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		<title><![CDATA[Protecting the public - and the public's purse]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/Aj0c6s_z0KA/</link>
                <dc:creator>Peter Dorrington</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/sascom/wp-content/blogs.dir/2/files/userphoto/52.thumbnail.jpg" alt="Peter Dorrington" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>SAS Voices</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/sascom/?p=11550</guid>
		<pubDate>Wed, 19 Jun 13 10:22:13 +0000</pubDate>
        <description><![CDATA[

We all expect the police to be focused on protecting us from harm and catching criminals. And, in my experience, the vast majority of police officers are dedicated men and women who take their service commitment seriously. However, that does not mean our protection should be achieved irrespective of cost.

Nikolaj Veje is Finance Director (CFO) for the Danish National Police and one of their most senior leaders. At this point, you might be thinking this means he is a master criminologist with years of experience catching bad guys, but Veje’s major disciplines are economics and financial management.

Before Veje joined the Danish National Police, they were in crisis; there were disparities in performance between the various operational forces, costs were increasing at an alarming rate and trust in the police from both citizens and politicians was decreasing. Their inability to effectively manage a budget meant that the police were only allowed to budget for one fiscal year at a time - making long-term planning and budgeting impossible. It was clear that the force needed an additional competence: financial management, and that’s where Veje enters the picture.

In his presentation at the Premier Business Leadership Series in Amsterdam, Veje shared with the audience his experience of using SAS Activity Based Management (ABM) within the Danish National Police to allocate and optimise resources to meet their strategic objectives.

So, how do you focus on cost efficient police service delivery? By analyzing what the police do (the tasks or activities), understanding the costs of each of these activities and relating those to the desired outcomes. Then comparisons can be made, identifying best practice which can be shared with other parts of the force and benchmarks established. Where differences appear, further examination can identify whether the cause is external (e.g. geographic / demographic) or internal (poor processes or where additional support may be required). It also means that commanders can engage in a discussion about performance, priorities, resources and outcomes.

To quote from Veje‘s presentation, "Excellent strategic management is not achieved solely by tight financial management focused on budget and allocation control. It also requires insight into (and management of) how the resources are put to use and the results thereof."

For me, this echoes a sentiment I have heard many times in the public sector: A constrained budget, combined with a statutory obligations requires finding effective ways of delivering excellence. It's not (just) about bearing down on costs in isolation. With a budget in excess of 1.25 billion euros, there is plenty of opportunity for the Danish National Police to finesse their budget, but there is little about policing you can opt out of. The task then is to deliver great policing at a cost we can all afford.

Although Veje described many benefits of effective ABM, three stood out:

	Management decisions can be aligned with strategy.
	Resources can be allocated to activities with a high priority.
	Resources can then be made available for new priorities.

In addition, true costs can be allocated to activities meaningful performance indicators can be developed and reported. Perhaps the biggest benefit is in the increase in trust; now the police are seen as an exemplar of cost management and trusted by government to propose and manage multi-year budgets.

So not only can analytics be used to detect and prevent crime, it can also help national and regional police forces most effectively do their job to protect us and catch the bad guys.]]></description>
        <content:encoded><![CDATA[<div id="attachment_11573" class="wp-caption alignright" style="width: 270px"><a href="http://blogs.sas.com/content/sascom/files/2013/06/NikolajV2.gif"><img class="size-medium wp-image-11573" title="NikolajV2" src="http://blogs.sas.com/content/sascom/files/2013/06/NikolajV2-260x300.gif" alt="" width="260" height="300" /></a><p class="wp-caption-text">Nikolaj Veje,Danish National Police</p></div>

We all expect the police to be focused on protecting us from harm and catching criminals. And, in my experience, the vast majority of police officers are dedicated men and women who take their service commitment seriously. However, that does not mean our protection should be achieved irrespective of cost.

Nikolaj Veje is Finance Director (CFO) for the Danish National Police and one of their most senior leaders. At this point, you might be thinking this means he is a master criminologist with years of experience catching bad guys, but Veje’s major disciplines are economics and financial management.

Before Veje joined the Danish National Police, they were in crisis; there were disparities in performance between the various operational forces, costs were increasing at an alarming rate and trust in the police from both citizens and politicians was decreasing. Their inability to effectively manage a budget meant that the police were only allowed to budget for one fiscal year at a time - making long-term planning and budgeting impossible. It was clear that the force needed an additional competence: financial management, and that’s where Veje enters the picture.

<!--more-->In his presentation at the Premier Business Leadership Series in Amsterdam, Veje shared with the audience his experience of using <a href="http://www.sas.com/solutions/abm/">SAS Activity Based Management</a> (ABM) within the Danish National Police to allocate and optimise resources to meet their strategic objectives.

So, how do you focus on cost efficient police service delivery? By analyzing what the police do (the tasks or activities), understanding the costs of each of these activities and relating those to the desired outcomes. Then comparisons can be made, identifying best practice which can be shared with other parts of the force and benchmarks established. Where differences appear, further examination can identify whether the cause is external (e.g. geographic / demographic) or internal (poor processes or where additional support may be required). It also means that commanders can engage in a discussion about performance, priorities, resources and outcomes.

To quote from Veje‘s presentation, "Excellent strategic management is not achieved solely by tight financial management focused on budget and allocation control. It also requires insight into (and management of) how the resources are put to use and the results thereof."

For me, this echoes a sentiment I have heard many times in the public sector: A constrained budget, combined with a statutory obligations requires finding effective ways of delivering excellence. It's not (just) about bearing down on costs in isolation. With a budget in excess of 1.25 billion euros, there is plenty of opportunity for the Danish National Police to finesse their budget, but there is little about policing you can opt out of. The task then is to deliver great policing at a cost we can all afford.

Although Veje described many benefits of effective ABM, three stood out:
<ol>
	<li><span style="font-size: 13px; line-height: 19px;">Management decisions can be aligned with strategy.</span></li>
	<li><span style="font-size: 13px; line-height: 19px;">Resources can be allocated to activities with a high priority.</span></li>
	<li><span style="font-size: 13px; line-height: 19px;">Resources can then be made available for new priorities.</span></li>
</ol>
In addition, true costs can be allocated to activities meaningful performance indicators can be developed and reported. <strong>Perhaps the biggest benefit is in the increase in trust; now the police are seen as an exemplar of cost management and trusted by government to propose and manage multi-year budgets.</strong>

So not only can analytics be used to detect and prevent crime, it can also help national and regional police forces most effectively do their job to protect us and catch the bad guys.<div class="feedflare">
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	<item>
		<title><![CDATA[Analytics 2013: How not to do data visualization]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/jJNdw8a9meU/</link>
                <dc:creator>Brooke Fortson</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/jmp/wp-content/blogs.dir/3/files/userphoto/185.thumbnail.jpg" alt="Brooke Fortson" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>The SAS Training Post</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/sastraining/?p=5671</guid>
		<pubDate>Wed, 19 Jun 13 09:57:50 +0000</pubDate>
        <description><![CDATA[Analytics 2013 kicked off today in London and I had the opportunity to chat with economist and journalist, Tim Harford, right after his presentation on “How Not to Do Data Visualization.”

Here’s the video from our conversation:

&nbsp;


You can watch live streaming of the conference on SAS Professionals.]]></description>
        <content:encoded><![CDATA[<a title="http://www.sas.com/events/analytics/europe/" href="http://www.sas.com/events/analytics/europe/" target="_blank">Analytics 2013</a> kicked off today in London and I had the opportunity to chat with economist and journalist, Tim Harford, right after his presentation on “How Not to Do Data Visualization.”

Here’s the video from our conversation:

&nbsp;

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You can watch live streaming of the conference on <a title="http://www.sasprofessionals.net/group/expertchannel" href="http://www.sasprofessionals.net/group/expertchannel" target="_blank">SAS Professionals</a>.<div class="feedflare">
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	<item>
		<title><![CDATA[Taking Big Data to Big Analytics in Health Care ]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/efefAaPzwio/</link>
                <dc:creator>Krisa Tailor</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/statelocalgov/wp-content/blogs.dir/9/files/userphoto/483.thumbnail.jpg" alt="Krisa Tailor" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>A Shot in the Arm</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/hls/?p=1362</guid>
		<pubDate>Wed, 19 Jun 13 09:12:18 +0000</pubDate>
        <description><![CDATA[Hi. Welcome to my new blog! You may have followed me on State &amp; Local Connection where I shared my ideas for applying health analytics in state government. In this blog, I will continue to discuss the convergence of data, public policy, and health care, but now with a more global approach.

While governments around the world institute unique health policies, they are all challenged with the same health care issues surrounding cost, quality, and access. Furthermore, they are all challenged with creating more efficient and effective systems, such as those of care, coverage, and payment. In this era of big data and analytics, it has become evident that the essential driver of these microsystems is data. Where traditional systems for managing data were transactional in nature, storing mountains of data often to no avail, modern systems focus on making the data quickly useful to a wide variety of users through analytics. Now, more than ever, we are recognizing the need for modern, simplified data systems that are high-performance, easy-to-use, and that deliver the insight we need to improve health outcomes. Even more, today’s systems need to be flexible and scalable; flexible to allow seamless transitions from legacy systems and cooperation with new platforms, and scalable to facilitate the growth of data and the addition of different types of data over time. Take the Health Insurance Marketplaces, for example. These systems will require a wide array of functionality, from consumer portals, e-commerce, user experience, content management, and more. This will in turn generate new data on individuals, families, household-make up, plan utilization, income levels, and more. Moreover, the analysis of this data will be critical to the continual improvement of the services offered in the Marketplaces. Thus, in designing the Marketplaces and other health data infrastructures, we should do so with analytics in mind, because that’s how our systems will deliver value both now and in the future.

