a). In the case of law firm Bryan Cave discussed above, the use of BI technology to improve the availability, access, and presentation of existing information allowed them to provide tailored and innovative services to their clients. What other professionals could benefit from similar use of these technologies, and how? Develop 2 different possibilities
b). Cablecom developed a production model to better identify those customers at risk of switching to another company in the near future. in addition to those noted in the case, what other actions could be taken if that information for available? give some examples. would you consider letting some customers leave anyway? why?

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isitors to the eCourier Web site are greeted with CASE 1 real world eCourier, Cablecom, and Bryan Cave: Delivering Value through Business Intelligence the words "How bappy are youl Take the eCurier bappy sese mday" Those words and the playful purple Web site repre- sent the company's customer satisfaction focus. And a key for the company in achieving that happiness is through ies focus on operational business intelligence. Business intelligence is moving out of the ivory tower of specialized analyses and is being brought to the front lines. In the case of eCourier, whose couriers carry 2,000 packages around London each day, operational business intelligence allows the company to keep real- time tabs on customer satisfaction. "This is a crucial dif- ferentiator in London's competitive same-day courier market, where clients are far more likely to take their business elsewhere than they are to repon a problem to their current courier," says the company's Chief Tech- nology Officer and cofounder Jay Bregman. Online di- rectory London Online shows about 350 liseings for courier services. Before implementing operational basiness intelli- gence, eCourier sought to define IT as a crucial differ- entiator. Cofounders Tom Allason, eCourier's CEO, and Bregman ditched the idea of phone dispanchers and in- stead gave their couriers GPS-ensbled handhelds, so couriers can be tracked and orders can be communicated electronically. They also focused on making online booking easy and rewanding, and much was invested in user-friendly applications: Custoners can track online exactly where their courier is, eliminating the package delivery guesswork. Today, 95 percent of deliveries are booked online, meaning that eCourier needs a much smaller staff for monitoring, tracking and placing orders, which in tum makes the company more scalable. Bregman says this is nouhle in a marker where many courier companies use selephone disparchers ind guesswork about package wheresbours Alchough innovative, booking and tracking auomation dil not complese the customer happiness puzzle. Without leading-edge business insellegence, ac- couit managers could mis the wame inues chan plagued other courier services: lae deliveries, surly couriers, or even an unnoniced ramp up in deliveries. "We're only one delivery away from someone deciding o use a different idetivery firm." says Bregman So eCourier searned using sofeware from a company called SeeWhy to try to generate customer data more quickly. "Wharh unique abour SeeWhy." says Bregman, "is its ability to report whats happening with custoemers in- stantly." When a new booking enters eCourier's daeabase, the information is duplicated and saved into a repositor within SeeWhy. The sofeware then interprets the data by Comparing it with previous information and trends, and if i notices an anomaly, it takes action. If a cuseomer typically places an eCourier order every Thursday morning berween 9:30 and 10 and there's been no contact during that time, eCourier's CRM team will receive an alert shordy after 10 that includes the clients history and the number of book- ings it typically places in a day. Bregman says there's a fair amount of runing to ger the metries right. For example, the company had o weak the system to recognize expecred shifes in sctiviry, so in doesn't send a slew of aleres once the after-Christmas drop in busi- ness occurs. Getting that perfect balance of when to send aleres and how best to opeimize the system is an ongoing process, he says. The SeeWhy sofeware is designed to establish a "normal" client booking panern from the firse use, which is deepened with each subsequent booking. A sharp dreop- off in bookings, an increase in bookings, or a change in donmant account activity generates an aleri that is sent to that cliene's account manager, who then uses the oppor runity to problem-solve, or in the case of increased activ- ity, upsell for example, to overnight or international services. These capabilinies have provided a big payoff, says Bregman. I le also believes the symem saves his com- pany the expense of having to hire people m monime for "who's happy and who's not-we're able to do a lor more on our customer team with a lor less," There are otber appronches to judging customer dinarisfaction, however Cablecom, a Swiss telecom company, used SPSS saisti cal sofware to mine cuseomer datn, primarily