Information Technology-QA161

Information Technology-QA161 Online Services

 

Requirement

 

  1. Understanding the Business

 

  • 1. Determine Business Objectives
       

    • Background
    • Business Objectives
    • Business Success Criteria
  •  

  • 2. Assess Situation
       

    • Inventory of Resources Requirements, Assumptions, and Constraints
    • Risks and Contingencies
    • Terminology
    • Costs and Benefits

     

  • 3. Determine Data Mining Goals
       

    • Data Mining Goals
    • Data Mining Success Criteria
  •  

  • 4. Produce Project Plan
       

    • Project Plan
    • Initial Assessment of Tools and Techniques

 

     

  1. Understanding the data
     

  • 1. Collect Initial Data
    • Initial Data Collection Report
  •  

  • 2. Describe Data
       

    • Data Description Report
  •  

  • 3. Explore Data
       

    • Data Exploration Report
  •  

  • 4. Verify Data Quality
       

    • Data Quality Report

 

Other part of project is already done, I just need to complete the section below

 

     

  1. Understanding the data

 

  • 2. Describe Data
       

    • Data Description Report
  •  

  • 3. Explore Data
       

    • Data Exploration Report
  •  

  • 4. Verify Data Quality
       

    • Data Quality Report

 

1.Business Background
 

About Channel Marketing Solutions (CMS)
 
Channel Marketing Solutions (CMS) provides to national and regional brands an online channel-marketing automation platform to support the creation, execution and tracking of marketing programs through local partners/retailers.
 
CMS clients typically are national and regional brands who leverage local partners to create local awareness about the brand and increase product sales.
 
Local partners typically are small, independent and usually family owned small businesses selling, exclusively or not, the brand products. Some local partners, however, can be mid size business owning multiple local stores.
 

CMS channel-marketing automation platform provides online tools for brands and their local partners to solve the inherent problems with traditional local channel marketing programs

     

  • Lack of channel insights. A channel marketing program could have hundreds or thousands of partners each executing multiple independent marketing tactics during a period of time. This decentralization has been one of the primary reasons why traditionally getting insights out of a channel programs is so complicated.
  •  

  • Unknown marketing spend. Because of the previous, brands do not have a clear understanding on their marketing spend through channel programs.
  •  

  • Low partner participation. Most local partners are small, independent and usually family owned stores who usually are more concern about running their business than promoting the brand.
  •  

  • Poor local marketing execution. Local partners, in most cases, are not marketing experts, so their marketing development funds are often sub utilized in marketing tactics with poor ROI.
  •  

  • Brand compliance and standardization. Local partners usually don’t comply to  the brand marketing guidelines, resulting on tactics with distorted or conflicting message.

 
Through CMS platform, brands can manage their channel programs, standardize and enforce brand compliance, offer a comprehensive set of marketing tactics across different media, provide marketing development funds, consolidate tactic execution and track the marketing spend and results of their programs.
 
CMS’ goal is to simplify local channel marketing execution, optimize marketing spend and accelerate local channel sales, while making it easy for local partners to market the brand, products or services.
 

The Problem
 

As stated previously, local partners are small businesses usually more concerned about running their businesses than participate on the brad’s channel programs. To incentivize participation brands provide incentives in the form of marketing development funds (MDF), that local partners can use to pay for their marketing tactics.
 
While this is very effective to engage local partners, the problem with this approach is that in most cases those funds are sub utilized and in other cases not utilized at all. Some of the reasons for this behavior are

     

  • Local partners are not marketing experts.
  • Local partners have get used to run the same tactics all the time.
  • Local partners are more comfortable running traditional tactics (i.e. direct mail) than digital tactics because of previous experience.
  • Local partners do not know they have access to MDF.

 
CMS wants to provide recommendations to local partners using the platform to lower the barriers they face while deciding where, when and how to use and get the most of their MDF.

 
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Case Approach

Scientific Methodology

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Defining Problem

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Related Services

 

Current Solution
 
The current solution in place involves CMS’ customer service department. Here “marketing assistants” provide suggestions either by phone or the company online support system to local partners.
 
