Geospatial Analytics For Business Intelligence – It’s time to wrap up our series on geospatial analysis in Oracle Business Intelligence. In this article, I’ll just outline the steps you need to add a new map view to your analysis.
Dashboard with some reporting objects. The idea was to replace the top left table with a map view. To do this, the following steps are required.
Geospatial Analytics For Business Intelligence
On the left is the dashboard and on the right is a composite view of the Map Sales Area v1 analysis.
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6. As mentioned above, we need to replace Table view with Map view. So first let’s create a new map view.
7. The map view will open. Select Electronics from the list of available maps (this was prepared in a previous post).
Map of Japan (Asia) shown. Note that no layers are visible yet. We need to add them to the base map as a new map format. These Map Formats will already display the values of selected metrics, for example we can turn on the color coding of Sales Areas by Actual Units Sold.
8. The table on this page contains information about sales regions and chihos. There are some interactions that rely on data that are already preset in this table. If you click on “Sales Region”, all objects on the page will be synchronized according to the selected sales region. The Chiho column has a different type of interaction, we have a predefined action link that opens the Chiho level sales analysis dashboard page.
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We want to maintain this type of behavior, except for replacing the table view with a map. Click on the sales area to synchronize and zoom in on the objects on the current page, and click on Chiho to open a new dashboard page with Chiho level analysis.
19. Add additional information to the map at the sales area level. For example, you can add a bubble that shows the value of actual units sold. The CEO sets the company’s goals and sets the vision for the future. The responsibility to succeed in a changing and competitive environment forces CEOs to look for new tools. An increasingly relevant tool is what Forrester principal analyst James McCormick calls analytics-driven strategy.
Business leaders need to embrace a broader perspective, McCormick said on a recent podcast. “We need to have data and analytics technologies that provide strategic value, not conventional ROI-type value. And this value should differentiate us. So we need to understand our business, our customers and our processes, and that makes that difference.”
Location information can be the key to helping a CEO identify this difference. Location intelligence is achieved by analyzing business data in geographic contexts, such as sales locations, online spending by consumers in global cities, and regulations and events that influence supply chain decisions.
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In short, location data reveals local, national, and global trends. A location data strategy supports many of the CEO’s key responsibilities, including identifying and adjusting sales, service, and profitability patterns in a company’s locations, and predicting global market movements and demographic changes. The engine behind location data is geographic information systems (GIS), the technology that analyzes and organizes data on smart maps and dashboards.
The CEO can track patterns revealed by location data on a GIS dashboard that updates sales trends, customer characteristics, population demographics, supply chain costs and efficiencies, and company reputation.
Thomas Horan, dean of the University of California Redlands School of Business, said, “Internationally renowned management consultant Peter Drucker once said that the purpose of business is to create and retain customers. “To serve those customers well, CEOs must have a strategic as well as a tactical understanding of where the business is in the marketplace and how it’s performing.”
In our Location Intelligence for the C-Suite series, we explore how location data can support key CEO responsibilities based on real-world scenarios and case studies.
Geospatial For Location Intelligence And Business Intelligence
By analyzing millions of data points that affect production, sales, and transportation, from changing workforce demographics to changing markets and weather patterns, GIS technology turns big data into CEO-level insights. Smart Maps provide real-time status reports on trends and conditions critical to improving current business and planning long-term strategies.
The declining trend in car ownership in the manufacturing sector is a useful case study for how CEOs can use location data. Managing such a critical trend that threatens business models and is visible at the boardroom level requires sound intelligence and a well-tuned strategy. The CEO can draw insights from global markets and submarkets to understand how, where and at what pace automotive consumer preferences are changing. With that knowledge, a business leader can adjust their business model to outperform the competition.
Location data informs competitive decision-making by reflecting detailed information about the demographics of an area, such as age, gender, education, income, and entertainment preferences.
As the founder and president of a large furniture retailer in the Midwest, the early days were based on instinct. But as the business grew — today it ranks among the nation’s top retailers — the scale and size of its investments required more rigor. At that time, the CEO turned to GIS-based location intelligence to understand who and where the company’s customers were.
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With GIS data giving him a deep understanding of not only who his best prospects are, but where they are, the young CEO piloted an expansion that continues to this day. “[Having] additional information to fine-tune my intuition was very beneficial,” he said.
Similarly, when executives at one of the nation’s largest fast-food restaurants tried to launch an app that would allow customers to order food on their phones, location data played a key role. During the test phase, the company could choose a market with high sales. But executives dug deep. Using GIS-based analytics, they mapped cities with high sales
High digital adoption rates. An analysis of what percentage of people in each city had recently used their phone to purchase a product increased consumer awareness more than most executives enjoyed. Armed with this insight, the company adopted a data-driven strategy to introduce new services, increase adoption, and reduce wasteful marketing spend.
“The job of a senior executive is to look at the market and focus on the company’s competitiveness and its future as an enterprise,” Brian Kilcourse, managing partner of RSR Research, said in an upcoming podcast.
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The tricky thing about competition is that it changes. For example, there was almost no competition in the utilities sector before deregulation in the 1990s. After the dust settled and utility CEOs recalibrated their market strategies, the ground began to move again. This time, democracy is to blame because private homes, apartment communities, and businesses produce their own energy from solar and wind sources. Enterprise CEOs of the future are using location data to understand where competitive threats are and plan how to prevent them.
In retail, manufacturing, and other industries, smart mapping gives business leaders insight into how certain areas are changing — whether residents or visitors are skewing toward older demographics, showing alternative lifestyle choices, or favoring competing brands. The CEO dashboard can track location-based insights such as projected competitor locations and markets where competitors are changing product lines.
Some executives are taking a more direct approach, using artificial intelligence (AI) to interpret satellite images and reveal competitor trends. Others fly drones over competitors’ facilities or fields to understand production levels and techniques. (Read this e-book to learn more about business applications of AI.)
At the local and national level, all of this data feeds into executive decisions about how to allocate corporate resources to expand and develop offerings.
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One major retail chain used GIS location data to analyze its supply chain, cutting the number of service centers by more than half and significantly improving customer experience and profitability.
“At one point, the company had almost 50 service warehouses across the United States,” explains University of Redlands business professor Avijit Sarkar. “They were sending delivery technicians to serve products to millions of households almost randomly because they didn’t manage that part of the business very well.”
Because of these inefficiencies, the CEO and executive team recruited GIS, which has long been used to support market development to optimize services and supply chains. They mapped the location of customers, technicians and supplies and analyzed the following metrics.
The resulting map revealed benefits that human planners could not estimate at a national scale. The executive team has reduced the number of service warehouses from 46 to 22, Sarkar said. “Imagine the impact. You’re serving the same geographic location across the U.S., with half the office space [and] significantly less truck drivers and fuel costs.”
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When CEOs analyze business expansion opportunities, location information provides confidence that new markets will support the company’s operations.
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