Other datasets are also emerging with the continued implementation of the Affordable Care Act, including administrative data from all-payer claims databases, clinical datasets through health information exchanges, patient-reported data through organizations like the Patient-Centered Outcomes Research Institute, and more. These data are beginning to surface through federal agencies like CMS, data centers like the Health Care Cost Institute, and through the states themselves.

We all know the data is big; and it’s only going to get bigger. In fact, the total value of data in health care could be as much as $300B by 20201. Therefore, the conversations today shouldn’t be about the inevitable existence of big data, but rather about big analytics. And they shouldn’t be about the long road to analytics, but rather about creating systems that let us do analytics now.

I’ll continue to discuss the US' monumental health reform and its impact to the states, while deliberating on comparative health systems and best practices from the private sector.  I’ll also discuss issues that are important to all of us, such as health care transparency and patient engagement.  Lastly, I’ll share what SAS is doing to facilitate US health reform and to improve health care around the world.

I look forward to hearing your thoughts and to sharing mine!




1http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation 
 
]]></description>
        <content:encoded><![CDATA[Hi. Welcome to my new blog! You may have followed me on <a href="http://blogs.sas.com/content/statelocalgov/"><span style="color: #386882">State &amp; Local Connection</span></a> where I shared my ideas for applying health analytics in state government. In this blog, I will continue to discuss the convergence of data, public policy, and health care, but now with a more global approach.

While governments around the world institute unique health policies, they are all challenged with the same health care issues surrounding cost, quality, and access. Furthermore, they are all challenged with creating more efficient and effective systems, such as those of care, coverage, and payment. In this era of big data and analytics, it has become evident that the essential driver of these microsystems is <strong>data. </strong>Where traditional systems for managing data were transactional in nature, storing mountains of data often to no avail, modern systems focus on making the data quickly useful to a wide variety of users through analytics. Now, more <a href="http://blogs.sas.com/content/hls/files/2013/06/data_systems.jpg"><img class="alignright  wp-image-1386" src="http://blogs.sas.com/content/hls/files/2013/06/data_systems1-1015x1024.jpg" alt="" width="360" height="376" /></a>than ever, we are recognizing the need for modern, simplified data systems that are high-performance, easy-to-use, and that deliver the insight we need to improve health outcomes. Even more, today’s systems need to be<em> flexible</em> and<em> scalable</em>; flexible to allow seamless transitions from legacy systems and cooperation with new platforms, and scalable to facilitate the growth of data and the addition of different types of data over time. Take the <a href="http://www.healthcare.gov/marketplace/">Health Insurance Marketplaces</a>, for example. These systems will require a wide array of functionality, from consumer portals, e-commerce, user experience, content management, and more. This will in turn generate new data on individuals, families, household-make up, plan utilization, income levels, and more. Moreover, the analysis of this data will be critical to the continual improvement of the services offered in the Marketplaces. Thus, in designing the Marketplaces and other health data infrastructures, we should do so with analytics in mind, because that’s how our systems will deliver value both now and in the future.

Other datasets are also emerging with the continued implementation of the Affordable Care Act, including administrative data from all-payer claims databases, clinical datasets through health information exchanges, patient-reported data through organizations like the <a href="http://www.pcori.org/">Patient-Centered Outcomes Research Institute</a>, and more. These data are beginning to surface through federal agencies like <a href="http://www.cms.gov/Research-Statistics-Data-and-Systems/Statistics-Trends-and-Reports/Medicare-Provider-Charge-Data/"><span style="color: #386882">CMS,</span></a> data centers like the <a href="http://www.healthcostinstitute.org/"><span style="color: #386882">Health Care Cost Institute</span></a>, and through the states themselves.

We all know the data is big; and it’s only going to get bigger. In fact, the total value of data in health care could be as much as <strong>$300B</strong> by 2020<sub><span style="color: #386882">1</span></sub>. Therefore, the conversations today shouldn’t be about the inevitable existence of big data, but rather about<em><a href="http://www.sas.com/big-data/big-data-analytics.html"> big analytics</a></em>. And they shouldn’t be about the long road to analytics, but rather about creating systems that <em>let us do analytics now.</em>

I’ll continue to discuss the US' monumental health reform and its impact to the states, while deliberating on comparative health systems and best practices from the private sector.  I’ll also discuss issues that are important to all of us, such as health care transparency and patient engagement.  Lastly, I’ll share what SAS is doing to facilitate US health reform and to improve health care around the world.

I look forward to hearing your thoughts and to sharing mine!
<div>

<hr align="left" size="1" width="33%" />

<address><sup><sub><span style="color: #0000ff">1</span></sub></sup><sup><a href="http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation">http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation</a></sup><sup> </sup></address>
<h3><span style="font-family: Calibri;font-size: x-small"> </span></h3>
</div><div class="feedflare">
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		<title><![CDATA[How to connect to SAS libraries when the client application isn't metadata-aware  ]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/AMrS1JcHllM/</link>
                <dc:creator>Gregory Nelson</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/sgf/wp-content/blogs.dir/21/files/userphoto/536.thumbnail.jpg" alt="Gregory Nelson" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>SAS Users Groups</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/sgf/?p=6209</guid>
		<pubDate>Wed, 19 Jun 13 09:00:00 +0000</pubDate>
        <description><![CDATA[Based on my previous posts, we are almost done with the basics of SAS libraries and how the various clients can access them.  Before we leave this topic and go onto third-party database engines, I wanted to spend a few minutes talking about some best practices for making sure that your libraries are accessible to your SAS jobs – even if you aren’t using intelligent clients like SAS Enterprise Guide.

As you will recall from our previous post "Seeing SAS data through metadata, there are lots of good reasons to use SAS metadata to manage libraries instead of having each user specify the library details in their individual program.  Fortunately, smart clients like SAS Enterprise Guide are metadata “aware” and since you authenticate to those clients when you connect to the server (even if you cache your credentials), it “automagically” navigates through the authentication and authorization process for us.
When clients can't find the connection
But what happens when I submit a metadata libname engine (MLE) library in a program that we submit from the UNIX command line?  For example, let’s say I want to submit the following program:

libname mydata2 META library="metaref";
proc datasets nolist nodetails;
   contents data=mydata2._all_;
run;

By now, you should know that the META engine on the LIBNAME statement tells SAS to use the metadata definition for this library instead of the physical path. The problem is that SAS Foundation doesn’t intuitively know about the metadata server, so we see an error in the log telling us just that!



But no worries, we can fix that pretty simply, by using a SAS options statement before we allocate our SAS library. Here is an example:

options metaserver="mymetadataserver" metaport=8561 metauser="myuserid" metapass="mypasswd" metarepository="Foundation";
libname mydata2 META library="metaref";
proc datasets nolist nodetails;
   contents data=mydata2._all_;
run;

This tells SAS that whenever I reference something that needs a metadata server, it knows how to get there (and authenticate correctly.) The following log shows the program ran without incident.



So what?  Where is the “best practice” in that?!?
Ok, you could have figured that out on your own (or reading the friendly SAS 9.3 Language Interfaces to Metadata manual!)  What most users struggle with is how to connect to the metadata server when they aren’t exactly excited about adding this bit of extra code into their programs and, more importantly, how do they deal with the whole password thing since they don’t want passwords floating around in free text?

One option would be to use the same credentials for everyone when you connect to the metadata server.  I don’t recommend this option but if you really want to do this, take a look at the documentation, specifically the section entitled “Specifying Connection Properties Directly”.

For those users who want to write once and use everywhere, we can put the options statement in an autoexec file that just gets run when we invoke SAS.  As you may recall, when you run a SAS program from the command line, SAS looks to see if there is a file called “autoexec.sas” in the current directory and if so, runs that. Otherwise, it looks to see if there is a file called “autoexec.sas” file in your SASROOT directory and if it exists, it will run that (but not both!)

If you want to put the options statement in a more general autoexec (e.g., !SASROOT/autoexec.sas) that gets executed each time SAS fires up, then we will need to make this a bit more dynamic since we are passing in the metauser and metapass parameters to the options statement and you don’t want to use the same account every time someone wants to connect to the SAS Metadata.

Encoding a password for an autoexec file
One practice I have found useful is to create a simple process that encodes the password using PROC PWENCODE and then just including that in your normal autoexec file every time you run a program that requires your credentials.

The process is quite simple if you follow the steps below:

	Encode your password and save the resulting password in a file.
	Create a file that reads the password and sets the options statement.
	Include that file in your program.

Let me show you.

Step 1. Instead of storing your password in a text file that everyone could read, use the following program to encrypt your password and then set the permissions on that new file so that only you can read it.

filename pwfile '~/pwencode';
proc pwencode in='mypassword' out=pwfile;
run;

This program will create a file called pwencode in your home directory on UNIX. Be sure to set the permissions on this file so that only you can read and write to this file. Note that whenever your password changes, you will need to rerun this program with the corrected password.
Step 2. Now that we have the password stored in an encrypted and accessible file, we will now show you how to read the file and pass the information to the SAS options statement to be able to connect to the SAS Metadata server.

