to keep a tight control on costs to support profitability. A former user of
Oros activity-based costing (ABC) software, JPMorgan upgraded to SAS Activity-Based
Management to improve efficiency and controls. By analysing and allocating costs relating to
specific activities, the company can better understand and manage profitability as it relates to
products, processes, customers and intermediaries.
JPMorgan has an opportunity to identify then drive costs out of both front and back office activities.
The company had used Oros from 2000 as the basis for its ABC model. Over time, however, it
became clear that Oros struggled to handle the complexity of the business.
SAS Professional Services has made recommendations on how JPMorgan can use the
multidimensionality features effectively, an ongoing focus for the profitability team, while post-
implementation workshops at SAS enabled the team to review its model and identify where
improvements could be made. Whitman says, SAS Customer Support has been very responsive
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throughout - weve had a good relationship with SAS.
BENEFITS-
SAS Activity-Based Management to cope with the complex and multidimensional product
lines and volumes.
ABC and ABM approaches are designed to provide a far fuller picture of the costs and
profits associated with doing business compared to traditional cost accounting.
This approach also supported areas: for example, under-pricing in a low margin business.
JPMorgan can undertake these activities and many more, improving the speed,
sophistication and accuracy of its approaches.
SAS Activity-Based Management has added a degree of automation to internal cross-
charging processes to support further efficiency gains.
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4. HYUNDAI
INTRODUCTION OF SAS
In its 30 years of operation, Hyundai Motor Company (HMC) has risen to become the top-ranked
automaker among its domestic competitors, as well as one of the world's largest automotive
producers. HMC's business strategy revolves around a continuous focus on customer satisfaction,advanced technology, top quality, humanism, and reliability-with the goal of becoming the top auto
producer for the 21st century.
With more than 47,000 employees and capital exceeding US$350 million, Hyundai Motor
Company currently has the largest independent manufacturing plant in Korea, located in Ulsan,
South Korea.
Hyundai Motor Company has locations in Tokyo, Peking, Detroit, and Frankfurt, and subsidiariessuch as Hyundai Motor America, Hyundai Auto Technical Inc Hyundai Motor Finance Company,
and Hyundai Motor India.
The company's Enterprise Information and Management System (EIMS) is the first executive
information system built with SAS software in Korea. Created in three months for the current
domestic automotive market, the EIMS is not just a corporate-wide business management system,
but also supports and facilitates executive decision-making.
For data extraction, Hyundai Motor Company chose to use SAS/Warehouse Administrator software,
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which provides a single point of control for managing the company's data warehouse-a repository of
decision support information.
BENEFITS
A warning system allows executives to view all levels of sales and production volumes and to
locate low levels of performance by comparing these figures with a previously defined warning
point.
A goal-oriented system keeps executives informed on the progression toward long-term goals.
A decision support system provides timely access to management-level information.
Reports produced from the EIMS are delivered directly to the company's executives. The EIMS
warehouses information from a wide range of departments in Hyundai Motor Company, such as:
4. Human Resources, which includes organizational charts, personnel records, and staff counts.
5. Domestic Sales, including daily and monthly sales, market share, and
Market analysis (according to grade).
6. Foreign Sales, consisting of foreign exports, daily exports, local sales, inventory, and competitive
analysis.
7. Production, including production per factory and per model, target achievement, and factory
operation.
8. Hyundai has found that the best way to protect its current capital investments is to invest further
into managing its most valuable asset information. The EIMS gives the company freedom to be
proactive and innovative instead of always reacting to market movements, helping drive Hyundai
ahead of its competitors.
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5. SHOPPERS STOP
INTRODUCTION OF SAS
India's growing retail sector is the fifth largest in the world. In recent years, the sector has
experienced rapid growth and sophistication to address swelling market demand and ever-changing
customer preferences. Growth in the sector has created a highly competitive retail environment, inwhich innovative retailers like Shoppers Stop Limited are using analytics to increase customer
loyalty, satisfaction and profitability, while improving overall operations.
Established in 1991, Shoppers Stop is India's largest retail chain of large-format department stores.
Owned by K. Raheja Corp Group, Shoppers Stop offers customers a world-class shopping
experience through its 30 stores across 13 cities spread over 1.9 million square feet of retail space.
The company sells a range of domestic and international premium brands in categories such as
apparel, accessories, cosmetics, home, bed and bath. Shoppers Stop also operates Crossword Book
Stores and has a 19 percent stake in HyperCity, a large format hypermarket chain.