The current solution in place helps to provide guidance to those local partners who proactively reach the customer service department, however, the solution is far from optimal because of the following reasons

     

  • There is a limited number of marketing assistants, so it is not a scalable solution.
  • Only a few local partners reach for marketing assistance.
  • Marketing assistants do not have decision making tools based on data.
  • Increases the cost operation for CMS and brands.

 
Business Objective
 
The primary goal of this project is to develop an automated recommendation system able to provide insightful suggestions to local partners on where, when and how they should spend their marketing development funds to obtain the best ROI.

 

Secondary Goals
 
In addition to the primary goal, CMS has established the following secondary goals for this project

     

  1. Increase the platform value for brands by helping them to maximize their marketing spend.
  2. Increase the platform value for local partners, by providing insightful suggestions on how to improve their marketing efforts.
  3. Create a fast, reliable and scalable solution, able to provide suggestion to the thousands of local partners currently using the platform.
  4. Lower the customer service cost for brands.
  5. Lower the operational cost for CMS.

 

     

Success Criteria
 
The following criteria will be used to measure the success of the implemented solution

     

  • Increase the return of investment for local partners by 10%.
  • Increase the adoption of digital tactics by 10%.
  • Decrease the amount of unused MDF to 25%.
  • Reduce the time the customer service department spends answering calls or tickets related to marketing spend by 50%.
  • Increase the platform’s Net Promoter Score (NPS) by 10 points.
     
     

Resources
 
Personnel
 
The data mining project is an initiative of the Executive Team to maintain a competitive advantage over other channel-marketing platforms.
 
The owner of the project is the Product Manager, who is responsible to lead, monitor and ensure the goals for this project are met.
 
A cross functional team, including members of the IT, Client Management, Customer Service, Media Services and Finance function as stakeholders for the project. This team works closely with the Product Manager on the development of the solution.
 
A group comprised of Data Analysts, BI Developers and Software Developers will be in charge to to collect, prepare and process data to build and validate models that can be used to solve the problem statement.
 
The provision of resources and management of the infrastructure required for this project is responsibility of the DevOps team.

 

Personnel Resources
 
The following table shows the personnel resources considered for the development and first two of operation of the project.

 

Resource Year 1 Year 2 Year 3
Project Leader 1 0 0
Project Manager 1 0 0
Data Miner 1 1 1
Data Expert 1 1 0
BI Developers 4 2 0
Software Developers 4 2 1
Dev Ops Engineers 2 1 1

 
Internal Data Repositories
 
The CMS platform leverages two main data repositories to keep track of the transactions happening in the platform as well as provide descriptive analytics to local partners and brands. The two main repositories are described below.
 
CMS Transactional DB
 
CMS transactional database uses a Relational Database to keep a record of all transactions performed through the platform. More specifically this database contains information about

     

  • The brand
  • The brand’s marketing programs
  • The brand’s marketing message/design template
  • The brand’s local partners
  • The local partner’s marketing tactics
  • The local partner’s MDF

 
CMS Data Warehouse
 
The data warehouse consolidates the tracking data for all the local partner marketing tactics executed through the platform. Marketing performance metrics, from different marketing service providers, are retrieved, processed and loaded into the data warehouse every day. These metrics are tied to each marketing tactic to provide an overview of the performance of such tactics to both local partners and brads.
 
The metrics collected depend on the media used for a particular tactic. Some of the most common metrics include
 

  • Number of calls (call tracking for traditional media)
  • Number of impressions
  • Number of views
  • Number of conversions
  • Total reach
     

External Data Repositories
 
In addition to the internal data sources, CMS might leverage data repositories managed by third parties. The external repositories include
 
The Brand’s System
 
Brands have their own partner management systems, where they keep track of their network of local partners. Usually these management systems have more robust information about the local partner profile and sales information.
 
In most cases brands share, through simple data pipes, the information stored  on their systems with CMS, however there could be exceptions when brands are not able to integrate with the available data pipes or they prefer to maintain this information confidential.
 
Local Partner POS
 
These are the different Point of Sale systems used by local partners. Given the many different systems in use it is not currently possible for CMS to access data from these POS consistently and reliably.

 

Infrastructure
 
The CMS platform is a SaaS using cloud services and infrastructure to support its operations. The infrastructure is managed by a dedicated team who is in charge of provisioning, configuring, deploying and monitoring these cloud services.