/* Change these values based on your organization */
%let myuserid=gnelson;
%let myserver=mymetadataservername;
/* Read the password file */
filename pwfile '~/pwencode';
data _NULL_;
   infile pwfile obs=1 length=l;
   input @;
   input @1 line $varying1024. l;
   call symput('dbpass',substr(line,1,l));
run;
/* Specify connection options. Change as needed for your installation */
options metaserver="&MYSERVER" metaport=8561 metauser="&MYUSERID" metapass="&DBPASS" metarepository="Foundation"

This program does the heavy lifting each time you want to grab the password and pass it to the SAS Options statement.
Step 3. Now we are ready to use the options statement wherever we need the connection details for SAS Metadata. For example, using our program above, we change it to now include the program in Step 2.

%include '~/dbpass.sas';
libname mydata2 META library="metaref";
proc datasets nolist nodetails;
   contents data=mydata2._all_;
run;

Retrieving connection details: alternatives
For those that have been using SAS for any length of time may quickly realize that there are many other options for handling passwords including storing the passwords in databases, retrieving them from a corporate identity management service such as LDAP or Active Directory or using the AUTHDOMAIN option as outlined in  Usage Note 38204 or in Chris Hemedinger’s post "Five strategies to eliminate passwords from your SAS programs". In addition, you could use the METACONNECT= and METAPROFILE= system options as described the  connection options for metadata documentation.

So, now it’s your turn. How do you help your users manage metadata credentials for SAS Clients that are not metadata aware?

Until next time, Happy Data!

--greg]]></description>
        <content:encoded><![CDATA[Based on my <a href="http://blogs.sas.com/content/sgf/author/gregorynelson/">previous posts</a>, we are almost done with the basics of SAS libraries and how the various clients can access them.  Before we leave this topic and go onto third-party database engines, I wanted to spend a few minutes talking about some best practices for making sure that your libraries are accessible to your SAS jobs – even if you aren’t using intelligent clients like SAS Enterprise Guide.

As you will recall from our previous post <a href="http://blogs.sas.com/content/sgf/2013/03/06/seeing-sas-data-through-metadata/">"Seeing SAS data through metadata</a>, there are lots of good reasons to use SAS metadata to manage libraries instead of having each user specify the library details in their individual program.  Fortunately, smart clients like SAS Enterprise Guide are metadata “aware” and since you authenticate to those clients when you connect to the server (even if you cache your credentials), it “automagically” navigates through the authentication and authorization process for us.
<h2>When clients can't find the connection</h2>
But what happens when I submit a metadata libname engine (<a href="http://support.sas.com/documentation/cdl/en/lrmeta/63180/HTML/default/viewer.htm#n16hsug0xiczidn141ezc7rlz8rb.htm">MLE</a>) library in a program that we submit from the UNIX command line?  For example, let’s say I want to submit the following program:
<pre>
libname mydata2 META library="metaref";
proc datasets nolist nodetails;
   contents data=mydata2._all_;
run;
</pre>
By now, you should know that the META engine on the LIBNAME statement tells SAS to use the metadata definition for this library instead of the physical path. The problem is that SAS Foundation doesn’t intuitively know about the metadata server, so we see an error in the log telling us just that!

<a href="http://blogs.sas.com/content/sgf/files/2013/06/metaconnection1.png"><img src="http://blogs.sas.com/content/sgf/files/2013/06/metaconnection1-1024x98.png" alt="" width="1024" height="98" class="aligncenter size-large wp-image-6222" /></a>

But no worries, we can fix that pretty simply, by using a SAS options statement before we allocate our SAS library. Here is an example:
<pre>
options metaserver="mymetadataserver" metaport=8561 metauser="myuserid" metapass="mypasswd" metarepository="Foundation";
libname mydata2 META library="metaref";
proc datasets nolist nodetails;
   contents data=mydata2._all_;
run;
</pre>
This tells SAS that whenever I reference something that needs a metadata server, it knows how to get there (and authenticate correctly.) The following log shows the program ran without incident.

<a href="http://blogs.sas.com/content/sgf/files/2013/06/metaconnection2.png"><img src="http://blogs.sas.com/content/sgf/files/2013/06/metaconnection2-1024x417.png" alt="" width="1024" height="417" class="aligncenter size-large wp-image-6224" /></a>

<h2>So what?  Where is the “best practice” in that?!?</h2>
Ok, you could have figured that out on your own (or reading the friendly <a href="http://support.sas.com/documentation/cdl/en/lrmeta/63180/HTML/default/viewer.htm#n03ph3v01d4e7en1n0v7wm8o3yiu.htm"><em>SAS 9.3 Language Interfaces to Metadata</em> manual</a>!)  What most users struggle with is how to connect to the metadata server when they aren’t exactly excited about adding this bit of extra code into their programs and, more importantly, how do they deal with the whole password thing since they don’t want passwords floating around in free text?

One option would be to use the same credentials for everyone when you connect to the metadata server.  I don’t recommend this option but if you really want to do this, take a look at the documentation, specifically the section entitled “<a href="http://support.sas.com/documentation/cdl/en/lrmeta/63180/HTML/default/viewer.htm#n03ph3v01d4e7en1n0v7wm8o3yiu.htm">Specifying Connection Properties Directly</a>”.

For those users who want to write once and use everywhere, we can put the options statement in an autoexec file that just gets run when we invoke SAS.  As you may recall, when you run a SAS program from the command line, SAS looks to see if there is a file called “autoexec.sas” in the current directory and if so, runs that. Otherwise, it looks to see if there is a file called “autoexec.sas” file in your SASROOT directory and if it exists, it will run that (but not both!)

If you want to put the options statement in a more general autoexec (e.g., !SASROOT/autoexec.sas) that gets executed each time SAS fires up, then we will need to make this a bit more dynamic since we are passing in the metauser and metapass parameters to the options statement and you <strong><span style="text-decoration: underline">don’t</span></strong> want to use the same account every time someone wants to connect to the SAS Metadata.

<h2>Encoding a password for an autoexec file</h2>
One practice I have found useful is to create a simple process that encodes the password using PROC PWENCODE and then just including that in your normal autoexec file every time you run a program that requires your credentials.

The process is quite simple if you follow the steps below:
<ol>
	<li>Encode your password and save the resulting password in a file.</li>
	<li>Create a file that reads the password and sets the options statement.</li>
	<li>Include that file in your program.</li>
</ol>
Let me show you.

<h3>Step 1.</h3> Instead of storing your password in a text file that everyone could read, use the following program to encrypt your password and then set the permissions on that new file so that only you can read it.
<pre>
filename pwfile '~/pwencode';
proc pwencode in='mypassword' out=pwfile;
run;
</pre>
This program will create a file called pwencode in your home directory on UNIX. Be sure to set the permissions on this file so that only you can read and write to this file. Note that whenever your password changes, you will need to rerun this program with the corrected password.
<h3>Step 2.</h3> Now that we have the password stored in an encrypted and accessible file, we will now show you how to read the file and pass the information to the SAS options statement to be able to connect to the SAS Metadata server.
<pre>
/* Change these values based on your organization */
%let myuserid=gnelson;
%let myserver=mymetadataservername;
/* Read the password file */
filename pwfile '~/pwencode';
data _NULL_;
   infile pwfile obs=1 length=l;
   input @;
   input @1 line $varying1024. l;
   call symput('dbpass',substr(line,1,l));
run;
/* Specify connection options. Change as needed for your installation */
options metaserver="&MYSERVER" metaport=8561 metauser="&MYUSERID" metapass="&DBPASS" metarepository="Foundation"
</pre>
This program does the heavy lifting each time you want to grab the password and pass it to the SAS Options statement.
<h3>Step 3.</h3> Now we are ready to use the options statement wherever we need the connection details for SAS Metadata. For example, using our program above, we change it to now include the program in Step 2.
<pre>
%include '~/dbpass.sas';
libname mydata2 META library="metaref";
proc datasets nolist nodetails;
   contents data=mydata2._all_;
run;
</pre>
<h2>Retrieving connection details: alternatives</h2>
For those that have been using SAS for any length of time may quickly realize that there are many other options for handling passwords including storing the passwords in databases, retrieving them from a corporate identity management service such as LDAP or Active Directory or using the AUTHDOMAIN option as outlined in <a href="http://support.sas.com/kb/38/204.html"> <em>Usage Note 38204</em></a> or in Chris Hemedinger’s post <a href="http://blogs.sas.com/content/sasdummy/2010/11/23/five-strategies-to-eliminate-passwords-from-your-sas-programs/">"Five strategies to eliminate passwords from your SAS programs"</a>. In addition, you could use the METACONNECT= and METAPROFILE= system options as described the <a href="http://support.sas.com/documentation/cdl/en/lrmeta/63180/HTML/default/viewer.htm#n03ph3v01d4e7en1n0v7wm8o3yiu.htm"> connection options for metadata documentation</a>.

So, now it’s your turn. How do you help your users manage metadata credentials for SAS Clients that are not metadata aware?

Until next time, Happy Data!

--greg<div class="feedflare">
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	<item>
		<title><![CDATA[Macros and loops in the SAS/IML language]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/8bjPF-m8ENc/</link>
                <dc:creator>Rick Wicklin</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/iml/wp-content/blogs.dir/22/files/userphoto/136.thumbnail.jpg" alt="Rick Wicklin" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>The DO Loop</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/iml/?p=8494</guid>
		<pubDate>Wed, 19 Jun 13 05:26:37 +0000</pubDate>
        <description><![CDATA[
I am not a big fan of the macro language, and I try to avoid it when I write SAS/IML programs. I find that the programs with many macros are hard to read and debug. Furthermore, the SAS/IML language supports loops and indexing, so many macro constructs can be replaced by standard SAS/IML syntax.