Faced with ever-growing customer aspirations, Shoppers Stop needed to advance customer
satisfaction and loyalty, increase its breadth of merchandise and expand store operations into new
markets -- all while retaining profitability.
'First-of-a-kind solution'All of this required access to standardized, timely and accurate data from its
DRISHTI (Insight) data warehouse project, along with flexible reporting functionality and deep
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analytical capabilities to help drive business objectives.
SAS Consulting earns praiseGupta credits the expertise of the SAS consultants who supported his
team throughout the implementation process. The project was carried out in phases, allowing users
to get their hands on the solution early and have their requirements addressed quickly throughout
the project.
Insights, improvements, benefitsShoppers Stop achieved a variety of early benefits from the SAS
Business Analytics solution.
BENEFITS
1) 'First-of-a-kind solution'
SAS provided the retailer with a business analytics framework for reporting and analytics
using SAS Enterprise BI Server and SAS Enterprise Miner.
The scalability of the solution analyzes over three years of customer data, in multiple
formats, which is extremely valuable in understanding churn and share-of-wallet.
They able to develop focused campaigns and offers as well as study target market
demographics to assist and influence our merchandising decisions.
To help drive its growth strategy, Shoppers Stop is employing its reporting and analytics
capabilities in the areas of merchandising, loyalty management, distribution and logistics,
sales performance, loss prevention, and financial analysis.
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Time-to-intelligence has been significantly reduced in areas such as customer segmentation,
inventory and vendor management, market basket analysis, store and sales performance
analysis and assortment planning.
2) Insights, improvements, benefits
The retailer was able to increase availability by 2 percent for the targeted category, which is
significant in the early phase of a shopping season when margins are higher.
The chain can now monitor migration trends and calculate the business effect of openingnew stores in the markets in which it already operates.
Early benefits came from a study of demographic groups, in which Shoppers Stop analyzed
customer buying behaviors and drivers in a specific market. The insight resulted in an
increase in sales from the targeted segment.
"With the competitive landscape getting tougher, we recognized the need to leverage
our rich transactional data," Gupta explains. "After carefully examining the market, we
chose SAS to drive our quest for generating insights. The journey thus far has been
gratifying with SAS providing the requisite expertise towards moving data to information
and insights. As we deploy the data warehouse across our other business units, we believe
that the potential to harness insights is immense."
3) SAS Consulting earns praise
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The project was carried out in phases, allowing users to get their hands on the solution early
and have their requirements addressed quickly throughout the project.
They helped create a vibe and sustain excitement across the organization for the
functionality.
With SAS in place now, we are well poised to further grow our business through the insight
the analytics provide us.
IBM- Bottom Line
IBM deployed SAS BI for its 300mm semiconductor business to leverage existing Base SAS
software data and provide users with direct access to reports, improving data consistency and
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visibility while avoiding IT costs.
ROI: 386%
Payback: 3.2 months
THE COMPANY
IBM is a global technology company with customers in 170 countries. The IBM 300mm
semiconductor facility in East Fishkill, New York, combines IBMs array of leading-edge chip-
making technologies with the economies of scale resulting from production of chips on larger,
300mm diameter silicon wafers.
THE CHALLENGEThe semiconductor facility makes frequent changes in operations as IBM invests in new
technologies with different requirements, and making those changes rapidly is key to staying on the
cutting edge in the semiconductor market. IBM had used Base SAS software at the facility for a
number of years and a team of programmers was responsible for managing the code and generating
custom reports on an as needed basis. In 2005, IBM found that the reporting programming team
was having difficulty keeping up with the reporting requirements for the engineering and
manufacturing teams, and it wanted to make report creation easier so individual users would have
more rapid access to the information they needed. IBM also wanted to ensure that it could maintain
the integrity of the data even if many more users had access to it.