 

Software
 
Open source software is largely used through the organization. The CMS platform handles mission critical operations using open source technologies such as

     

  • PostgreSQL
  • MongoDB
  • Apache Spark
  • PHP
  • Java

The platform currently offers embedded descriptive analytics through Looker and a dedicated data warehouse running on PostgreSQL. Internal power users and brands have access to a self-service analytics powered by the same technologies.

H2O has been the tool selected to support the deployment of predictive analytics. There are no official releases for predictive analytics however CMS has developed several POCs to integrate H2O into the platform’s architecture.
 

Requirements, Assumptions
 

Requirements

     

  1. In order to maintain CMS competitive advantage a functional proof of concept should be completed by the end of  2017. The initial POC will be further improved in subsequent iterations using the feedback provided by beta users.
  2. The release date for the final product is expected by the end of Q1 2018.
  3. The product will be used by local partners, so it should provide timely and relevant suggestions.
  4. The product  should be

 

Assumptions

     

  1. To ensure the solution works across different verticals and brands, local partners with different profiles and under different brands will be selected as beta users.
  2. The solution will be able to provide suggestions for those local partners where CMS has access to their profile and sales data.
  3.  

  4. Local partners will receive suggestions on their marketing spend through the platform.
  5. Different models might be used to accommodate different vertical or brands.

 

Constraints

     

  1. Local partner’s profile and sales data might not be available for some brands using the platform.
  2. The solution should not offer duplicate suggestions. For example it should not suggest to run a TV ad, when there is a TV ad already running.
  3. The solution must use the current platform architecture and infrastructure
  4. Response time is critical, therefore the final product must be able to provide suggestions to local partners almost instantaneously.
  5. The product must handle the current platform traffic and seamlessly scale if required.
  6. The product must adhere to CMS security and privacy policies.

 
Risks & Contingencies
 
The following risks and corresponding contingencies have been identified for this project

     

  1. CMS’s team lacks experience on data mining projects

CMS has decided to follow the CRISP-MD model, a proven and popular blueprint for data mining projects to reduce the risk associated with this project including the company’s lack of previous experience with data mining projects.

  1. Not all brands are similar

CMS platform is used by brands in different verticals, with different budget sizes, with very diverse local partners. The final solution will require to generate dedicated models using relevant data for each brand.

To simplify the problem scope, the initial POC will focus in one single brand. The learnings of this POC will be used to develop a process to cater custom models for different types of brands.

  1. Brands cannot share profile data due technical constraints

CMS team will work with brands to provide a robust set of data pipes that allows brands to share data by different methods (text files, data streams, web services, etc).

The brand selected for the POC will be one of the brands already sharing partner’s profile data with CMS.

  1. Brands cannot share profile data due contractual reasons

Where possible, a substitute profile will be agreed upon on. In cases where this is not possible the feature will not be activated for these brands and their local partners.

  1. Not enough performance data for some tactics

Through CMS platform, brands made available to their network of local partners a large catalog of marketing tactics. Some of these tactics are widely used by the network, while other are not.

To tackle this situation two sets of models will be created, one including the entire data set, while the other will have only the most popular items. During the validation phase the team will determine what models provide the best results.

A more detailed list of risks and contingencies for this project are listed under the Project Plan section in this document.

Terminology

 
Business Terminology

     

  • Brand

A national brand who leverage local partners to create local awareness about the brand and increase product sales.

     

  • Channel Marketing

Channel marketing involves finding new partners to help transfer goods from producers to consumers.

    &nbs p;

  • Local Partner

A small, independent and usually family owned small businesses selling, exclusively or not, the brand products or services.

     

  • Local Partner Profile

A set of attributes, defined and maintained by the brand, used to categorize and sometimes identify the local partner lifetime value.

     

  • Marketing Budget

The annual budget allocated by the brand to execute channel marketing programs.

     

  • Marketing Program

A collection of marketing tactics following a preset schedule or triggered in response to predefined events. Marketing programs are defined by brands and they are used by local partners to acquire new customers and/or keep existing ones.

     

  • Marketing Spend

The monetary amount used to pay for the execution of marketing tactics.

