Retail Power Product Overview
March 2008
Table of Contents
Retail Market Overview ...................................................................................................... 4
Retail Power Product Overview.......................................................................................... 4
Command Center ................................................................................................................ 6
Operational Performance Management .......................................................................... 6
Strategic Management Analysis ..................................................................................... 7
Market, Customer and Product Survey ........................................................................... 8
Supply and Demand Analysis ......................................................................................... 9
Strategic Business Discovery........................................................................................ 10
Operations Center ............................................................................................................. 11
Product Value Management .......................................................................................... 11
Retail Floor Performance Optimization ........................................................................ 12
Retail Profit Analysis & Customer Value Management ............................................... 13
Sales Analysis ............................................................................................................... 15
Key Retailer / Hot Store Analysis ................................................................................. 15
Localized Product Assortment ...................................................................................... 16
Marketing Center .............................................................................................................. 17
Visual Behavioral Marketing ........................................................................................ 17
Customer Retention & Acquisition............................................................................... 18
Promotion & Incentive Analysis ................................................................................... 19
Command Post .................................................................................................................. 21
Active Customer Manager ............................................................................................ 21
Active Customer Service .............................................................................................. 22
Active Customer Self-Service....................................................................................... 23
seePOWER Masters .......................................................................................................... 25
seePOWER Confidential
Page 2 of 44
Appendix A ....................................................................................................................... 26
Command Center PowerView Family .......................................................................... 26
Time Stripe Visualization .......................................................................................... 26
Enterprise Visualization ............................................................................................ 27
Supply and Demand Visualization ............................................................................ 28
Product Performance Visualization........................................................................... 29
Strategic Contour Map Visualization ........................................................................ 30
Strategic Hexagonal Map Visualization .................................................................... 31
Strategic Grid Visualization ...................................................................................... 32
Segmentation Discovery Map Visualization ............................................................. 33
Financial Performance Visualization ........................................................................ 34
Network Map Visualization ...................................................................................... 35
Segment Ecosystem Map Visualization .................................................................... 36
Budget Performance Visualization............................................................................ 36
Command Center PowerView Family .......................................................................... 37
Descriptions of Operations Center PowerView Family ................................................ 38
Operations Center PowerView Templates .................................................................... 40
Descriptions of Marketing Center PowerView Family ................................................. 41
Marketing Center PowerView Templates ..................................................................... 42
Descriptions of Command Post PowerView Family .................................................... 43
Command Post PowerView Templates ........................................................................ 44
seePOWER Confidential
Page 3 of 44
Retail Market Overview
Retailers today are collecting more information than ever from many different sources,
including barcodes, scanning systems, Point-of-Sales, Self-checkout, and Coupon
redemptions. All this information contains pertinent information that retailers could use
to more effectively manage their businesses. With margins getting smaller, retailers need
to see and manage all areas of operations to enable them to be successful in a rapidly
changing marketplace. According to the Grubb Ellis Retail Market Trends Report,
published in 2007, the retail market is still expanding with high-profile retailers like
Kohl’s and JC Penney entering many new markets.
Retail is the second-largest industry in the U.S. by number of businesses and number of
employees. Retail sales in the U.S. (total retail sales include the categories of gasoline,
automobiles, and food service) were up about 3.8% in 2007, to $4.49 trillion (Plunkett
Research estimate).
Meanwhile, competition among retailers has never been tougher. A retailer without a
significant competitive advantage doesn’t stand a chance. Superstores are battling each
other on every major corner while direct marketers (including catalogs and online sites)
are stealing customers from stores. Online selling at deep discounts is even making
immense inroads into major consumer purchases such as jewelry. For example, discount
Internet-based diamond seller Blue Nile is enjoying booming sales.
Retailers need to take advantage of visual business intelligence to help them maintain and
expand their customer base while keeping competitors at bay.
Retail Power Product Overview
Figure 1: Retail Power Overview
seePOWER Confidential
Page 4 of 44
seePOWER enables a new paradigm to drive revenue and profits from store operations
and customer data for quicker business insights for marketing, merchandising, store
operations and finance. seePOWER is a world leading Visual Business Intelligence
platform that highlights business and category performance. See customer behavior
across the store planograms and maps. Transform thousands of data points into pictures
about your business in real-time.
seePOWER Retail is a visual business intelligence solution designed to meet the
operational and marketing management demands of retailers. seePOWER uses data
visualization tools in conjunction with advanced analytical capabilities to assist stock and
sales, customer behavior and basket assessment and management. It provides the only
feasible way to handle the vast quantities of data that retail sales and large customer
loyalty programs generate. The visualizations deliver intuitive, rapidly consumable
summaries of various marketing and operational aspects of the retail operation. They
identify areas of concern and areas worthy of further investigation.
Retail Power is made up of four major analytical offerings:




Command Center – strategic visualizations for sales and retail management.
Enables retailers to see financials, operating expenses, sales costs by market,
customer or store. Have a comprehensive view of the overall enterprise – sales,
distribution, marketing, promotions – and the outside world – customers, markets
and stores.
Operations Center – Information is organized geographically for markets, stores
and products to quickly spot business opportunities. Enables merchandising, sales
management, and field sales managers to have one view of the business to quickly
gain regional, territory, district and product perspective. Animate day over day,
week over week or month over month performance information.
Marketing Center – Provides metrics driven analysis for customer preferences,
behavior and geo-demographics to pinpoint opportunities for more profitable
marketing execution. Allows direct interaction with customers and changes to
marketing programs in real-time. This means retailers have a better understanding
of customers preferences, behaviors and geo-demographics to determine what
promotions work in which market and for which group of customers.
Command Post – Delivers real-time data to store managers and staff so they
know who the highest yield customers in the store are. They can then provide
more proactive service, real-time incentives and upsell offers directly to the
customer.
Each of these offering is made up of data visualizations – seePOWER Views – that
leverage a metrics driven set of analytical tools and servers. Retail Power leverages the
Teradata Enterprise Data Warehouse.
The Retail Power solution is delivered with a proven deployment and education
methodology by both seePOWER and Teradata professional service teams.
seePOWER Confidential
Page 5 of 44
Command Center
Strategic visualizations for sales and retail management
Command Center enables business managers and executives to have a top-down view of
the business seeing overall financial, market, sales and operational performance.
Operational managers can use metrics to see inside and outside the enterprise to pinpoint
opportunities to more profitable business execution. Command Center PowerView
visualizations are designed to enable five major analytical areas:





Operational Performance Management - See financials, operating expenses,
sales costs by market, customer or store
Strategic Management Analysis - Have a comprehensive view of the overall
enterprise – sales, distribution, marketing
Market, Customer and Product Survey - Have a comprehensive view of the
outside world – customers, markets, promotions
Supply and Demand Analysis - see where product and customers meet to better
understand store and distribution center placement
Strategic Business Discovery - see new things about your business
Operational Performance Management
See financials, operating expenses, sales costs by
market, customer or store
Consistent with many retailers, management is
measured on their ability to operate on budget and
lower expenses, while maintaining tight margins
when possible. Operations needs to closely control
expenses to help the company meet profit
goals.
Figure 2: Top-line Financial Analysis
The Operational Performance Management includes
the following analysis capabilities:





Track operation expenses versus budget
Comparison of actual expenses versus plan or
year ago
Overtime expense exceptions
Analysis of employee turnover by area
Comparison of employee turnover versus other
seePOWER Confidential
Figure 3: Actuals vs. Target
Page 6 of 44






areas
Track average starting salary, length of service, ending salary
Compare store expense performance versus other like stores, versus district and chain
Comparison of actual expenses versus plan or year ago
Expense variance analysis for store versus district/region/chain
Overtime expense exceptions by market/store/district
Ranking of employee turnover by market/store/district
Strategic Management Analysis
Have a comprehensive view of the enterprise – sales, distribution and marketing
In order to run any business there must be a financial plan that projects sales, expenses,
and profits for the company. In retailing this planning process requires the input and
allocation of the merchandise financial plan by the merchants. Planning, reporting, and
analysis on a range of financial performance indicators including sales, markdowns, gross
margin, gross profit, and inventory turn is critical in identifying and acting on potential
profitability problems early in the planning process.
The Strategic Management Analysis example provides an “inside” view of the overall
business to:











Visualize enterprise performance
See geographic maps for top-down
analysis
Drill to floor plans to gain a street level
view of the business
Leverage strategic visualization and time
series analysis
Visualize financial data by market, store,
product, supply chain
Determine plans based on history
Visualize monthly profit/loss by market,
store, product, supply chain
Visualize financial variances by key
revenue/expense category
Track gross margin performance by
market/class, store, product, supply
chain
Highlight profit problems by
classification
Analyze impact of markdown spending
seePOWER Confidential
Figure 4: Strategic view of business
Page 7 of 44



on gross profit
Rank top/bottom performers on profit, turn, sales
Visualize financial performance versus plan, year ago.
See forecasted year-end profitability based on current rate of performance
Market, Customer and Product Survey
Have a comprehensive view of the outside world
– customers, markets, promotions
Management needs to see the overall market (the
outside of the business). Today this is often done
with Internet dashboards. The retail business has
large number of markets, distribution channels,
stores, and customers with large numbers of
transactions and it is often difficult to understand
the strengths and weaknesses of the business due to
this complexity.
Market, Customer and Product Survey enables
executives to better see the outside world / market
to:






Gain insight into detailed data that is lost in
summaries to find new opportunities
Acquire a new understanding from market
reporting & analysis and also see beyond
tactical reporting to high value strategic analysis
Gain control of large numbers of transactions –
sales, call detail records, financial transactions
See large markets, distribution channels, stores,
branches, numbers of customers
Better leverage the extensive investment in
business infrastructure with many lines of
business and vast organizational depth
See the strengths and weaknesses of the
company that are masked by the
complexities of the market and the
enterprise
seePOWER Confidential
Figure 5: Comprehensive Market & Customer
View
Figure 6: Comprehensive Product View
Page 8 of 44
Supply and Demand Analysis
See where products and customers meet
Today, retailers require more flexible distribution
models to be able to react to quickly changing market
trends. They need to be able to see possible shortfalls
and also potential overstocks for their products so
they can take action to correct these imbalances.
seePOWER Supply and Demand Analysis enables
retailers to generate more accurate demand forecasts
as well as enabling them to build stronger, more
collaborative relationships with vendors and suppliers.
Supply and Demand Analysis allows retailers to:






Figure 7: Demand Analysis
Optimize inventory productivity and profitability.
Improve margins by removing unprofitable and low-selling items.
Ensure top sellers are in stock.
Proactively manage seasonal inventory and promotional items.
Optimize product assortments so that they match your most valuable customer needs
Ensure that different stores in different regions have the best mix of product for their
particular customers.
seePOWER Confidential
Page 9 of 44
Strategic Business Discovery
Discover new things about your business
All organizations need to keep up with opportunities and
potential threats so they can maintain a competitive edge
and enhance their overall profitability. Retailers can take
immediate action to act on potential new opportunities
and mitigate the potential of unforeseen threats while
constantly striving to maintain shrinking profit margins.
Strategic Business Discovery enables retailers to
discover new things about their environment and
provides users with a comprehensive view of their
overall enterprise. By providing immediate insight into
business performance at a microscopic level, retailers can
use this information to gain a significant competitive
edge.
Figure 8: Financial Discovery Map
Strategic Business Discovery enables retailers to:









Visualize enterprise performance
See geographic maps for top-down analysis
Leverage strategic visualization and time series
Figure 9: Segmentation Discovery Map
analysis
Visualize financial data by market, store, product,
supply chain
See monthly profit / loss by market, store, product, supply chain
Track gross margin performance by market / class, store, product, supply chain
Highlight profit problems by classification
Analyze impact of markdown spending on gross profit
See forecasted year-end profitability based on current rate of performance
seePOWER Confidential
Page 10 of 44
Operations Center
Market, store, product and sales visual analytics
Operations Center enables retailers, sales managers and store managers to see product
sales from a geographic (regional, territory, district), store floor and planogram
perspective. Mangers can see metrics for volume, pricing, promotion, revenue, cost and
profit overtime in animations, as well as seeing day over day, week over week, or month
over month performance. With Operations Center business analysts will be able to
quickly pinpoint opportunities for profit improvement on a per product basis to better
serve their retail customers. Operations Centre is comprised of the following
visualizations:






Product Value Management - Analyze product performance per store versus
comparable stores, venues, markets and regions
Retail Floor Performance Optimization – Analyze floor space utilization as
directed by POS data Floor/Shelf Space Allocation
Retail Profit Analysis - Determine store and product profit contribution;
comparisons of store contribution; and causal factors
Sales Analysis - Determine and communicate sales, product and retail performance
Key Retailer / Hot Store Analysis - Where are the hot stores and why are they hot?
Localized Product Assortment - What are these retailers selling and where? What
should they be selling to optimize profits and revenue?
Product Value Management
Analyze product performance per store
versus comparable stores, venues,
markets and regions.
Retail product planning requires an
extremely wide range of analysis. The
business problem is determining what
products to place. Analysis of the different
elements will lead to an optimal mix of
products being utilized. In order for the
retailer to be successful they must be able
to understand product value and it’s
impact on overall profitability.
The Retail Product Value Management
use case example demonstrates how retailers
seePOWER Confidential
Figure 10: Volume Analysis
11 of 41
can apply historical sales data, seasonal variations, and other external factors to see holes
in retail plans; better see product purchase opportunities based on sales, stock, on order;
track sales for specific classifications or items; see comparison of sales to plan or last
year; highlight fast/slow selling products; and see actual versus plan. Leveraging an
extensive KPI list, product and marketing analyst’s ability to perform analysis is
expanded greatly to:






See which products work best together to attract customers
See product performance over any period of time
See which customer segments are attracted to which products over time or at a given
time
See the impact of service on kiosks and POS devices
See the product performance over any period of time and market basket “pull” of
these products over time
See the impact of incentives on market basket performance. Rank product
performance by classifications by department, by store
Retail Floor Performance Optimization
Analysis of floor space utilization as directed by POS data Floor/Shelf Space
Allocation
At each store location there is a
need to determine which
products are leveraging floor
space in a way that optimizes
their ability to generate sales
and profits. Integrating store
space information with item
sales and profits will help
retailers better focus their
assortments in each store
location.
At each store location there is a
need to ensure that products are
allotted space in line with their ability to generate sales and profits. Integrating store
space information with item sales and profits will help retailers better focus their
assortments in each store location. Each Retailer has a map of their market that shows
business performance based on the KPIs of interest. The retailer can then drill down to
the specific store (or planograms) to see underlying trends and characteristics that
pinpoint opportunities for better up-sell and market basket performance. Product and
seePOWER Confidential
12 of 41
marketing analysts will be able to determine the right product arrangement and
assortment to optimize the yield of the retail floor.
With the Retail Floor Performance Optimization example retailers can:




Visualize floor/shelf space performance into a range of analysis groupings
Analyze sales and profit vs. shelf space by store
Compare sales and profit vs. shelf space by classification, category, program, or item
Quantify the cost of shelf space and the management of shelf space allotment by store
to maximize sales and profit
Retail Profit Analysis & Customer Value Management
Determine store and product profit contribution; comparisons of store contribution;
and causal factors. Who are your most profitable customers? Where do they buy?
How much do they buy?
Retail success is measured by the ability to meet sales and gross margin targets. To
accomplish this, retailers need to determine the product mix that is not only saleable, but
also profitable. For example, if a retailer focuses on the sales side only, they might select
an assortment of high volume items
which do not deliver on profit goals.
Conversely, a highly profitable mix
of items could turn slowly and fall
short of revenue targets.
As retailers have increased the
number of stores they operate,
management needs to be able to
measure the profitability of each
location. The profitability of each
store is affected by the mix of
merchandise they sell, demographics
of customers in their catchment area, as
Figure 12: Product & Market Performance
well as the expenses of running the store.
per store
This process has become more difficult as
companies have expanded nationwide and globally.
Effective marketing segmentation requires in-depth understanding of the customer. This
includes everything from demographics, to buying preferences, to frequency of purchase,
to market basket profitability. Retailers want to understand the business at household
levels. This capability is implemented through the definition and targeting of customer
profiles. Currently, tremendous information is available across retailers on customer
seePOWER Confidential
13 of 41
demographics and buying patterns. Companies are capturing this information through
point of sale terminals, customer surveys, and from third party providers of demographic
information.
Through Retail Profit Analysis & Customer Value Management, retailers will be able to
gain a better understanding of the customers’ preferences, behavior and geodemographics; identify long-term trends and short-term changes in customer behavior by
automatically monitoring groups of customers over time; identify high value and low
value customers by monitoring their spending and visitation patterns over time; reduce
mail-out costs by identifying customers who don’t respond to promotions and improve
customer loyalty and participation by better offers to customers.
From the Retail Profit Analysis & Customer Value Management
example retail store profit can be visualized to see store profit
contribution; comparisons of store metrics; and the analysis and
comparison of causal factors in variance of profitability between
stores and customers. The Retail Profit Analysis & Customer
Value Management enables retailers to analyze product
profitability to:















Evaluate the profitability of product and product classifications
by department, by store
Calculate profit contribution of each product and product
group
Identify top/bottom product on sales and profit
Analyze inventory turn by classifications
Highlight problem groups based on declining profits
Highlight classifications with increasing profits
Identify product groups by gross margins versus plan
Figure 13: Sell Through Analysis
Project future profits based on historical group
performance
Establish the right store layout for optimal product profitability
Determine the typical market basket of top products. Determine how well stores are
organized to optimize market basket opportunities by product
See where the most profitable products are placed
Determine the impact of customer demographics on product profitability
Determine the typical market basket of our top customers. Determine how well
stores are organized to optimize market basket opportunities
See where the most profitable customers live
What is the impact of demographics on customer profitability?
seePOWER Confidential
14 of 41
Sales Analysis
Determine and communicate sales, product and retail performance
Sales managers must work hand in hand with retail management to deliver the highest
quality of goods at the optimal price. The retailer- vendor
relationship is one of constant negotiation over factors that
must be managed by the sales force including: price,
merchandise return agreements, markdown allowances,
cooperative advertising, and shipment performance, all of
which impact gross margin.
For the retailer to negotiate from a position of strength, they
need to:








Evaluate the impact of a particular retailer‘s
performance based on key measurement criteria
Show how merchandise is moving in a store
Determine the impact of ad/allowance spending
Show product delivery performance
Understand revenue and profitability by store
Track sales performance
Highlight sales exceptions where performance falls
below acceptable levels
Visualize sales versus forecast by product and store
Figure 14: Product & Promotion
Performance over time
Key Retailer / Hot Store Analysis
Where are the hot stores and why are they hot?
A Sales Manager (or Retailer) starts with a map of the
US. This map has the location of every store. It also
includes the location of every distribution center and
consolidation center. The retailer needs to be able to
quickly see hot stores where nightly restocks need to be
performed. The retailer also needs to see the hot
locations on the floor of each store. They need to
quickly see which distribution and
Figure 15: Product Performance per store
consolidation centers have the required
inventory and where that inventory is located
on the floor of individual centers.
The Key Retailer / Hot Store analysis enables retailers to analyze and determine:
seePOWER Confidential
15 of 41






Where are the hot stores?
Why are they hot?
What products are critical for the success of hot stores?
Is there enough product to meet the requirements for hot stores?
Is this a profitable business?
Does it make good business sense on a case-by-case basis to overnight inventory
to hot stores?
Localized Product Assortment
What are these retailers sales and where? What should they be selling to optimize
profits and revenue?
One of the major areas that the sales team can add value to the retailer is in product
assortment planning tailored to customer requirements. By understanding product
variations for the overall retail chain and individual stores by season and market and
customer propensities, the sales team can identify desired product mixes with associated
purchase quantities.
With the Localized Product Assortment, the sales team can
analyze and identify a wide range of product, customer,
and market classifications to identify the multitude of items
which should be offered within the classification. Since
Sales and the retailers are both measured on sales revenue
(and gross margin in the case of the retailer) selecting the
right mix and quantity of goods is critical to success. A
narrow classification mix could result in lost sales as
customers go elsewhere to find a broader selection or
specific item. Alternatively, a broad class mix could result
in excess inventory on highly specialized, niche items that
may not meet consumer needs.
With Localized Product Assortment Planning business
analysts can:
Figure 16: Localized Product Performance per
store / market / region
 Historically track products, markets and
customers of various classifications
 Determine best selling/worst selling classifications overall, by market, customer
group or by individual customer
 Evaluate selling classifications by store
 Analyze class mix in good/poor performing markets/stores
seePOWER Confidential
16 of 41
Marketing Center
Customer analytics and visualizations for retail marketing
Marketing Power enables marketing managers to deliver a customer centric set of
visualizations that leverage customer behavior and profitability to design new incentives
and marketing programs. Marketing managers can use metrics for customer preferences,
behavior and geo-demographics to pinpoint opportunities to more profitable marketing
execution.
Marketing Power consists of three major modules:



Visual Behavioral Marketing - Direct interaction with customers and adaptation of
marketing programs, while getting real-time feedback
Customer Retention & Acquisition – Gain better understanding of customers’
preferences, behavior and geo-demographics
Promotion & Incentive Analysis – Discover what promotions work in which market
for which customers
Visual Behavioral Marketing
Directly interact with customers with a web-based social network. Adapt marketing
programs to the needs of your customers. Get direct feedback from these customer
interactions.
Visual Behavioral Marketing enables the
marketer to better understand and drive
consumers to the individual products, stores and
promotion offers through the use of web-based
social networking technologies that reach
customers with offers tailored directly to their
interests.
Visual Behavioral Marketing provides a unique
Business Intelligence platform to deliver detailed
consumer analytics and provides more insight into
consumer needs and product interaction. The
solution and environment allows the retailer to
“tap into” the powerful analytical and
visualization capabilities to quickly turn
“unknown” consumers into profiled “known”
individuals. This consumer centric solution is
seePOWER Confidential
Figure 17: Customer Activity Analysis
17 of 41
a next generation, permission based environment. Consumers participate in an ongoing
cycle of online retail experiences driven by the nexus of targeted offerings; customer
interests and spend behavior; and the promotion calendar.
Visual Behavioral Marketing will enable marketers to:







Attract end customers in cost effective, low risk, interactions via the Web.
Directly impact consumer product spend with personalized on-line coupons
Capture valuable product feedback through a rewarding and highly interactive
feedback environment
Utilize product and consumer information to drive revenue and profit
Gather direct consumer feedback and input that can be applied to the product
development life cycle
Deliver multi level web-based marketing initiatives
Deliver better products, extend the longevity of products and deliver better results for
the customers
Visual Behavioral Marketing provides a safe and secure way for retailers to engage
consumers in a rewarding environment that utilizes high value behavioral data to support
sound, profitable business decisions.
Customer Retention & Acquisition
Better understanding of customers’ preferences, behavior and geo-demographics
Retail managers must be able to determine which segments have a high propensity to
buy. Once these segments are identified, retailers can field highly targeted promotional
efforts which allow them to spend against the
most profitable customers.
Customer targeting can be broken into a range of
analysis activities:




Track response rates by
demographic/geographic customer groups
Target specific customers through analysis of
credit card data base
Track response rates by media type for
different demographic/geographic customer
groups
Target type of campaigns by customer group
seePOWER Confidential
Figure 18: Customer Leavers and Joiners
18 of 41
Through Customer Retention & Acquisition, retailers can leverage customer value,
segmentation, preferences and behaviors to product profiles that group customers in ways
that optimize customer satisfaction that manage retention and drive acquisition.
With Customer Retention & Acquisition, retailers are able to;













Gain a better understanding of customers’
preferences, behavior and geo-demographics
Identify long-term trends and short-term
fluctuations in customer behavior by
automatically monitoring groups of customers
over time
Identify high value and low value customers
by monitoring their spending and visitation
patterns over time
Manage churn by identifying customers who
are leaving or have left, using customer
behavior queries
Monitor and assess qualitative and
quantitative effectiveness of marketing
Figure 19: Customer Leavers and Joiners
campaigns, promotions, junkets and events
Drill down
Reduce mail-out costs by identifying
customers who don’t respond to promotions
Improve customer loyalty and participation by better matching offers to particular
customer groups
Monitor marketing coupon redemption and identify unprofitable customers
Perform market basket analysis by identifying and managing customers who buy
certain products
Create ad-hoc queries to extract lists of customers for promotional purposes
Perform coupon and spending analysis to breakdown of the customers’ coupon
redemption behavior
Understand customer visitation habits to provide you answers regarding the visitation
frequency of customers
Deliver a new level of loyalty analysis by understanding Leavers, Joiners and Stayers,
Movers and Newcomers
Promotion & Incentive Analysis
What promotions work in which market for which customers?
Understanding key customers is critical. Retailers need tools to better understand top
customers who are cross-shopping at multiple stores and online. They need to be able to
determine the right promotions to reach these customers and determine how to keep these
seePOWER Confidential
19 of 41
customers loyal to the retailer. Retailers need the information for each store to meet the
needs of top customers by enabling store managers to position the right product to
optimize market basket potential.
Promotion & Incentive Analysis answers:













What are the right promotions to reach our most
profitable customers?
What parts of the store are most attractive to our
most profitable customers? Sales impact of ad
overall, by market, by classification.
Evaluate promotion events over time
Compare current versus historical ad
performance on like events
Track volume for promotion versus similar nonpromotion classifications
Analyze impact of promotions on volume or
complimentary products
Analyze top/bottom stores by promotion
Compare classification performance by ad
Figure 20: Promotion Utilization Analysis
size, placement, and price
Create a pre and post-promotion baseline
and compare to event performance
Test alternative event strategies and track performance on ad
Determine which customers are most loyal to the retailer’s family of products and
related promotions
How effective are my promotions in attracting profitable customers? New
customers?
How can we better see sweet spots in the market where there are uncontested,
profitable customers and market segments?
seePOWER Confidential
20 of 41
Command Post
Real-time visualizations for store operations
Command Post delivers real-time data to retail operations – store managers and staff.
Command Post consists of three modules: Active Customer Manager, Active Customer
Service and Active Customer Self-service. Active Customer Manager, Active Customer
Service use PC-based and hand-held devices respectively to provide retail managers and
staff with a 360º customer relationship view to locate the highest-yield customers in the
store in real-time. This allows for proactive service, real-time incentives and up-sell to
customers with the right offer at the right time for the best profitability results. This
enables real-time monitoring and management of customers, costs with an unmatched
level of command and control to drive dramatic improvements to retail top- and bottomline performance.
Active Customer Self-service enables customers of single and multi-store retailers to
rapidly access information about their preferred products, regardless of store location.
Store management can see real-time customer activity across a store network and how
well customers are being serviced by store staff. Store staff in turn use Active Customer
Service to gain real-time insights that they can leverage to promote products for cross
promotions.
Loyalty card and non-loyalty card customers can obtain product information and
offerings by entering their loyalty card or choosing various options from the touch-screen
interface. They can also print a coupon for favorite products.
Active Customer Manager
Active Customer Manager brings a whole
new dimension of possibilities to business
by allowing them to capitalize upon events
and opportunities as they unfold by
leveraging the true value of real-time data.
Active Customer Manager enables store
operators to monitor and manage their
customers, costs and store assets with an
unmatched level of Command and Control
to drive dramatic improvements to a stores
top and bottom line performance.
Figure 21: Active Analysis
of Customers
Active Customer Manager delivers Real-time
“streaming” visualizations of the store network every few minutes or seconds and
manages a real-time data store of store, hand-held, customer and call center data feeds.
seePOWER Confidential
21 of 42
With a rules-based alerts system of live visualizations your operations managers will be
able to:






Monitor and service your top
customers as they are in the store
Monitor and up-sell to customers
while they are at the store
Understand the acquisition of new
loyalty card members
Monitor the redemption of
promotional coupons as they occur.
Monitor and load balance your
labor resources according to
specific customer traffic levels and
patterns as they develop.
Monitor the alerts and notifications
to handheld Micro seePOWER™
PDAs
Figure 22: Active
Drill Down
Active Customer Manager leverages
alert driven key performance indicators
(KPIs) to see:









Hot stores and customers – turnover per current visit, actual sales per current visit
Application to up-sell targeted customers
Of-interest customer categories
Service levels to the right customers at the right level
Hot products - product turnover in real-time
Coupon redemptions and campaign management
Customer acquisition
Service – POS device service times
Prioritize the service effort to store
revenue
Active Customer Service
Active Customer Service is a real-time,
hand-held customer value management
solution for retailers that enable real-time,
one-to-one customer service. Active
Customer Service provides retailers with an
seePOWER Confidential
Figure 23: In-store
Customer Management
22 of 42
intuitive, hand-held solution to service and understand your best customers for greater
loyalty, share of wallet, and profit. By empowering retail staff in the store with
appropriate information on a PDA in real-time, Active Customer Service makes proactive, one-to-one marketing easier than ever before.
With a rules-based system of alerts your store staff can:




View and understand your customer’s complete portfolio of purchasing and incentive
experiences and preferences in a unified, interactive snapshot
Deliver superior service to retain your best customers
Locate your customers in the store in real-time and proactively service or up-sell to
them as they shop - with the right offer at the right time
Tailor and enhance the customer experience for greater share of wallet and brand
building to maximize customer value
Active Customer Self-Service
Active Customer Self-Service is an easy-to-use self service
customer information and loyalty solution that enables
customers to visit a store with the information they need to
find their favorite products.
Active Customer Self-Service provides a cost effective, 24/7
software solution to provide better service, enhance the
purchasing experience and convert non loyalty-card
customers to your loyalty program.
Active Customer Self-Service enables customers of multistore operations to rapidly access information
Figure 24: Active Self-Service
about their preferred products, regardless of which
store they are at. Loyalty card and non-loyalty
card customers can obtain information on product offerings by entering their loyalty card
or choosing various options from the touch screen interface. They can also print a coupon
of their favorite products.
With rules-based visualizations customers can:





Determine favorite products, based on previous purchases
Prints coupons for promoted products
See top products
See promotions for new products
Locate favorite products in the store (or store network or from promotion partners)
seePOWER Confidential
23 of 42


Review Loyalty Points status details and offerings
Review and change personalized events and promotion schedules
Active Customer Self-Service improves the quality of service to loyalty card and nonloyalty card customers with information to improve loyalty and drive cross sell and upsell opportunities. Additionally, Active Customer Self-Service presents opportunities to
convert non-loyalty card customers to loyalty programs and reduce labor overhead with a
24/7 solution.
seePOWER Confidential
24 of 42
seePOWER Masters
seePOWER is dedicated to delivering comprehensive education to enable customers –
Business Executive, LOB Operations Managers and IT professionals – with the
knowledge needed to use and manage seePOWER for Enterprise Data Visualizations to
its fullest. seePOWER offers extensive business education, plus education to enable
application developers to build and expand the Retail Power environment. seePOWER
also offers education to enable customers to build and manage Enterprise Data
Warehousing systems.