THE STRATEGY
IBM considered a number of options and chose SAS Business Intelligence largely because it had
already had its foundation code in Base SAS software and SAS Business Intelligence would be
easier to implement over Base SAS software than another solution. IBM installed the software in
late 2005 and started to ramp up its use in 2006. IBM performed some minor customizations of
SAS Business Intelligence to make it more appropriate for use at IBM, and deployed to 25 super
users to test further customizations that were made to support the more than 100 data sources and
100 gigabytes of data supported by the environment. The report programming team worked with the
initial power users to develop training materials and conduct the training for the engineering and
manufacturing teams. Power users received a week of training; other users underwent between a
few hours and a day of training depending on their skill and usage level, and IBM added 45 to 50
new users a month to reach its current deployment size. Today, more than 600 users access SAS
Business Intelligence on a regular basis to generate reports for managing day-to-day operations and
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decision-making:
The reporting programmer team develops basic reports that can then be reused and
customized for individual users needs.
Power users have learned over time to build their own reports.
Automated report and presentation generation on a daily basis ensures all managers have
access to the information they need before the daily plant meeting.
IBM began with one processor on the server dedicated to SAS Business Intelligence and has now
grown to devote five processors to the application to ensure it can support the volume of queries
from its users.
KEY BENEFIT AREAS
Deploying SAS Business Intelligence has enabled IBM to put reporting tools directly into the hands
of its end users, ensuring consistent access to information for better decision making. Key benefits
from the solution include:
Reduced daily presentation time. Now presentations for the daily executive meeting are
automatically generated, eliminating the technician time so they can spend more time on
higher-level tasks.
Reduced report creation time. Managers can access the reports they need and make changes
and updates as needed, reducing the amount of time spent developing reports and requesting
data.
Improved visibility. Because standard reports are updated daily in a dashboard for
executives, they can quickly identify trends or problems.
Improved data accuracy. Because users can access the data directly and automatically
update key reports, they can ensure they always have access to the most up-to-date and
accurate data.
Avoided IT staff. Because users can develop and customize their own reports, IBM has been
able to significantly grow its reporting capabilities without adding reporting programmers:
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since the deployment more than 1,000 new reports have been created without IT
intervention.
KEY COST AREAS
Key cost areas for the deployment included personnel, software, and training. Both consulting and
hardware made up less than 5 percent of overall project costs. Consulting costs were low because
IBM was able to manage most of the implementation with its own internal staff. Hardware costs
were low because another group at the facility was discarding a server so the project team was able
to acquire it for minimal cost.
LESSONS LEARNED
As user adoption grew, IBM found that having a clear plan for the volume of data and the types of
queries generated ensures users dont have problems with system performance. SAS has helped
IBM over time to fine tune the delivery of the software through the java engine and Web
applications on the IBM side to improve performance as super users ran more and more complex
reports.
CALCULATING THE ROI
Nucleus calculated the costs of software, hardware, consulting, personnel, training, and other
investments over a 3-year period to quantify IBMs total investment in SAS Business Intelligence.
Direct benefits quantified included the avoided cost of hiring additional IT staff that would have
been needed to support IBMs volume of report generation without the new application. Indirect
benefits included savings for engineering and manufacturing managers and other employees who
save between 15 minutes and an hour per day by using the application. Productivity savings were
quantified based on the time saved and the average fully loaded cost of each group of employees,using a correction factor to account for the inefficient transfer of time between time saved and
additional time worked. Not quantified are the returns
IBM receives from making better decisions through greater visibility into day-today operations.
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QUESTIONNAIRE / SECONDARY DATA ANALYSIS
QUES1. Which of the following software tools do you consider part of BI/perfo -rmancemanagement?
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Software Tools BI/ Performance Management
Tools
Analytics
Dashboards
Query
Enterprise Reporting
Data Integration
OLAP
Packaged Analytical Applications
Microsoft Excel
Scorecards
Planning/Budgeting
ConsolidationOther software tools
QUES2. In which of the following areas did or will your company first implement aBI/performance management tool/solution?
Area Ranking At Once
Executive ManagementSales
IT
Finance
Marketing
Customer Support
Other Area
QUES3. Which of the following key benefits does your company currently derive or would
you expect to derive from BI/performance management tools?Key Benefits Yes/No
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Improving the decision-making process (Relevance of decisions)
Producing a single, unified view of enterprise wide information
Better aligning resources with strategies
Speeding up the decision-making process
Responding to user needs for availability of data on a timely basis
Realizing cost efficiencies
Sharing information with a wider internal audience (casual users)
Increasing revenues
Maintaining regulatory compliance
Synchronizing financial and operational strategies
Sharing information with external users (customers, suppliers)
QUES4. What are the key technology or business challenges your company has faced orexpects to face in implementing BI/performance management tools/solutions?