     

  • Marketing Tactic

The method used to promote the goods and services of a brand with the goal of increasing sales and maintaining a competitive product.

     

  • Marketing Development Funds

Market development funds or MDF are used in an indirect sales channel where funds are made available by a manufacturer or brand to help affiliates, channel partners, resellers, VARs, or distributors, etc. sell its products and create local awareness about the national brand.

     

  • Media Type

All the modes of advertisement that are used to reach out to the consumer are called media channels, e.g., print media, radio, television, and internet.

     

  • Tactic Cost

The tactic cost is the total amount payed for the execution of a marketing tactic.

     

  • Tactic Creative (Template)

A template is a predefined creative design or message provided by brands to their local partners. These templates can be customized with localized messages to fine tune the tactic to the local market.

     

  • Tactic Performance

A series of metrics providing insights on the execution of the marketing tactic. Performance metrics are used to measure the effectiveness and the ROI of the marketing tactic.
 
Marketing Performance Terminology

     

  • Clickthrough Rate (CTR)

CTR is measured by calculating the number of clicks PPC ads receive based on the total number of impressions served. The higher the CTR the lower PPC costs are.

  • Cost Per View (CPV)

The Cost Per View (CPV) is measured by calculating the number of views video ads receive based on the total cost of the ads.

  • Cost Per Click (CPC)

The Cost Per Click (CPC) is measured by calculating the number of clicks PPC ads receive based on the total cost of the ads.

  • Pay Per Call (PPC)

The Pay Per Call (PPC) is measured by calculating the number of calls ads receive based on the total cost of the ads.

  • Cost Per Lead (CPL)

CPL defines the lead conversion ratio of a particular marketing tactic and corresponding cost, giving insights to the business owner or marketer on how profitable their tactic is.

  • Conversion Rate (CVR)

This is the percentage of users who take the desired action after viewing an ad.

  • Return On Investment (ROI)

This metric is measured by the total marketing cost that results in the conversion into new paying customers, or leads.

 

     

  • Affinity Index

The affinity index is an indicator in media that shows the relative weight of a target audience compared to the total population for an specific program or tactic.

  • Data Modeling

Data modeling the process of creating a data model for an information system by applying data mining techniques techniques.

  • Classification

A data modeling process that attempts to predict, for each individual in a population, to which class does this individual belongs to.

  • Clustering

A data modeling process that attempts to group a set of individuals in such a way that individuals in the same group are more similar (in some sense or another) to each other than to those in other groups (clusters).
 
Cost & Benefits
 
The following table lists the costs and benefits associated with this project, including the first three years of operations

 

YEAR 1 2 3
Benefits
Customer support reduction $100,000 $250,000 $350,000
Increase transactions in platform $700,000 $1,500,000 $2,000,000
Intangible benefits $0 $500,000 $500,000
Total Benefits $800,000 $2,250,000 $2,850,000
Costs
Development $915,000 $0 $0
Operational $515,000 $550,000 $475,000
Software & Equipment $50,000 $55,000 $60,000
Training $100,000 $75,000 $50,000
Total Cost $1,930,000 $680,000 $585,000
Cost-Benefit
Discount Factor (15% p.a.) 100% 87% 76%
PV Benefits $800,000 $1,957,500 $2,166,000
PV Costs ($1,930,000) ($591,600) ($444,600)
Net PV (Benefits+Costs) ($1,130,000) $1,365,900 $1,721,400
Cumulative PV Benefits $800,000 $2,757,500 $4,923,500
Cumulative PV Costs ($1,930,000) ($2,521,600) ($2,966,200)
Cumulative Net PV ($1,130,000) $235,900 $1,957,30

 
Data Mining Goal
 
The main goal is to leverage the data collected in the CMS platform to generate a data model capable of accurately calculate the affinity score between a local partner and top performing marketing tactics that would result on the best ROI for the brand’s marketing spend.
 
Data Mining Process
 
The solution requires to segment a brand’s network of local partners into groups who share similar profiles using clustering algorithms.
 
The resulting groups in combination with the local partners profiles are used to create a model that can predict the group for a new local partner joining the platform. For this a classification algorithm will be used.
 