Business User Education: the executives and business users will learn how to
use seePOWER for Enterprise Data Visualizations to perform visual business
analysis; better understand customer behavior and profiles; to see business
performance, operational bottlenecks ; understand strategic business execution;
gain a better understanding of customer preferences, behavior and geodemographics; identify high value and low value customers by monitoring their
spending and visitation patterns over time, reducing mail-out and promotion costs.
Also your operations personnel can learn how to leverage seePOWER Active and
Micro to optimize real-time business interactions.

seePOWER Application Development Training: In these courses the
seePOWER Application Developer learns how to manage and administrate the
seePOWER environment; manage and create basic and advanced key
performance indicators (KPIs); build color scales, color palettes, contours,
breakpoints, legends and maps; integrate queries to the Enterprise Data
Warehouse; build drill-downs to data; Visualizer and Profiler configuration and
seePOWER server tuning, including fail-over, caching and prefetch management.

Data Warehousing Education for Information Technologists: In conjunction
with Bill Inmon – the author of numerous books on data warehousing and
business intelligence and Teradata – the leading company in the world in data
warehousing, seePOWER offers classes and workshops in Enterprise Data
Warehousing, Business Intelligence and Enterprise Architecture to IT
professionals in Retail to expand their depth of knowledge and understanding.
seePOWER Confidential
25 of 41
Appendix A
Command Center PowerView Family
Command Center consists of the following Power Views:










Time Stripe
Enterprise
Supply and Demand
Product Performance
Strategic Contour Map
Strategic Hexagonal Map
Strategic Grid
Strategic Discovery Map
Financial Performance
Network Map
Time Stripe Visualization
Time Stripe
Business Improvement
Opportunity
Determination:
seePOWER Confidential
The Time Stripe PowerView delivers a visualization that is
both strategic and tactical. It is strategic because the
visualization enables a top-down view of the entire
enterprise, while enabling executives to quickly see tactical
events over the period of analysis and to see activity pre and
post-event. Product and geographic trends can be seen
quickly from the visualization and then drilled-down into to
see individual, specific data elements at a report or graphic.
Ad-hoc analysis is a key capability for this (and any)
visualization to enable access to any piece of data in the
Enterprise Data Warehouse.
What would be the economic advantage of seeing the
impact of event immediately on product, geographic and
customer performance?
What actions would you take with this knowledge?
What is the impact of this knowledge
26 of 41
Enterprise Visualization
Enterprise
Business Improvement
Opportunity
Determination:
seePOWER Confidential
The Enterprise PowerView enables analysis of Geographic,
Product and Customer dimensions in a cross-tabular visual
format. The strength of this PowerView is the capability to
view dimensions in a hierarchy (territories within a region,
products within a brand / category, demographics within a
decile, etc.)
This PowerView is also effective where there are many
dimensions to analyze at one time. This occurs often with
high density spreadsheets and reports where it is difficult to
sort through 100s of reports with 1000s of cells, often with
complex cross-tabulation.
The Enterprise PowerView is often produced as an
animation showing primary dimensions over time (days,
hours, weeks, months). Events can also be overlaid to show
the Geographies, and Products that are impacted by specific
events.
What would be the economic advantage of breaking through
the logjam of numerous, high density spreadsheets or
reports?
a. How many hours are spent creating these reports and
spreadsheets?
b. How many hours are spent analyzing the data?
c. How much time would be saved if the information could
be presented visually?
What new insights would be discovered by having access to
complex business dimensions
a. Analyzing all geographies by all products?
b. All customer deciles by all geographies?
c. What actions could you take?
What would be the economic advantage of seeing the
impact of events immediately on product, geographic,
customer performance? (especially during the Christmas
season)
What actions would you take with this knowledge?
What is the impact of this knowledge?
27 of 41
Supply and Demand Visualization
Supply & Demand
Business improvement
Opportunity
Determination:
seePOWER Confidential
The Supply and Demand PowerView joins the information
coming from Demand systems (sales, population, market
potential, market penetration, etc.) and Supply systems
(supply chain, distribution, inventory) on a geographic map
to show:
 Current and potential bottlenecks overall and by
customer segments (historically, real-time or projected)
 Current and potential overstocks overall and by
customer segment (historically, real-time or projected)
 Impact of events on supply and demand overall and by
customer segment (historically, real-time or projected)
 Analysis of strategic over and under supply - too many
or too few stores (historically, real-time or projected)
What would be the economic advantage of seeing supply
shortages and overages by product hierarchy and customer
hierarchy?
a. Historically?
b. Real-time?
c. Projected?
d. Within a dashboard?
What new insights would be discovered?
a. All customer deciles by all geographies?
b. What actions could you take?
What would be the economic advantage of seeing the
impact of events immediately on supply and demand for a
given geography or customer grouping? (especially during
the Christmas season)
What actions would you take with this knowledge?
What is the impact of this knowledge?
28 of 41
Product Performance Visualization
(52 Week) Product
Performance
Business Improvement
Opportunity
Determination:
seePOWER Confidential
The Product Performance PowerView provides a detailed
analysis of product metrics (Sales, GMROII, average sales
per transaction, etc.) generally over a 52 week calendar.
This is a very effective PowerView for these retailers with
strict weekly performance goals or with frequent product
promotions (especially those organizations with 52 week
promotion calendars). Generally the analysis revolves
around actual versus plan or this year versus last year with
an eye toward promotion effectiveness.
What would be the economic advantage of seeing and
managing product performance by week?
a. Historically?
b. Projected?
c. Within a dashboard?
What new insights would be discovered?
a. Analyzing store format performance?
b. Analyzing individual stores?
c. Customer deciles?
What actions would you take with this knowledge?
What is the impact of this knowledge?
29 of 41
Strategic Contour Map Visualization
Strategic Contour Map
Business Improvement
Opportunity
Determination
seePOWER Confidential
The Strategic Contour Map PowerView enables a joined
strategic and tactical view of the geography of the business.
The contour map quickly sifts through the hot spots and
cold spots in the business for any business metric. Trends
that often can take weeks and months to see can be seen in
minutes and hours with this PowerView. From the strategic
vantage point the Strategic Contour Map is easy to drill into
to see the exact data points of interest. The Strategic
Contour Map generally works best for lower density and / or
evenly dense populations of objects –stores (for uneven
distributions see Hexagonal Strategy Maps). The Strategic
Contour Map is also the most accessible and easy to
understand of the PowerViews, making it a useful
visualization to enable a corporate wide view of the business
that everyone can grasp and provide a strong training tool to
introduce your organization to Enterprise Data
Visualization. Finally, the Strategic Contour Map is an
excellent visualization for Enterprise dashboards, because of
its accessibility and ease of understanding.
What would be the economic advantage being able to see
changes quickly in the business where and when it is
happening?
a. Historically?
b. Real-time?
c. Projected?
d. Within a dashboard?
e. Projected?
What new insights would be discovered analyzing:
a. Key geographic performance?
b. This-year vs. last-year per day for 52 weeks
c. This-week vs. last week for 52 weeks, projected out 4
weeks?
d. Actual vs. target for the last 52 weeks?
e. Percentage change per week for 52 weeks?
f. Pre-promotion event, promotion event, post-promotion
event?
g. Customer deciles?
What actions would you take with this knowledge?
What is the impact of this knowledge?
30 of 41
Strategic Hexagonal Map Visualization
Strategic
Hexagonal Map
Business
improvement
Opportunity
Determination:
The Strategic Hexagonal Map PowerView, like the Strategic Contour Map, enables
a joined strategic and tactical view of the business. The hexagonal map quickly
highlights hot objects and cold geographic objects (stores, depots, distribution
centers, distribution hubs, manufacturing centers, etc.) in the business for any
business metric. A key difference between a contour and hexagonal map is that
hexagonal maps behave like flashing lights on a control panel. The change in the
color of the “flash”, indicates a change in the disposition of the geographic object
(a store, depot, distribution center, distribution hub, manufacturing center, etc.)
From this perspective, The Strategic Hexagonal Map is great for flash analysis –
highlighting real-time, high priority scoring for metrics. This is a great way to
quickly illuminate scorecard data within a dashboard.
Additionally, the outline for each hexagon can also be different colors to measure
additional scoring metrics. For example, the color of the hexagon may be for
Store Sales, while the outline of the same hexagon could be for inventory. In this
scenario it would be easy to see high sales, high inventory, high sales, low
inventory, low sales, high inventory, etc. – a powerful analytic paradigm. The
Strategic Hexagonal Map is also easy to drill into to see the exact data points of
interest.
The Strategic Hexagonal Map enables the analysis of high density and / or
unevenly dense populations of objects. For example, large numbers of stores
clustered in urban areas or distribution centers in various geographies. The
Strategic Hexagonal Map delivers significant advantages for animation over short
time durations – real-time, minutes, hours. Finally, the Strategic Hexagonal Map
is an excellent visualization for Enterprise dashboards, because of its capabilities
to quickly illuminate scorecard data.
What would be the economic advantage being able to see changes quickly in the
business where and when it is happening?
a. Real-time?
b. Projected?
c. Within a dashboard?
d. Relative to events?
What new insights would be discovered analyzing:
a. Key object performance (a store, depot, distribution center, distribution hub,
manufacturing center, etc.)?
b. This-year vs. last-year score?
c. This-week vs. last week score?
d. Actual vs. target score?
e. Percentage change per week for 52 weeks?
f. Pre-promotion event, promotion event, post-promotion event?
g. Customer deciles?
What actions would you take with this knowledge?
What is the impact of this knowledge?
seePOWER Confidential
31 of 41
Strategic Grid Visualization
Strategic Grid
Business Improvement
Opportunity
Determination:
seePOWER Confidential
The Strategic Grid PowerView enables that analysis of
