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1、SASGlobalForum2012FinancialServicesPaper138-2012ApplyingAnalyticstoHighPerformanceCustomerProfitabilityModelsinFinancialServicesTonyAdkins,SASInstituteInc.,Cary,NCABSTRACTWherefinancialservicescompanieshavelookedatcustomersinthepast,muchoftheliteraturefocusesonthe“apex”customers
2、.Thesearethetop10–50customersbyvalue,whoseimportancetothebusinessmeansthattheydemandanextraordinaryservice,oftenattheexpenseofprofitability.Historically,itwasdifficulttobuildmodelsofascalethatproducecustomerprofitability,somodelstendedtostopatsegmentlevel.Wehavetendedtorelyonthe
3、traditionalratherarbitrarygroupingsusedwithinabusiness,andthiscandisguiseimportanttrends.Bringingtogetheranalyticsandhighperformanceinmemoryprofitabilitymodelsallowustodiscoverhiddenpatternsinbehaviorsthatcrossarbitraryboundariesinthefinancialservicesindustryandrefineourinterpre
4、tationofintermittentrisks.INTRODUCTIONThereisatrendforcustomerstoincreasinglyviewsuppliers’productsandstandardservicelinesascommodities.Asaresult,whatcustomersnowseekfromsuppliersarespecialservices,ideas,innovation,andthoughtleadership.Manysuppliershaveactivelyshiftedtheirsalesa
5、ndmarketingfunctionsfromproduct-centrictocustomer-centric,1throughtheuseofdataminingandbusinessintelligencetoolstounderstandtheircustomers’behavior–theirpreferences,purchasinghabits,andcustomeraffinitygroups.Insomecompanies,theaccountingfunctionhassupportedthisshiftbyreportingcu
6、stomerprofitabilityinformation(includingproductgrossprofitmargins)usingactivity-basedcosting(ABC)principles.However,isthisenough?THEEARLYDAYS–ACTIVITY-BASEDMANAGEMENTIntheearlydays,activity-basedmanagement(ABM)wasverymuchfocusedonprocessimprovement,andcouldbeseenaspartofthewhole
7、BPR/sixSigma/TQMmovement.After25yearsoftheseprograms,itisprobablyfairtoassumethatmostcompanieshavereasonablyefficientprocesses.Whiletheremightyetbegainstobemadeinthisspace,theyareunlikelytobedramatic.YetABMliteraturestilllargelyfocusesontheinternalefficiencyofprocessesasawhole.I
8、thasyettoreallyaddresshowprocessesrelatetoindiv