Nevertheless, many SAS customers use macro constructs as part of their daily SAS programming tasks, and that practice often continues when they write SAS/IML programmers.  A customer recently asked a question about the macro language that required knowledge of the way that macro variables are handled within a SAS/IML loop. This post shares my response.

Here's the crux of the customer's question. Run the following SAS/IML program and see if you can understand why it behaves as it does:


proc iml;
i = 7;
call symputx("j", i);    /* 1. Put value of i into macro variable j */
y1 = &j;                 /* 2. Assign y1 the value of &j            */
print y1;                /* success! */

y = j(1,4,.);
do i = 1 to ncol(y);     /* 3. Start processing the DO block of statements */
   call symputx("j", i); /* 4. Put value of i into macro variable j */
   y[i] = &j;            /* 5. Hmmmm, what does this do inside the loop? */
end;
print y;                 /* Not what you might expect? */





As you can see from the output, the first use of the macro variable (outside the DO loop), works as expected. But the second does not. The customer wanted to know why the elements of y are not 
set to 1, 2, 3, 4 within the loop.

The key point to remember about macro variables is that SAS code never sees them. Macro variables are evaluated by the macro preprocessor at parse time, not at run time. The SAS/IML code never sees &amp;j, only the constant value that the preprocessor substitutes for &amp;j.

It is also important to remember that PROC IML is an interactive procedure. (The "I" in IML stands for interactive!) Each statement or block of statements is parsed as it is encountered, as opposed to the DATA step, which parses the entire program before beginning execution.

Let's examine the program step-by-step to understand why the first construct works but the second does not. The following steps refer to the numbers in the program comments:


The value of the SAS/IML scalar i is copied (as text) into the macro variable j.
The statement is encountered. The value of the macro variable j is substituted by the macro preprocesser. Then the statement is executed. The SAS/IML variable y1 is assigned to the value 7.
A DO loop is encountered by the SAS/IML parser. The parser finds the matching END statement and proceeds to parse the entire body of the loop in order to check for syntax errors.  This parsing phase occurs exactly one time.  Because the block of statements contain a macro variable, the macro preprocessor substitutes the value of the macro variable j, which is 7.

For each iteration, the value of the SAS/IML scalar i is copied (as text) into the macro variable j.
For each iteration, the ith element of the y vector is assigned the value 7.  In particular, this statement does not contain a reference to the macro varible j.



To the casual reader of the program, it looks like &amp;j will have a different value during each step of the iteration. But but it doesn't. The expression &amp;j is resolved at parse time. SAS/IML parses the entire body of the DO loop once, before any execution occurs, and at parse time the expression &amp;j is 7.


There is a way to get what the customer wants. The SYMGET function retrieves the value of a macro variable at run time. Therefore the following statements fill the vector y with the values 1 through 4:



do i = 1 to ncol(y);
   call symputx("j", i);
   y[i] = num(symget("j"));  /* get macro value at run time */
end;
print y;                     /* Yes! This is what we want! */





For me, this blog post emphasizes three facts:


Always remember that macro substitution is done by a preprocessor, which operates at parse time.
The SAS/IML language parses an entire block of statements (between the DO and END statements) one time before executing the block.
Mixing macro code and SAS/IML statements can be confusing and hard to debug.  When you have the option, use SAS/IML language features instead of relying on macro language constructs.

]]></description>
        <content:encoded><![CDATA[<p>
I am not a big fan of the macro language, and I try to avoid it when I write SAS/IML programs. I find that the programs with many macros are hard to read and debug. Furthermore, the SAS/IML language supports loops and indexing, so many macro constructs can be replaced by standard SAS/IML syntax.
</p>
<p>
Nevertheless, many SAS customers use macro constructs as part of their daily SAS programming tasks, and that practice often continues when they write SAS/IML programmers.  A customer recently asked a question about the macro language that required knowledge of the way that macro variables are handled within a SAS/IML loop. This post shares my response.
</p><p>
Here's the crux of the customer's question. Run the following SAS/IML program and see if you can understand why it behaves as it does:
</p>
<pre lang="text" escaped="true">
proc iml;
i = 7;
call symputx("j", i);    /* 1. Put value of i into macro variable j */
y1 = &j;                 /* 2. Assign y1 the value of &j            */
print y1;                /* success! */

y = j(1,4,.);
do i = 1 to ncol(y);     /* 3. Start processing the DO block of statements */
   call symputx("j", i); /* 4. Put value of i into macro variable j */
   y[i] = &j;            /* 5. Hmmmm, what does this do inside the loop? */
end;
print y;                 /* Not what you might expect? */
</pre>

<img src="http://blogs.sas.com/content/iml/files/2013/06/macroloop.png" alt="" width="76" height="128" class="aligncenter size-full wp-image-8502" />

<p>
As you can see from the output, the first use of the macro variable (outside the DO loop), works as expected. But the second does not. The customer wanted to know why the elements of <tt>y</tt> are not 
set to 1, 2, 3, 4 within the loop.
</p><p>
The key point to remember about macro variables is that SAS code never sees them. Macro variables are evaluated by the macro preprocessor <em>at parse time</em>, not at run time. The SAS/IML code never sees &amp;j, only the constant value that the preprocessor substitutes for &amp;j.
</p><p>
It is also important to remember that PROC IML is an interactive procedure. (The "I" in IML stands for interactive!) Each statement or block of statements is parsed as it is encountered, as opposed to the DATA step, which parses the entire program before beginning execution.
</p><p>
Let's examine the program step-by-step to understand why the first construct works but the second does not. The following steps refer to the numbers in the program comments:
</p>
<ol>
<li>The value of the SAS/IML scalar <tt>i</tt> is copied (as text) into the macro variable <tt>j</tt>.</li>
<li>The statement is encountered. The value of the macro variable <tt>j</tt> is substituted by the macro preprocesser. Then the statement is executed. The SAS/IML variable <tt>y1</tt> is assigned to the value 7.</li>
<li>A DO loop is encountered by the SAS/IML parser. The parser finds the matching END statement and proceeds to parse the <em>entire</em> body of the loop in order to check for syntax errors.  This parsing phase occurs exactly one time.  Because the block of statements contain a macro variable, the macro preprocessor substitutes the value of the macro variable <tt>j</tt>, which is 7.
</li>
<li>For each iteration, the value of the SAS/IML scalar <tt>i</tt> is copied (as text) into the macro variable <tt>j</tt>.</li>
<li>For each iteration, the <em>i</em>th element of the <tt>y</tt> vector is assigned the value 7.  In particular, this statement does not contain a reference to the macro varible <tt>j</tt>.</li>
</ol>

<p>
To the casual reader of the program, it looks like &amp;j will have a different value during each step of the iteration. But but it doesn't. The expression &amp;j is resolved at <em>parse time</em>. SAS/IML parses the entire body of the DO loop once, before any execution occurs, and at parse time the expression &amp;j is 7.
</p>
<p>
There is a way to get what the customer wants. The <a href="http://support.sas.com/documentation/cdl/en/lefunctionsref/63354/HTML/default/viewer.htm#n08h8unph3lz0un1ap3kqru4iym0.htm">SYMGET function</a> retrieves the value of a macro variable at run time. Therefore the following statements fill the vector <tt>y</tt> with the values 1 through 4:
</p>

<pre lang="text" escaped="true">
do i = 1 to ncol(y);
   call symputx("j", i);
   y[i] = num(symget("j"));  /* get macro value at run time */
end;
print y;                     /* Yes! This is what we want! */
</pre>

<img src="http://blogs.sas.com/content/iml/files/2013/06/macroloop2.png" alt="" width="77" height="59" class="aligncenter size-full wp-image-8501" />

<p>
For me, this blog post emphasizes three facts:
</p>
<ul>
<li>Always remember that macro substitution is done by a preprocessor, which operates at parse time.</li>
<li>The SAS/IML language parses an entire block of statements (between the DO and END statements) one time before executing the block.</li>
<li>Mixing macro code and SAS/IML statements can be confusing and hard to debug.  When you have the option, use SAS/IML language features instead of relying on macro language constructs.</li>
</ul>
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	<item>
		<title><![CDATA[BarLine Graphs]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/qfNg6hhZQcQ/</link>
                <dc:creator>Sanjay Matange</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/graphicallyspeaking/wp-content/blogs.dir/28/files/userphoto/250.thumbnail.jpg" alt="Sanjay Matange" width="56" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>Graphically Speaking</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/graphicallyspeaking/?p=3949</guid>
		<pubDate>Tue, 18 Jun 13 11:07:38 +0000</pubDate>
        <description><![CDATA[A Bar Line graph is commonly used in many domains.  The SGPLOT procedure makes it easy to create bar line graphs where the user can customize it in many different ways.  This post is prompted by a recent question on the communities page on creating such a graph, with one bar and multiple line plots.

Bar Line with Multi Column Data:

This graph is easily done using the SGPLOT procedure when the data set has the response columns by category, one for the bar and one for each line as shown below:



Here is a basic bar line graph with  the Sum represented as the bar on the left Y axis, and all the percent values on the right Y2 axis.