Geographic, Product and Customer dimensions in a crosstabular visual format. The particular strength of this
PowerView is the capability to view the performance of a
KPI metric for individual data elements and by the
dimensions in a hierarchy (territories within a region,
products within a brand / category, demographics within a
decile, etc.). This enables the analyst to evaluate the
performance of the overall group versus individual members
of a group. This enables managers to quickly spot
anomalies that are often lost looking at a high level
overview.
This PowerView is also good for situations where there are
many dimensions to analyze at one time. This is a situation
that occurs often with high density spreadsheets and reports
where it is difficult to sort through 100s of reports with
1000s of cells, often with complex cross-tabulation. The
Strategic Grid PowerView is often produced as an animation
showing primary dimensions over time (days, hours, weeks,
months). Events can also be overlaid to show the
Geographies, and Products that are impacted by specific
events.
What would be the economic advantage of breaking through
the logjam of numerous, high density spreadsheets or
reports?
a. How many hours are spent creating these reports and
spreadsheets?
b. How many hours are spent analyzing the data?
c. How much time would be saved if the information could
be presented visually?
What new insights would be discovered by having access to
complex business dimensions?
a. Analyzing all geographies by all products?
b. All customer deciles by all geographies?
c. What actions could you take
d. What would be the economic advantage of seeing the
impact of events immediately on product, geographic,
customer performance? (especially during the Christmas
season)
What actions would you take with this knowledge?
What is the impact of this knowledge?
32 of 41
Segmentation Discovery Map Visualization
Segmentation Discovery
Map
Business Improvement
Opportunity
Determination:
seePOWER Confidential
The Segmentation Discovery Map PowerView is an
example of a Self-Organizing Maps (SOM). This
PowerView shows complex data on a two-dimensional
model. This is an example of Visual Data Mining. Data can
come from any data source, but typically from the results of
a query or text search or both. Similar items are clustered
together based data relations present in the data (age,
spending patterns, web utilization, etc.) and groups of unlike
items are separated from other groups by boundaries. Each
dot represents a customer or customer grouping. Economic
data (a KPI) is overlaid on top of the clustered information
relationships. This enables the analyst to see:
1. The interrelationships of information within clusters and
sub-clusters (without sifting through 1000s of pieces of
data)
2. Relationships between clusters (without sifting through
1000s of pieces of data)
3. Relationships between sub-clusters (without sifting
through 1000s of pieces of data)
4. Relationships between clusters and sub-clusters (without
sifting through 1000s of pieces of data)
5. The economic value of clusters and sub-clusters
What would be the economic value of being able to see
relevant behavior clusters and sub-clusters to determine how
best way to reach customers with the most appropriate
marketing campaign?
What would be the economic value of being able to see the
economic value of each customer cluster and sub-cluster?
What actions would you take with this knowledge?
What is the impact of this knowledge?
33 of 41
Financial Performance Visualization
Financial Performance
Business Improvement
Opportunity
Determination:
seePOWER Confidential
The Financial Performance PowerView provides a detailed
analysis of Financial metrics, entities and objects (see
Primary Dimensions). This is a very effective PowerView
for these financial analysts looking to analyze financial
metrics from a variety or perspectives to compare weekly,
monthly or quarterly performance goals. Generally the
analysis revolves around actual versus plan or this year
versus last year with an eye toward financial effectiveness.
This PowerView is also good for situations where there are
many dimensions to analyze at one time. This is a situation
that occurs often with high density spreadsheets and reports
where it is difficult to sort through 100s of reports with
1000s of cells, often with complex cross-tabulation.
Financial events can also be overlaid to show the impact of
financial events (changes to supply chains, business models,
store openings, mergers, etc.)
The Financial Performance PowerView is often produced as
an animation showing primary dimensions over time (days,
hours, weeks, months).
What would be the economic advantage of seeing and
managing financial Entities (Profit and Loss Statement,
Balance Sheet, Cash Flow Statement) for financial entities
(profit centers and cost centers)?
1. Performance by week?
2. Historically
3. Projected
4. Vs plan
5. Within a dashboard?
What new insights would be discovered?
1. Analyzing revenue and cost?
2. Analyzing individual stores?
3. Analyzing Accounts Receivables and Payables
4. Analyzing Working Capital
5. Capital Circulation – Sales, Inventory, Cash
What actions would you take with this knowledge?
What is the impact of this knowledge?
34 of 41
Network Map Visualization
Network Map
Business Improvement
Opportunity
Determination:
seePOWER Confidential
Business operations is a system of networks for supplies,
inventories, distribute, transportation, transportation space,
backroom inventory, floor space that is tied to demand for
product, cash, and resources. The Network Map is designed
to see the flows of inventory, products, cash and resources
to better understand hot and cold stores, channels, products
and to determine the impact of changes in resources on the
business network – changes in suppliers, product mix, size
mix, resource allocation.
Because operational network analysis involves so much data
and so many data sources, analysts today are buried in
reports and spreadsheets that are generally very high
density. The network map turns these mountains of data
into digestible business flows that illuminate the business.
What would be the economic advantage of seeing the
location of hot spots and cold spots in the supply chain and
demand chain?
a. Performance by minute, hour, day, week, etc?
b. Historically
c. Projected
d. Vs plan
e. Within a dashboard?
What new insights would be discovered?
a. Analyzing supplier performance?
b. Analyzing distributors?
c. Analyzing individual store consumption?
d. Analyzing inventory and the impact of inventory on
financial performance.
e. Analyzing the impact of the network on Capital
circulation – Sales, Inventory, Cash
What actions would you take with this knowledge?
What is the impact of this knowledge?
35 of 41
Segment Ecosystem Map Visualization
Segment Ecosystem Map enables managers to analyze interrelated segments – customer
segments, financial accounts, deciles, financial breakdowns. The segments are located in
hexagonal grid patterns that indicate the strength and degree of the relationship. For
example, two segments that are next to each other would have a higher degree of
relationship based on the metrics of interest.
Budget Performance Visualization
seePOWER Confidential
36 of 41
Command Center PowerView Family
seePOWER Confidential
37 of 41
Descriptions of Operations Center PowerView Family
Name
Inside Outside
Time Spiral
Description
Using a Time Spiral PowerView a business
analyst can see the entire year, a quarter, a
week, an event or all the days (individually or
for the entire year). Today it is difficult for
business analysts to see daily, weekly and
monthly trends at the same time.
Visualization
Type (a)
Spatial
Tabular
A time spiral looks at data that is collected over
time and is ideally suited to data sets that have
an actual or perceived periodicity.
The example given shows Turnover over one
year for a hotel. The oldest data is in the center
of the image, the most recent data towards the
outside.
Each lap of the spiral shows four weeks so that
the weekends stand out immediately, revealing
a weekly pattern in the data. This type of
visualization is commonly used for forecasting
purposes (e.g. in large hotels who use it to
manage medium and long term room
occupancy rates), but also to determine life
cycles and usage patterns.
For example, Fast Moving Consumer Goods
(FMCG) wholesalers have explored the use of
these visualizations to forecast expected
demand for a product, and then entered into
supply negotiations with manufacturers of those
goods.
Business Improvement Opportunity
Determination:
1. What would be the economic advantage of
seeing the impact of event immediately on
product, geographic and customer
performance?
2. What actions would you take with this
knowledge?
seePOWER Confidential
38 of 41
3. What is the impact of this knowledge
Product Performance
Floor Plan
Planogram
Store Performance
Tactical Market
Segments
Sell-through
Triple Metric
Web Performance
Process Flow
Process Flow
seePOWER Confidential
Tabular
Spatial
Spatial
Tabular
Spatial
Tabular
Tabular
Spatial
Tabular
Spatial
39 of 41
Operations Center PowerView Templates
seePOWER Confidential
40 of 41
Descriptions of Marketing Center PowerView Family
Name
Promotion Performance
Leavers and Joiners
Advanced Leavers and Joiners
Market & Customer Geography
Fight Zone
Advanced Leavers and Joiners
Dynamic Segment Mgmt
Trend View
Report View
seePOWER Confidential
Visualization
Type (a)
Spatial
Tabular
Tabular
Spatial
Spatial
Tabular
Spatial
Tabular
Tabular
41 of 41
Marketing Center PowerView Templates
seePOWER Confidential
42 of 41
Descriptions of Command Post PowerView Family
Name
Active Analysis
of Customers
In-store Customer Management
Customer Details
Customized Offers
seePOWER Confidential
Visualization Type (a)
Spatial
Tabular
Symbolic
Tabular
43 of 41
Command Post PowerView Templates
seePOWER Confidential
44 of 41