Historic tactic performance data is used to build a list of top performance tactics that have been used by the local partners groups in order to generate an affinity score between the local partner groups and marketing tactics using an association mining rules algorithm.
 
The later model is used to recommend in real time marketing tactics to local partners based on the performance of such tactics by other partners in the same group.
 
Data Mining Success Criteria

     

  • The target number of groups (clusters) resulting of applying the cluster algorithm to the local partner population is between four to eight.
  • The target purity of the clusters is 80%. Additional techniques using contingency tables will be applied to further evaluate the clusters.
  • The target accuracy for the classification algorithm in charge of determine the group (cluster) of ner local partners is 85%. Additionally RMSE and Gain & Lift charts will be used to further evaluate the model.

 

Project Plan
 
The Channel Marketing Solutions (CMS) Project Plan will provide a definition of the project, including the project’s goals and objectives. Additionally, the Plan will serve as an agreement between the following parties: Project Sponsor, Steering Committee, Project Manager, Project Team, and other personnel associated with and/or affected by the project.
 
The Project Plan defines the following

     

  • Project purpose
  • Business and project goals and objectives
  • Scope and expectations
  • Roles and responsibilities
  • Assumptions and constraints
  • Project management approach
  • Ground rules for the project
  • Project budget
  • Project timeline
  • The conceptual design of new technology
     

Project Approach
 
The project will be rolled out in a phased approach, as listed below

     

  • Phase I:     Assessment
  • Phase II:    Data Mining, Analysis, and Testing
  • Phase III:    Strategy and System Implementation
  • Phase IV:    Training and Education

 
Phase I: Assessment
 
First, CMS will utilize resources from internal and external data repositories to understand and assess the current data environment for existing brands.
 
Internal repositories include the following:

     

  • CMS Transactional Database
  • CMS Data Warehouse

 
External repositories include the following:

     

  • The Brand’s System
  • li>Local Partner POS

 
Phase II: Data Mining, Analysis, and Testing
 
CMS will research and utilize a variety of data modeling techniques and strategies and apply to existing brand platforms. The new initiatives will be tested and the outputs will be analyzed according to different metrics or success criteria as defined in the business plan.
 
Phase III: Strategy and System Implementation
 
Successful strategies will be implemented into the proof of concept, or POC. Metrics will be pulled from the working dataset to confirm success criteria, and a visualization to showcase the effective information output will be created.
 
Phase IV: Training and Education
 
CMS will train and educate brands on the implemented solution and fill in any information gaps on how new data and marketing concepts provide effective and potentially cost-saving recommendations.

 

Goals and Objectives
 
Business Goals and Objectives
 
The business goals and objectives for this project will focus on developing an automated recommendation system able to provide insightful suggestions to local partners on where, when and how they should spend their marketing development funds to obtain the best ROI.
 
Project Goals and Objectives
 
In addition to the primary goal, CMS has established the following secondary goals for this project

     

  1. Increase the platform value for brands by helping them to maximize their marketing spend.
  2. Increase the platform value for local partners, by providing insightful suggestions on how to improve their marketing efforts.
  3. Create a fast, reliable and scalable solution, able to provide suggestion to the thousands of local partners currently using the platform.
  4. Lower the customer service cost for brands.
  5. Lower the operational cost for CMS.

 

Project Scope

Scope Definition
 

The Project will incorporate effective data modeling techniques to the local partners’ current platforms to provide directional data and a scalable solution to optimize their marketing dollars.
 

A complete and functional proof of concept will be developed as the deliverable to optimize the current marketing platform.
 

Items Beyond Scope
 

The project does not include the following

     

  • Acquisition of new technology or infrastructure
  • Updates to existing marketing tactics

 

Projected Budget
 

The table below outlines the cost information and projected budget associated with the project, including the first 3 years of operations.

 

Costs Year 1 Year 2 Year 3
Development $915,000 $0 $0
Operational $515,000 $550,000 $475,000
Software & Equipment $50,000 $55,000 $60,000
Training $100,000 $75,000 $50,000
Total Budget $1,930,000 $680,000 $585,000

 

Risk Assessment
 
The initial Risk Assessment (following page) attempts to identify, characterize, prioritize and document a mitigation approach relative to those risks, which can be identified prior to the start of the project.
 