from trou- ble tickerssuch as the average duration of a ticker, or how many tickees had been opened for a cusomer over a specifie vime periodto build a model that could flag when a cusomer was a high risk of lesving. Bur the model proved to be naly abour 70 percent accurane, says Federico Cesconi, direcor of cusmer inighi and retention 42 isitors to the eCourier Web site are greeted with CASE 1 real world eCourier, Cablecom, and Bryan Cave: Delivering Value through Business Intelligence the words "How bappy are youl Take the eCurier bappy sese mday" Those words and the playful purple Web site repre- sent the company's customer satisfaction focus. And a key for the company in achieving that happiness is through ies focus on operational business intelligence. Business intelligence is moving out of the ivory tower of specialized analyses and is being brought to the front lines. In the case of eCourier, whose couriers carry 2,000 packages around London each day, operational business intelligence allows the company to keep real- time tabs on customer satisfaction. "This is a crucial dif- ferentiator in London's competitive same-day courier market, where clients are far more likely to take their business elsewhere than they are to repon a problem to their current courier," says the company's Chief Tech- nology Officer and cofounder Jay Bregman. Online di- rectory London Online shows about 350 liseings for courier services. Before implementing operational basiness intelli- gence, eCourier sought to define IT as a crucial differ- entiator. Cofounders Tom Allason, eCourier's CEO, and Bregman ditched the idea of phone dispanchers and in- stead gave their couriers GPS-ensbled handhelds, so couriers can be tracked and orders can be communicated electronically. They also focused on making online booking easy and rewanding, and much was invested in user-friendly applications: Custoners can track online exactly where their courier is, eliminating the package delivery guesswork. Today, 95 percent of deliveries are booked online, meaning that eCourier needs a much smaller staff for monitoring, tracking and placing orders, which in tum makes the company more scalable. Bregman says this is nouhle in a marker where many courier companies use selephone disparchers ind guesswork about package wheresbours Alchough innovative, booking and tracking auomation dil not complese the customer happiness puzzle. Without leading-edge business insellegence, ac- couit managers could mis the wame inues chan plagued other courier services: lae deliveries, surly couriers, or even an unnoniced ramp up in deliveries. "We're only one delivery away from someone deciding o use a different idetivery firm." says Bregman So eCourier searned using sofeware from a company called SeeWhy to try to generate customer data more quickly. "Wharh unique abour SeeWhy." says Bregman, "is its ability to report whats happening with custoemers in- stantly." When a new booking enters eCourier's daeabase, the information is duplicated and saved into a repositor within SeeWhy. The sofeware then interprets the data by Comparing it with previous information and trends, and if i notices an anomaly, it takes action. If a cuseomer typically places an eCourier order every Thursday morning berween 9:30 and 10 and there's been no contact during that time, eCourier's CRM team will receive an alert shordy after 10 that includes the clients history and the number of book- ings it typically places in a day. Bregman says there's a fair amount of runing to ger the metries right. For example, the company had o weak the system to recognize expecred shifes in sctiviry, so in doesn't send a slew of aleres once the after-Christmas drop in busi- ness occurs. Getting that perfect balance of when to send aleres and how best to opeimize the system is an ongoing process, he says. The SeeWhy sofeware is designed to establish a "normal" client booking panern from the firse use, which is deepened with each subsequent booking. A sharp dreop- off in bookings, an increase in bookings, or a change in donmant account activity generates an aleri that is sent to that cliene's account manager, who then uses the oppor runity to problem-solve, or in the case of increased activ- ity, upsell for example, to overnight or international services. These capabilinies have provided a big payoff, says Bregman. I le also believes the symem saves his com- pany the expense of having to hire people m monime for "who's happy and who's not-we're able to do a lor more on our customer team with a lor less," There are otber appronches to judging customer dinarisfaction, however Cablecom, a Swiss telecom company, used SPSS saisti cal sofware to mine cuseomer datn, primarily from trou- ble tickerssuch as the average duration of a ticker, or how many tickees had been opened for a cusomer over a specifie vime periodto build a model that could flag when a cusomer was a high risk of lesving. Bur the model proved to be naly abour 70 percent accurane, says Federico Cesconi, direcor of cusmer inighi and retention 42

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