SGPLOT code:
proc sgplot data=testcols;
  title 'Sum and Percent by Week and Operation';
  vbar week / response=sum fillattrs=graphdatadefault nostatlabel;
  vline week /  response=A lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=B lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=C lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=D lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=E lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=F lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  xaxis display=(nolabel);
  yaxis offsetmin=0  display=(nolabel) ;
  y2axis offsetmin=0 display=(nolabel);
  run;
Note the following:

	We have used a VBAR statement to display sum x week.
	We have used multiple VLINE statements to display each % by week.
	We have set offsetmin=0 for both Y and Y2 axis.  This ensures the bars start from the x axis.
	NOSTATLABEL prevents the addition of the statistics to the labels and legends.
	The Y and Y2 axis ticks are not aligned, so it is hard to draw grid lines.

To add Y axis grid lines, it is important to align the tick values on both axes.  These can be aligned by setting the tick values on each axis by setting the VALUES option.  Here is the resulting graph:



Here we have used the VALUES option on both Y and Y2 axis to get equal number of ticks on each axis.  Now we can enable GRID on the Y axis.  The bar is made a bit transparent so the grid lines show through.

Bar Line with Grouped Data:

If the data is in grouped format, we can create a similar graph except that it is necessary that both the VBAR and VLINE statements have the same combination of CATEGORY and GROUP variables.  Since VLINE are grouped by operation, we also have to use the same group variable for VBAR.  To ensure we only get one bar, provide only one non-missing value per category.  Here is the data for the grouped case:

Only 3 values of operation are shown to save space.  Note that only the first operation has a non-missing value for sum, and all others have missing value.

Here is the graph and the SGPLOT code.  Note, in this graph, we have used a data skin, and curve labels.  Curve labels often improve the readability of the graph, and no legend is required.



SGPLOT code:
proc sgplot data=test noautolegend;
  title 'Sum and Percent by Week and Operation';
  vbar week / group=operation response=sum_week fillattrs=graphdatadefault
       nostatlabel transparency=0.2 dataskin=gloss;
  vline week / group=operation response=percent y2axis
        lineattrs=(thickness=5 pattern=solid) nostatlabel curvelabel;
  xaxis display=(nolabel);
  yaxis offsetmin=0 offsetmax=0.1 values=(0 to 8000 by 2000)
        display=(nolabel) grid;
  y2axis  offsetmin=0 offsetmax=0.1 values=(0 to 0.4 by 0.1)
        display=(nolabel);
  run;
Full SAS 9.3 SGPLOT code: BarLine]]></description>
        <content:encoded><![CDATA[A Bar Line graph is commonly used in many domains.  The SGPLOT procedure makes it easy to create bar line graphs where the user can customize it in many different ways.  This post is prompted by a recent question on the communities page on creating such a graph, with one bar and multiple line plots.

<strong>Bar Line with Multi Column Data:</strong>

This graph is easily done using the SGPLOT procedure when the data set has the response columns by category, one for the bar and one for each line as shown below:

<a href="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/DataCols.png"><img class="aligncenter size-full wp-image-3950" src="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/DataCols.png" alt="" width="425" height="115" /></a>

Here is a basic bar line graph with  the Sum represented as the bar on the left Y axis, and all the percent values on the right Y2 axis.

<a href="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/BarLineCols12.png"><img class="aligncenter size-full wp-image-3954" src="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/BarLineCols12.png" alt="" width="500" height="300" /></a>

<strong>SGPLOT code:</strong>
<pre lang="sas">proc sgplot data=testcols;
  title 'Sum and Percent by Week and Operation';
  vbar week / response=sum fillattrs=graphdatadefault nostatlabel;
  vline week /  response=A lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=B lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=C lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=D lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=E lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  vline week /  response=F lineattrs=(thickness=5 pattern=solid) nostatlabel y2axis;
  xaxis display=(nolabel);
  yaxis offsetmin=0  display=(nolabel) ;
  y2axis offsetmin=0 display=(nolabel);
  run;</pre>
Note the following:
<ul>
	<li>We have used a VBAR statement to display sum x week.</li>
	<li>We have used multiple VLINE statements to display each % by week.</li>
	<li>We have set offsetmin=0 for both Y and Y2 axis.  This ensures the bars start from the x axis.</li>
	<li>NOSTATLABEL prevents the addition of the statistics to the labels and legends.</li>
	<li>The Y and Y2 axis ticks are not aligned, so it is hard to draw grid lines.</li>
</ul>
To add Y axis grid lines, it is important to align the tick values on both axes.  These can be aligned by setting the tick values on each axis by setting the VALUES option.  Here is the resulting graph:

<a href="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/BarLineCols2.png"><img class="aligncenter size-full wp-image-3953" src="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/BarLineCols2.png" alt="" width="500" height="300" /></a>

Here we have used the VALUES option on both Y and Y2 axis to get equal number of ticks on each axis.  Now we can enable GRID on the Y axis.  The bar is made a bit transparent so the grid lines show through.

<strong>Bar Line with Grouped Data:</strong>

If the data is in grouped format, we can create a similar graph except that <strong>it is necessary that both the VBAR and VLINE statements have the same combination of CATEGORY and GROUP variables.</strong>  Since VLINE are grouped by operation, we also have to use the same group variable for VBAR.  To ensure we only get one bar, provide only one non-missing value per category.  Here is the data for the grouped case:

<a href="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/Data1.png"><img class="aligncenter size-full wp-image-3956" src="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/Data1.png" alt="" width="263" height="197" /></a>Only 3 values of operation are shown to save space.  Note that only the first operation has a non-missing value for sum, and all others have missing value.

Here is the graph and the SGPLOT code.  Note, in this graph, we have used a data skin, and curve labels.  Curve labels often improve the readability of the graph, and no legend is required.

<a href="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/BarLineGrp.png"><img class="aligncenter size-full wp-image-3957" src="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/BarLineGrp.png" alt="" width="500" height="300" /></a>

<strong>SGPLOT code:</strong>
<pre lang="sas">proc sgplot data=test noautolegend;
  title 'Sum and Percent by Week and Operation';
  vbar week / group=operation response=sum_week fillattrs=graphdatadefault
       nostatlabel transparency=0.2 dataskin=gloss;
  vline week / group=operation response=percent y2axis
        lineattrs=(thickness=5 pattern=solid) nostatlabel curvelabel;
  xaxis display=(nolabel);
  yaxis offsetmin=0 offsetmax=0.1 values=(0 to 8000 by 2000)
        display=(nolabel) grid;
  y2axis  offsetmin=0 offsetmax=0.1 values=(0 to 0.4 by 0.1)
        display=(nolabel);
  run;</pre>
<strong>Full SAS 9.3 SGPLOT code: <a href="http://blogs.sas.com/content/graphicallyspeaking/files/2013/06/BarLine.txt">BarLine</a></strong><div class="feedflare">
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</div><img src="http://feeds.feedburner.com/~r/sasblogs/~4/qfNg6hhZQcQ" height="1" width="1"/>]]></content:encoded>
        	<feedburner:origLink>http://blogs.sas.com/content/graphicallyspeaking/2013/06/18/grouped-barline-graph/</feedburner:origLink></item>
	<item>
		<title><![CDATA[Antworten dort finden, wo auch die Fragen gestellt werden]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/pDhfgI6ZKmQ/</link>
                <dc:creator>Thomas Keil</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/sasdach/wp-content/blogs.dir/34/files/userphoto/514.thumbnail.jpg" alt="Thomas Keil" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>Mehr Wissen</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/sasdach/?p=1506</guid>
		<pubDate>Mon, 17 Jun 13 18:12:03 +0000</pubDate>
        <description><![CDATA[Aus ihren Daten wirklich Nutzen zu ziehen, können viele Unternehmen. Das Finden von Mustern mit Data Mining gibt es seit Jahrzehnten, eine ähnliche Historie weisen Forecasting oder Predictive Analytics auf. Je nach Datenart und Anforderung gibt es hier schon sehr lange valide, reliable und vor allem alltags- sowie business-relevante Methoden – denken wir nur an so alltägliche Bereiche wie Wettervorhersagen und Stauprognosen.

Wenn ich aber sage „Unternehmen“ können dies, muss man ehrlicherweise hinzufügen, dass damit in der Realität vereinzelte Experten in spezialisierten Abteilungen gemeint sind, die zum allergrößten Teil eine mathematische oder sogar statistische Ausbildung, meist ein Studium, mitbringen. Das liegt in der Natur der Sache: Sobald man sich über Intuition und gefühlte Realität („Bei Ferienbeginn staut es sich am Brenner“ oder „im Sommer wird mehr Eis verkauft“) hinaus begibt, geht es eben um die Entwicklung von Vorhersagemodellen mit mathematischen Algorithmen. In der wissenschaftlichen Diskussion ist das disziplinübergreifend akzeptiert: Ohne mathematische Kenntnisse sind alle empirischen Wissenschaften von Maschinenbau bis zu den Sozialwissenschaften nicht denkbar. Nicht umsonst gehört ein Statistik-Grundkurs mittlerweile in die Lehrpläne vieler Studiengänge. Aber auch in den Unternehmen setzt sich diese Erkenntnis immer mehr durch.

Mathematik - die Grundlage für wirtschaftlichen Erfolg?

Eine stetig fortschreitende Rationalisierung des Wirtschaftslebens hat dafür gesorgt, dass jegliche Entscheidungen in ihren Auswirkungen nicht nur auf Fakten basieren sollten, sondern dies eben auch können. Anders gesagt: die Voraussetzungen für eine Mathematisierung der Unternehmensführung sind durch die massenhafte Verbreitung entsprechender Technologien geschaffen. Die Überlegung ist einfach: Nur was gemessen werden kann, kann auch gemanagt werden (Peter Drucker). Und je mehr ich messen kann, desto mehr kann ich managen und damit womöglich einen Wettbewerbsvorsprung erarbeiten.