The Risk Assessment will be continuously monitored and updated throughout the life of the project, and open to amendment by the Product Manager.
 
Because mitigation approaches must be agreed upon by project leadership (based on the assessed impact of the risk, the project’s ability to accept the risk, and the feasibility of mitigating the risk), it is necessary to allocate time into each Steering Committee meeting, dedicated to identifying new risks and discussing mitigation strategies.
 
The Product Manager will convey amendments and recommended contingencies to the Steering Committee monthly, or more frequently, as conditions may warrant.
 

Initial Project Risk Assessment

 

Risk Risk Level

L/M/H

Likelihood of Event Mitigation Strategy
Project Size
Estimated Project Schedule H: 3 months Certainty Created comprehensive project timeline with frequent baseline reviews
Project Definition
Narrow knowledge level of users M: Knowledgeable of user area only Likely Assigned Project Manager(s) to assess global implications
Project Scope Creep L: Scope generally defined, subject to revision Unlikely Scope initially defined in project plan, reviewed monthly by Project Manager and Steering Committee to prevent undetected scope creep
CMS project deliverables unclear L: Well defined Unlikely Included in project plan, subject to amendment
Cost estimates unrealistic L: Thoroughly discussed with local partners Unlikely Included in project plan, subject to amendment as new details regarding project scope are revealed
Timeline estimates unrealistic M: Timeline assumes no derailment Somewhat likely Timeline reviewed monthly by three groups (Product Manager and Steering Committee) to prevent undetected timeline departures
Local partners not well versed in marketing strategies L: Team well versed in business operations impacted by technology Unlikely Product Manager and project team members to identify knowledge gaps and provide education and training, as necessary
Project Leadership
Steering Committee existence L: Identified and enthusiastic Unlikely Frequently seek feedback to ensure continued support
Absence of commitment level/Attitude of management L: Understands value & supports project Unlikely Frequently seek feedback to ensure continued support
Absence of commitment level/Attitude of users L: Understands value & supports project Unlikely Frequently seek feedback to ensure continued support
Project Team Availability M: Distributed team makes availability questionable Somewhat likely Continuous review of project momentum by all levels. Consultant to identify any impacts caused by unavailability. If necessary, increase commitment by participants to full time status
Physical location of team prevents effective management M: Team is dispersed among several sites Likely Use of Intranet project website, comprehensive Communications Plan
Number of Times Team Has Done Prior Work with Partners Creates Foreign Relationship L: Existing local partners Unlikely The POC is to provide enhancements based on the platforms of existing local partners
Team lack experience on data mining projects L: Conceptual understanding; Following CRISP-DM model Somewhat likely CMS has decided to follow the CRISP-MD model, a proven and popular blueprint for data mining projects to reduce the risk associated with this project including the company’s lack of previous experience with data mining projects.
Not all brands are similar H: CMS has diverse local partners Certainty The initial POC will focus in one single brand. The learnings of this POC will be used to develop a process to cater custom models for different types of brands.
Brands cannot share profile data due technical constraints M: Brands will use different data methods Certainty The brand selected for the POC will be one of the brands already sharing partner’s profile data with CMS.
Brands cannot share profile data due contractual reasons L: Understanding of contract restrictions by both parties Unlikely Where possible, a substitute profile will be agreed upon on. In cases where this is not possible the feature will not be activated for these brands and their local partners.
Not enough performance data for some tactics M: Varies Somewhat likely Through CMS platform, brands made available to their network of local partners a large catalog of marketing tactics. Some of these tactics are widely used by the network, while other are not.