Business Challenges Yes/No
Data integration with multiple source systems
Data quality
Ability to handle complex queries and a large user population
Administration and security
Integration with the rest of companys enterprise applications
Users lack necessary skills
Difficulty in learning to use
Metadata management
Lack of corporate strategy for this solution
ROI justification
It takes too long to deliver relevant information
Other challenge
QUES5. For 2010-11, will your companys expenditures for BI and performance management
tools/solutions likely increase, decrease or stay the same as in 2009-10?
1. Increase ______
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2. Decrease ______
3. Stay the same ______
4. Unsure/Dont know ______
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ANALYSIS
QUES1. Which of the following software tools do you consider part of BI/perfo -rmancemanagement?
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Analysis: From above graph we can see that the mainly used software tools are analytics,
dashboards, query, enterprise reporting and dataintegration.
QUES2. In which of the following areas did or will your company first implement aBI/performance management tool/solution?
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Analysis: From above graph we can find out that executive management along with sales are the
priority area in which SAS has been implimented. Followed by IT and finance.
QUES3. Which of the following key benefits does your company currently derive or wouldyou expect to derive from BI/performance management tools?
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Key Benefits Yes/No
Improving the decision-making process (Relevance of decisions) 1A
Producing a single, unified view of enterprise wide information 2A
Better aligning resources with strategies 3A
Speeding up the decision-making process 4A
Responding to user needs for availability of data on a timely basis 5A
Realizing cost efficiencies 6A
Sharing information with a wider internal audience (casual users) 7A
Increasing revenues 8A
Maintaining regulatory compliance 9A
Synchronizing financial and operational strategies 10A
Sharing information with external users (customers, suppliers) 11A
Analysis: From above graph we can find out that most important key benefits are Improving the
decision-making process (Relevance of decisions) and followed by Producing a single, unified view
of enterprise wide information and Better aligning resources with strategies.
QUES4. What are the key technology or business challenges your company has faced orexpects to face in implementing BI/performance management tools/solutions?
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Business Challenges
Data integration with multiple source systems 1A
Data quality 2A
Ability to handle complex queries and a large user population 3A
Administration and security 4A
Integration with the rest of companys enterprise applications 5A
Users lack necessary skills 6A
Difficulty in learning to use 7A
Metadata management 8A
Lack of corporate strategy for this solution 9A
ROI justification 10A
It takes too long to deliver relevant information 11A
Other challenge 12A
Analysis: From above graph we can find out that most important business challenges are Data
integration with multiple source systems followed by Data quality.
QUES5. For 2010-11, will your companys expenditures for BI and performance management
tools/solutions likely increase, decrease or stay the same as in 2009-10?
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Analysis: From above graph we can find out that 65% corporates feels that they will increase their
expenditures for BI and performance management tools/solutions likely increase in 2010-11. While
25% are unsure about that.
CONCLUSION :
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From the study we able to conclude that 65% corporates feels that they will increase their
expenditures for BI and performance management tools/solutions likely increase in 2010-11. While
25% are unsure about that.
The most important key benefits are Improving the decision-making process (Relevance of
decisions) and followed by Producing a single, unified view of enterprise wide information and
Better aligning resources with strategies.
And the most important business challenges are Data integration with multiple source
systems followed by Data quality.
REFERENCES:
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www.sas.com/products/stat/index.html
support.sas.com
en.wikipedia.org/wiki/SAS_(software)
www.stat.berkeley.edu/classes/s100/sas
www.sas.com/resources/brochure/predictive-analytics-suite-overview
www.pauldickman.com/teaching/sas/sas_tips
http://www.sas.com/news/preleases/enterprise-financial-crimes-framework.html
www.sas.com/reprints/nucleus_ibm
http://www.sas.com/news/preleases/IDCTopAnalytics
http://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.stat.berkeley.edu/classes/s100/sashttp://www.stat.berkeley.edu/classes/s100/sashttp://www.stat.berkeley.edu/classes/s100/sashttp://www.stat.berkeley.edu/classes/s100/sashttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.sas.com/news/preleases/enterprise-financial-crimes-framework.htmlhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/news/preleases/IDCTopAnalyticshttp://www.sas.com/products/stat/index.htmlhttp://www.stat.berkeley.edu/classes/s100/sashttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.sas.com/news/preleases/enterprise-financial-crimes-framework.htmlhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/news/preleases/IDCTopAnalytics