Das führt ganz zwangsläufig dazu, dass immer mehr Messdaten erhoben werden: Wie viele Produkte habe ich in welchem Verkaufskanal zu welchem Preis verkauft? Welche Produkte bietet mein Wettbewerber an? Welche Kunden sind für mich profitabel? Diese Fragen sind heute beantwortbar – und liefern die Grundlage für die oben genannten „Unternehmen“, die heute Vorhersagen, Data-Mining und Predictive Analytics einsetzen.

Damit hat sich aber eine Lücke aufgetan: Die Fragen bezüglich den Messpunkten und den möglichen Ableitungen für die Zukunft nähren sich aus den Herausforderungen des jeweiligen Unternehmens und des jeweiligen Geschäftsmodells. Dazu ist tiefes Fachwissen erforderlich, ob es um Bereiche wie Produktionsoptimierung, Vertrieb- und Marketing oder logistische Fragestellungen geht. Die gut ausgebildeten Mitarbeiter in diesen Fachbereichen bringen aber nur ein Grundgerüst an mathematischen Kenntnissen mit, keineswegs die „High-End“-Anforderungen, die an die Entwicklung von Vorhersagemodellen, neuronalen Netzen und anderen, mittlerweile gängigen Verfahren gestellt werden.

Und wenn die Frage zur Antwort kommt - anstatt immer den Berg zum Propheten zu schicken?

Wie wäre es nun aber, wenn die Antworten dort gefunden werden könnten, wo auch die Fragen gestellt werden? Und damit die Entwicklung neuer Fragen gefördert und ermöglicht wird? Das zu ermöglichen ist die alles entscheidende Triebfeder in der aktuellen Big-Data-Diskussion. Wie schaffen es Unternehmen, die Nutzung von fortgeschrittenen mathematischen Verfahren zu verbreitern und damit neue Effizienzen in ihren Kernprozessen zu heben. Die Mathematik ist nicht einfacher zu machen, als sie ist. Die Daten sind so, wie sie sind. Und auch die Menschen sind so, wie sie sind. Zu glauben, man könne jetzt einfach überall „Data Scientists“ einstellen, ist naiv – diese Leute gibt es nicht in ausreichender Zahl.

Der Weg muss ganz klar dahin gehen, die Nutzung von Analytics so einfach wie die Bedienung von Outlook und Powerpoint zu machen. Diesen Weg geht nicht ganz überraschend einer der Pioniere der Statistik unter zu Hilfenahme neuester Technologien – mit SAS Visual Analytics. Die Visualisierungen machen Bedienung, Exploration und Verständnis der Ergebnisse um ein Vielfaches leichter – und damit Analytics erstmals wirklich greifbar für den Fachbereich. Der ausgebildete Statistiker wird dort vieles vermissen und trotzdem die Qualität der Ergebnisse mit seinen eigenen vergleichen können. Aber für viele Mitarbeiter in vielen Unternehmen ist das eine ganz große Chance, faktenbasierte Entscheidungen auf eine neue Qualitätsebene zu heben. Ich würde sagen „Self-Service-Business Analytics“ (nicht nur Self-Service-BI) ist der Schlüssel, für den Nutzen von Daten, meinetwegen auch von Big Data.

Wie Unternehmen visuelle Analysen nutzen und welche Erfahrungen bereits heute mit Self-Service-Ansätzen gemacht wurden, erfahren Sie auch auf dem SAS Forum 2013 am 11. und 12. September 2013 in Mannheim.]]></description>
        <content:encoded><![CDATA[Aus ihren Daten wirklich Nutzen zu ziehen, können viele Unternehmen. Das Finden von Mustern mit <a href="http://de.wikipedia.org/wiki/Data-Mining" target="_blank">Data Mining</a> gibt es seit Jahrzehnten, eine ähnliche Historie weisen Forecasting oder Predictive Analytics auf. Je nach Datenart und Anforderung gibt es hier schon sehr lange valide, reliable und vor allem alltags- sowie business-relevante Methoden – denken wir nur an so alltägliche Bereiche wie Wettervorhersagen und Stauprognosen.

Wenn ich aber sage „Unternehmen“ können dies, muss man ehrlicherweise hinzufügen, dass damit in der Realität vereinzelte Experten in spezialisierten Abteilungen gemeint sind, die zum allergrößten Teil eine mathematische oder sogar statistische Ausbildung, meist ein Studium, mitbringen. Das liegt in der Natur der Sache: Sobald man sich über Intuition und gefühlte Realität („Bei Ferienbeginn staut es sich am Brenner“ oder „im Sommer wird mehr Eis verkauft“) hinaus begibt, geht es eben um die Entwicklung von Vorhersagemodellen mit mathematischen Algorithmen. In der wissenschaftlichen Diskussion ist das disziplinübergreifend akzeptiert: Ohne mathematische Kenntnisse sind alle <a href="http://www.scilogs.de/wblogs/blog/sprachlog/allgemein/2010-05-04/keine-wissenschaft-ohne-mathematik" target="_blank">empirischen Wissenschaften von Maschinenbau bis zu den Sozialwissenschaften</a> nicht denkbar. Nicht umsonst gehört ein Statistik-Grundkurs mittlerweile in die Lehrpläne vieler Studiengänge. Aber auch in den Unternehmen setzt sich diese Erkenntnis immer mehr durch.

<strong>Mathematik - die Grundlage für wirtschaftlichen Erfolg?</strong>

Eine stetig fortschreitende Rationalisierung des Wirtschaftslebens hat dafür gesorgt, dass jegliche Entscheidungen in ihren Auswirkungen nicht nur auf Fakten basieren sollten, sondern dies eben auch können. Anders gesagt: die Voraussetzungen für eine Mathematisierung der Unternehmensführung sind durch die massenhafte Verbreitung entsprechender Technologien geschaffen. Die Überlegung ist einfach: Nur was gemessen werden kann, kann auch gemanagt werden (Peter Drucker). Und je mehr ich messen kann, desto mehr kann ich managen und damit womöglich einen Wettbewerbsvorsprung erarbeiten.

Das führt ganz zwangsläufig dazu, dass immer mehr Messdaten erhoben werden: Wie viele Produkte habe ich in welchem Verkaufskanal zu welchem Preis verkauft? Welche Produkte bietet mein Wettbewerber an? Welche Kunden sind für mich profitabel? Diese Fragen sind heute beantwortbar – und liefern die Grundlage für die oben genannten „Unternehmen“, die heute Vorhersagen, Data-Mining und Predictive Analytics einsetzen.

Damit hat sich aber eine Lücke aufgetan: Die Fragen bezüglich den Messpunkten und den möglichen Ableitungen für die Zukunft nähren sich aus den Herausforderungen des jeweiligen Unternehmens und des jeweiligen Geschäftsmodells. Dazu ist tiefes Fachwissen erforderlich, ob es um Bereiche wie Produktionsoptimierung, Vertrieb- und Marketing oder logistische Fragestellungen geht. Die gut ausgebildeten Mitarbeiter in diesen Fachbereichen bringen aber nur ein Grundgerüst an mathematischen Kenntnissen mit, keineswegs die „High-End“-Anforderungen, die an die Entwicklung von Vorhersagemodellen, neuronalen Netzen und anderen, mittlerweile gängigen Verfahren gestellt werden.

<strong>Und wenn die Frage zur Antwort kommt - anstatt immer den Berg zum Propheten zu schicken?</strong>

Wie wäre es nun aber, wenn die Antworten dort gefunden werden könnten, wo auch die Fragen gestellt werden? Und damit die Entwicklung neuer Fragen gefördert und ermöglicht wird? Das zu ermöglichen ist die alles entscheidende Triebfeder in der aktuellen Big-Data-Diskussion. Wie schaffen es Unternehmen, die Nutzung von fortgeschrittenen mathematischen Verfahren zu verbreitern und damit neue Effizienzen in ihren Kernprozessen zu heben. Die Mathematik ist nicht einfacher zu machen, als sie ist. Die Daten sind so, wie sie sind. Und auch die Menschen sind so, wie sie sind. Zu glauben, man könne jetzt einfach überall „Data Scientists“ einstellen, ist naiv – diese <a href="http://www.cio.com/article/733898/The_Rise_of_the_Data_Visualization_Expert">Leute</a> gibt es nicht in ausreichender Zahl.

Der Weg muss ganz klar dahin gehen, die Nutzung von Analytics so einfach wie die Bedienung von Outlook und Powerpoint zu machen. Diesen Weg geht nicht ganz überraschend einer der Pioniere der Statistik unter zu Hilfenahme neuester Technologien – mit SAS Visual Analytics. Die Visualisierungen machen Bedienung, Exploration und Verständnis der Ergebnisse um ein Vielfaches leichter – und damit Analytics erstmals wirklich greifbar für den Fachbereich. Der ausgebildete Statistiker wird dort vieles vermissen und trotzdem die Qualität der Ergebnisse mit seinen eigenen vergleichen können. Aber für viele Mitarbeiter in vielen Unternehmen ist das eine ganz große Chance, faktenbasierte Entscheidungen auf eine neue Qualitätsebene zu heben. Ich würde sagen „Self-Service-Business Analytics“ (nicht nur Self-Service-BI) ist der Schlüssel, für den Nutzen von Daten, meinetwegen auch von Big Data.