 

Project Management Approach
 

Project Roles and Responsibilities

 

Role Responsibilities
Project Sponsor
  • Ultimate decision-maker and tie-breaker
  • Provide project oversight and guidance
  • Review/approve some project elements
Steering Committee
  • A cross functional team includes members of IT, Client Management, Customer Service, Media Services and Finance
  • Commits department resources
  • Approves major funding and resource allocation strategies, and significant changes to funding/resource allocation
  • Resolves conflicts and issues
  • Provides direction and feedback to the Product Manager around solution development
  • Review project deliverables
Project Manager
  • Lead, monitor and ensure the goals for this project are met
  • Serves as liaison to the Steering Committee
  • Receive guidance from Steering Committee
  • Supervises project team
  • Provide overall project direction
  • Handle problem resolution
  • Manages the project budget
Project Team:

Data Analysts
BI Developers
Software Developers

  • Understand the user needs and business processes of their area
  • Communicate project goals, status and progress throughout the project to personnel in their area
  • Collect, prepare, and process data
  • Provide knowledge and recommendations
  • Helps identify and remove project barriers
  • Assure quality of products that will meet the project goals and objectives
  • Identify risks and issues and help in resolutions
DevOps Engineers
  • Provision resources and management of the infrastructure required for this project

Issue Management
 

The information contained within the Project Plan will likely change as the project progresses. While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process:

  • Step 1:  As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue.
  •  

  • Step 2: The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Steering Committee for review and decision.
  •  

  • Step 3: Upon receipt, the Steering Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project website, the Project Manager’s recommendation and their own judgment. Should the Steering Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution.
  •  

  • Step 4: If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change.
  •  

  • Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process.

 

2. Data Understanding

 
Initial Data Collection
 
The CMS platform leverages two main data repositories to keep track of the transactions happening in the platform as well as provide descriptive analytics to local partners and brands. An ERD of each internal data repository is displayed below.
 
Transactional Database
 
The transactional database is the main repository of transactional information such as marketing programs, and marketing tactics executed by local partners. This repository will be primarily used for getting programs and tactics that will be suggested to the local partners.
 
An ERD diagram of the transactional DB can be found next:
 
Fig 1. CMS Transactional DB ERD

 

Data Warehouse
 
CMS’s data warehouse is used to aggregate performance and tracking data provided by third party service providers such as USPS, SalesForce Marketing Cloud, Google, Bing, Yelp, YellowPages, Facebook, Twitter, among others. This repository will be used to gather performance information on the tactics and utilize that to identify the top-performing tactics.
 
An ERD diagram of the data warehouse can be found next
 
Fig 2. CMS Data Warehouse ERD
 
External Source
 
In addition to the internal data sources, CMS might leverage data repositories managed by third parties. The external repositories include the brand’s system and local partner POS. A brand’s system stores useful data like sales information or local partner profiles, as seen below as a CSV file.

 

The information gathered through these sources is then extracted into a single file type, either Excel or CSV format (figure 3), where data is then scrubbed and massaged to serve as the baseline for data mining techniques like data classification or clustering.

The cleansed and processed data is loaded into the data warehouse from where it will be incorporated by descriptive and predictive modeling techniques to gain insights and draw conclusions.
 
Please added2.2, 2.3, and 2.4 sections using the same flow and format as the sections above, also include chart, use the CRISP-DM model as base.

     

  • 2. Describe Data
       

    • Data Description Report

     

  • 3. Explore Data
       

    • Data Exploration Report

     

  • 4. Verify Data Quality
       

    • Data Quality Report

 

  1. Description of the data. After we have explained the data sources we have for the projects, the next step is explained what relevant data those sources contain. Here you need to expand. Explain what the data is all about including

 

  • what is the data that has been acquired?
  • what is the format of the data
  • the quantity of the data (for this you can estimate around 5000 profiles and around 30000 transactions)
  • the identity of the fields
  • establish if the data meets the requirements of the problem.

 
In CMS, most of the data are

     

  1. Data exploration report. At this stage, you can do some assumptions about the data. Since we are focusing in only one brand for the POC most partners would use similar marketing tactics or channels, however remember that parents range from small business with small budgets to large retailers with big marketing budgets.

 

     

  1. Data quality. Here you would like to talk about the completeness of the data, missing data and the overall quality of the data. For our case, we will be using a transactional Db and a as main source of data. based on this we could assume that most of the data is currently standardized and the overall quality is good, however because the platform supports many different marketing tactics, not all tactics have the same performance metrics, therefore you could expect some empty fields in the performance data. Additionally, the profile info

    rmation is provided by the brands and we could expect some missing data here as well since not all brands have access to the data we need.

 

Product code: Information Technology-QA161

 

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