Wie Unternehmen visuelle Analysen nutzen und welche Erfahrungen bereits heute mit Self-Service-Ansätzen gemacht wurden, erfahren Sie auch auf dem <a title="SAS Forum 2013" href="http://www.sasforum.de" target="_blank">SAS Forum 2013</a> am 11. und 12. September 2013 in Mannheim.<div class="feedflare">
<a href="http://feeds.feedburner.com/~ff/sasblogs?a=pDhfgI6ZKmQ:tQvHjVk8qVY:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/sasblogs?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=pDhfgI6ZKmQ:tQvHjVk8qVY:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/sasblogs?i=pDhfgI6ZKmQ:tQvHjVk8qVY:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=pDhfgI6ZKmQ:tQvHjVk8qVY:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/sasblogs?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=pDhfgI6ZKmQ:tQvHjVk8qVY:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/sasblogs?i=pDhfgI6ZKmQ:tQvHjVk8qVY:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=pDhfgI6ZKmQ:tQvHjVk8qVY:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/sasblogs?i=pDhfgI6ZKmQ:tQvHjVk8qVY:F7zBnMyn0Lo" border="0"></img></a>
</div><img src="http://feeds.feedburner.com/~r/sasblogs/~4/pDhfgI6ZKmQ" height="1" width="1"/>]]></content:encoded>
        	<feedburner:origLink>http://blogs.sas.com/content/sasdach/2013/06/17/antworten-dort-finden-wo-auch-die-fragen-gestellt-werden/</feedburner:origLink></item>
	<item>
		<title><![CDATA[My, how quality has changed!]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/5jb42SSwwOA/</link>
                <dc:creator>Bernard McKeown</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/jmp/wp-content/blogs.dir/3/files/userphoto/195.thumbnail.jpg" alt="Bernard McKeown" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>JMP Blog</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/jmp/?p=9154</guid>
		<pubDate>Mon, 17 Jun 13 11:30:23 +0000</pubDate>
        <description><![CDATA[Since I took my degree in engineering in the late 1980s, things have changed dramatically in the world of quality. The Six Sigma strategy was developed in 1986, with Total Quality Management (TQM) in its infancy by the turn of the decade. In the intervening years, engineers have been deluged by a flood of data collected from increasingly complex and sensitive equipment while being continually challenged by growing customer expectations. It’s become increasingly important for engineers to have the right software to calibrate equipment and collect and analyse data in a fast, efficient and coherent way. And it’s for these reasons that JMP, with its easy-to-use, point-and-click environment, is increasingly the software of choice to analyse quality data.

We are holding a seminar on 3 July in Marlow in the UK that showcases how JMP can be used to analyse data in a variety of manufacturing situations to:

	Troubleshoot quality problems
	Improve manufacturing yield
	Improve the capability of your measurement system
	Control complex manufacturing processes

If these are concerns to you, then why not register and join us for the day?

We will be following this seminar up with one on a related topic: design of experiments. Two global thought leaders, Bradley Jones and Peter Goos, will be leading the event, which will take place on 19 Sept.]]></description>
        <content:encoded><![CDATA[Since I took my degree in engineering in the late 1980s, things have changed dramatically in the world of quality. The Six Sigma strategy was developed in 1986, with Total Quality Management (TQM) in its infancy by the turn of the decade. In the intervening years, engineers have been deluged by a flood of data collected from increasingly complex and sensitive equipment while being continually challenged by growing customer expectations. It’s become increasingly important for engineers to have the right software to calibrate equipment and collect and analyse data in a fast, efficient and coherent way. And it’s for these reasons that <a href="http://jmp.com/software">JMP</a>, with its easy-to-use, point-and-click environment, is increasingly the software of choice to analyse quality data.

We are holding a seminar on <strong>3 July in Marlow in the UK</strong> that showcases how JMP can be used to analyse data in a variety of manufacturing situations to:
<ul>
	<li>Troubleshoot quality problems</li>
	<li>Improve manufacturing yield</li>
	<li>Improve the capability of your measurement system</li>
	<li>Control complex manufacturing processes</li>
</ul>
If these are concerns to you, then why not <a href="http://www.jmp.com/uk/about/events/explorers/seminar_detail.shtml?reglink=70130000001qbQ3">register</a> and join us for the day?

We will be following this seminar up with one on a related topic: design of experiments. Two global thought leaders, <a href="http://blogs.sas.com/content/jmp/author/bradleyjones/">Bradley Jones</a> and Peter Goos, will be leading the event, which will take place on 19 Sept.<div class="feedflare">
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</div><img src="http://feeds.feedburner.com/~r/sasblogs/~4/5jb42SSwwOA" height="1" width="1"/>]]></content:encoded>
        	<feedburner:origLink>http://blogs.sas.com/content/jmp/2013/06/17/my-how-quality-has-changed/</feedburner:origLink></item>
	<item>
		<title><![CDATA[The book writing business: Publishing across the world with Evan Stubbs]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/ct4M15U7RPs/</link>
                <dc:creator>Shelley Sessoms</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/publishing/wp-content/blogs.dir/18/files/userphoto/155.thumbnail.jpg" alt="Shelley Sessoms" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>The SAS Bookshelf</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/publishing/?p=5649</guid>
		<pubDate>Mon, 17 Jun 13 11:18:10 +0000</pubDate>
        <description><![CDATA[Writing, editing, galley proofs, indexing, cover design…it all takes time. The logistics of getting a book published can be tough when you’re sitting across the room from each other. What happens when you’re across the world from each other? That’s the topic of this month’s blog post.

Technology makes the world a much smaller place. Between email, instant messaging, fax machines, social media, and the like, work never stops. I wondered how all of this technology helps our international authors. So I asked Evan Stubbs, author of 2 current books, and one in the works, “How was it working on three books with SAS Press, when you are based in Australia and the publishing division is in Cary, NC?”

Evan replied, “It's not as hard as you'd think; so much of my communication is digital anyway that writing and editing simply becomes another workflow in the overall machine. I think it's always been possible to publish or do research from anywhere; the biggest shift has been around the immediacy of response. Where we'd once communicate by fax or mail, whether someone's next to you or on the other side of the planet is largely irrelevant; the communication channels are now exactly the same.

Having said that, time zones always present a challenge. When one takes into account the breadth of people I went to for feedback, working across so many time zones was a little daunting at first. The reality is that that's just the way it is now, though: given how mobile people have become, you work out how best to accommodate everyone's very busy schedules. Having effective writing tools made a big difference.

Being pretty mobile myself, I needed to be able to edit the same content across multiple devices including my personal PC, my iPad, and my laptop regardless of where I am. Everyone has reviewing preferences so making sure content's as portable as possible made it easier to get feedback. Some people swear by their Kindles, other people only speak Word. Still others like a PDF. For me, a key part of collaborating and coordinating internationally was making my content as device agnostic and portable as I could. The less time I spend playing with technology and trying to "make things work", the more time I have to write.

Social media's a blessing and curse. On one hand, it's a rich source of immediate feedback and inspiration. On the other, it'll drive you to distraction if you can't divorce yourself from it periodically. With constant connectivity, the temptation's always there to stay permanently plugged in. For me at least, a big part was also about learning how to balance the opportunities against the challenges.”

Visit Evan Stubbs' author page to read more about him and his work.]]></description>
        <content:encoded><![CDATA[Writing, editing, galley proofs, indexing, cover design…it all takes time. The logistics of getting a book published can be tough when you’re sitting across the room from each other. What happens when you’re across the world from each other? That’s the topic of this month’s blog post.

Technology makes the world a much smaller place. Between email, instant messaging, fax machines, social media, and the like, work never stops. I wondered how all of this technology helps our international authors. So I asked <strong><a href="http://support.sas.com/publishing/authors/stubbs.html">Evan Stubbs</a></strong>, author of 2 current books, and one in the works, “How was it working on three books with SAS Press, when you are based in Australia and the publishing division is in Cary, NC?”<a href="http://blogs.sas.com/content/publishing/files/2013/06/Stubbs_cover1.gif"><img class="alignright size-full wp-image-5659" src="http://blogs.sas.com/content/publishing/files/2013/06/Stubbs_cover1.gif" alt="Delivering Business Analytics" width="108" height="162" /></a>

Evan replied, “It's not as hard as you'd think; so much of my communication is digital anyway that writing and editing simply becomes another workflow in the overall machine. I think it's always been possible to publish or do research from anywhere; the biggest shift has been around the immediacy of response. Where we'd once communicate by fax or mail, whether someone's next to you or on the other side of the planet is largely irrelevant; the communication channels are now exactly the same.

Having said that, time zones always present a challenge. When one takes into account the breadth of people I went to for feedback, working across so many time zones was a little daunting at first. The reality is that that's just the way it is now, though: given how mobile people have become, you work out how best to accommodate everyone's very busy schedules. Having effective writing tools made a big difference.

Being pretty mobile myself, I needed to be able to edit the same content across multiple devices including my personal PC, my iPad, and my laptop regardless of where I am. Everyone has reviewing preferences so making sure content's as portable as possible made it easier to get feedback. Some people swear by their Kindles, other people only speak Word. Still others like a PDF. For me, a key part of collaborating and coordinating internationally was making my content as device agnostic and portable as I could. The less time I spend playing with technology and trying to "make things work", the more time I have to write.<a href="http://blogs.sas.com/content/publishing/files/2013/06/Stubbs_cover2.gif"><img class="alignright size-full wp-image-5660" src="http://blogs.sas.com/content/publishing/files/2013/06/Stubbs_cover2.gif" alt="The Value of Business Analytics" width="108" height="162" /></a>

Social media's a blessing and curse. On one hand, it's a rich source of immediate feedback and inspiration. On the other, it'll drive you to distraction if you can't divorce yourself from it periodically. With constant connectivity, the temptation's always there to stay permanently plugged in. For me at least, a big part was also about learning how to balance the opportunities against the challenges.”

<em>Visit Evan Stubbs' <a href="http://support.sas.com/publishing/authors/stubbs.html">author page</a> to read more about him and his work.</em><div class="feedflare">
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</div><img src="http://feeds.feedburner.com/~r/sasblogs/~4/ct4M15U7RPs" height="1" width="1"/>]]></content:encoded>
        	<feedburner:origLink>http://blogs.sas.com/content/publishing/2013/06/17/the-book-writing-business-publishing-across-the-world-with-evan-stubbs/</feedburner:origLink></item>
	<item>
		<title><![CDATA[ Hospitality analytics in 2013: a review]]></title>
		<link>http://feedproxy.google.com/~r/sasblogs/~3/VFFJsbSFNGY/</link>
                <dc:creator>Kelly McGuire</dc:creator>
        <sas:authorphoto><img src="http://blogs.sas.com/content/hospitality/wp-content/blogs.dir/29/files/userphoto/100.thumbnail.jpg" alt="Kelly McGuire" width="60" height="60" class="photo" /></sas:authorphoto>
        <sas:blogname>The Analytic Hospitality Executive</sas:blogname>
        		<guid isPermaLink="false">http://blogs.sas.com/content/hospitality/?p=828</guid>
		<pubDate>Mon, 17 Jun 13 10:55:47 +0000</pubDate>
        <description><![CDATA[It’s hard to believe that we are already half way through 2013! As we head into the summer, it’s a good time to look back on the topics we’ve already covered this year (in case you lost track) before we head forward into the second half of 2013.

The first half of 2013 has been all about helping our Analytic Hospitality Executives build a strategic analytic culture within their organizations.  To survive and thrive in today’s fast moving, highly competitive environment, companies must find their competitive edge.   The Analytic Hospitality Executive knows that enterprise use of analytics will help companies find and exploit opportunities to get ahead in today’s fast-paced business environment.

Natalie started out the year discussing how analytics can help hospitality executives achieve the crucial balance between providing an excellent customer experience and meeting revenue &amp; profit responsibilities.  This only works when data and analytics are used to make fast-based decisions across the enterprise, not just department by department.  To help our readers get started, I described how hospitality companies create a strategic analytic culture.

Good analytics start with good data.   Natalie talked about that, and described how information management is the foundation of a strategic analytic culture.  Since big data and big analytics are such a hot topic in today’s business environment, I defined big analytics, and then described how hospitality companies can benefit from big analytics.  Natalie described how hospitality companies should manage for big data.    Natalie also helped us understand how data and analytics can be made more approachable through data visualization.  Alex Dietz joined us to give examples of big data in revenue management, and the opportunities it provides to drive the revenue management analytics of the future.

To give examples of how analytics are applied to solve hospitality business problems Natalie and I discussed four research studies that were presented in February during our SAS/Cornell CHR webcast.  I gave my reactions to Chris Anderson’s study relating social media and lodging performance and talked about Pamela Moulton’s study on PEAD and lodging stock performance.  Natalie addressed the issue of whether enrollment in customer loyalty programs can be measured, based on her conversations with Mike McCall about his latest research, and I described my conversation with SAS’s own Maarten Oosten about his thoughts on pricing as a strategic tool.

In the upcoming months we’ll talk much more about how companies are integrating and operationalizing analytics through discussions of my latest research into revenue management and social media, and a more in-depth look at pricing as a strategic tool.  We’ll describe ways in which departments like revenue management, marketing and operations can share data and analytics for enterprise-wide benefits.  We will have more interviews with Cornell researchers about their work, and as well, continue to provide the perspective of your industry peers.  We will finish the year talking about innovative uses of analytics, covering the latest in digital marketing, as well as some examples of how hospitality industry sub-segments are driving innovation through analytics.

As always, we welcome your comments, suggestions and feedback, so keep it coming!!]]></description>
        <content:encoded><![CDATA[It’s hard to believe that we are already half way through 2013! As we head into the summer, it’s a good time to look back on the topics we’ve already covered this year (in case you lost track) before we head forward into the second half of 2013.

The first half of 2013 has been all about helping our Analytic Hospitality Executives build a strategic analytic culture within their organizations.  To survive and thrive in today’s fast moving, highly competitive environment, companies must find their competitive edge.   The Analytic Hospitality Executive knows that enterprise use of analytics will help companies find and exploit opportunities to get ahead in today’s fast-paced business environment.

Natalie started out the year discussing how analytics can help hospitality executives <a href="http://blogs.sas.com/content/hospitality/2013/01/14/achieving-the-balance-in-hospitality-with-analytics/">achieve the crucial balance</a> between providing an excellent customer experience and meeting revenue &amp; profit responsibilities.  This only works when data and analytics are used to make fast-based decisions across the enterprise, not just department by department.  To help our readers get started, I described how hospitality companies <a href="http://blogs.sas.com/content/hospitality/2013/04/04/creating-a-strategic-analytic-culture-from-the-ground-up-2/">create a strategic analytic culture</a>.

<a href="http://blogs.sas.com/content/hospitality/2013/02/25/game-changing-hospitality-analytics-start-with-good-data/">Good analytics start with good data</a>.   Natalie talked about that, and described how <a href="http://blogs.sas.com/content/hospitality/2013/04/18/hospitality-information-management-the-foundation-of-a-strategic-analytic-culture/">information management is the foundation of a strategic analytic culture</a>.  Since big data and big analytics are such a hot topic in today’s business environment, I <a href="http://blogs.sas.com/content/hospitality/2013/03/07/defining-big-analytics/">defined big analytics</a>, and then described how <a href="http://blogs.sas.com/content/hospitality/2013/03/13/big-analytics-for-hospitality-2/">hospitality companies can benefit from big analytics</a>.  Natalie described how hospitality companies should <a href="http://blogs.sas.com/content/hospitality/2013/03/27/managing-for-big-data-in-hospitality/">manage for big data</a>.    Natalie also helped us understand how data and analytics can be made more approachable through <a href="http://blogs.sas.com/content/hospitality/2013/05/03/making-analytics-more-approachable-with-data-visualization/">data visualization</a>.  Alex Dietz joined us to give examples of <a href="http://blogs.sas.com/content/hospitality/2013/05/17/big-data-revenue-management/">big data in revenue management</a>, and the opportunities it provides to <a href="http://blogs.sas.com/content/hospitality/2013/05/28/big-data-revenue-management-part-2/">drive the revenue management analytics of the future</a>.

To give examples of how analytics are applied to solve hospitality business problems Natalie and I discussed four research studies that were presented in February during our <a href="http://go.sas.com/k46h0r">SAS/Cornell CHR webcast</a>.  I gave my reactions to Chris Anderson’s study relating <a href="http://blogs.sas.com/content/hospitality/2013/01/22/social-media-and-lodging-performance/">social media and lodging performance</a> and talked about Pamela Moulton’s study on <a href="http://blogs.sas.com/content/hospitality/2013/01/29/a-primer-on-pead-an-interview-with-pamela-moulton-on-analysis-of-hospitality-stock-performance/">PEAD and lodging stock performance</a>.  Natalie addressed the issue of whether <a href="http://blogs.sas.com/content/hospitality/2013/02/15/can-the-impact-of-enrollments-in-customer-loyalty-programs-be-measured/">enrollment in customer loyalty programs can be measured</a>, based on her conversations with Mike McCall about his latest research, and I described my conversation with SAS’s own Maarten Oosten about his thoughts on <a href="http://blogs.sas.com/content/hospitality/2013/02/07/pricing-as-a-strategic-tool-a-conversation-with-maarten-oosten/">pricing as a strategic tool</a>.

In the upcoming months we’ll talk much more about how companies are integrating and operationalizing analytics through discussions of my latest research into revenue management and social media, and a more in-depth look at pricing as a strategic tool.  We’ll describe ways in which departments like revenue management, marketing and operations can share data and analytics for enterprise-wide benefits.  We will have more interviews with Cornell researchers about their work, and as well, continue to provide the perspective of your industry peers.  We will finish the year talking about innovative uses of analytics, covering the latest in digital marketing, as well as some examples of how hospitality industry sub-segments are driving innovation through analytics.

As always, we welcome your comments, suggestions and feedback, so keep it coming!!<div class="feedflare">
<a href="http://feeds.feedburner.com/~ff/sasblogs?a=VFFJsbSFNGY:DLVeeI9_8M8:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/sasblogs?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=VFFJsbSFNGY:DLVeeI9_8M8:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/sasblogs?i=VFFJsbSFNGY:DLVeeI9_8M8:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=VFFJsbSFNGY:DLVeeI9_8M8:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/sasblogs?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=VFFJsbSFNGY:DLVeeI9_8M8:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/sasblogs?i=VFFJsbSFNGY:DLVeeI9_8M8:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/sasblogs?a=VFFJsbSFNGY:DLVeeI9_8M8:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/sasblogs?i=VFFJsbSFNGY:DLVeeI9_8M8:F7zBnMyn0Lo" border="0"></img></a>
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        	<feedburner:origLink>http://blogs.sas.com/content/hospitality/2013/06/17/hospitality-analytics-in-2013-a-review/</feedburner:origLink></item>
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