Introduction to Service Analytics Minitrack

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Self-Service Analytics: Making the Most of Data Access

Organizations today are swimming in data, but most of them manage to analyze only a fraction of what they collect. To help build a stronger data-driven culture, many organizations are adopting a new approach called self-service analytics. This O’Reilly report examines how this approach provides data access to more people across a company, allowing business users to work with data themselves and create their own customized analyses. The result? More eyes looking at more data in more ways. Along with the perceived benefits, author Sandra Swanson also delves into the potential pitfalls of self-service analytics: balancing greater data access with concerns about security, data governance, and siloed data stores. Read this report and gain insights from enterprise tech (Yahoo), government (the City of Chicago), and disruptive retail (Warby Parker and Talend). Learn how these organizations are handling self-service analytics in practice

Process Mining for Advanced Service Analytics – From Process Efficiency to Customer Encounter and Experience

With the ongoing trend of servitization nurtured through digital technologies, the analysis of services as a starting point for improvement is gaining more and more importance. Service analytics has been defined as a concept to analyze the data generated during service execution to create value for providers and customers. To create more useful insights from the data, there is a continuous need for more advanced solutions for service analytics. One promising technology is process mining which has its origins in business process management. Our work provides insights into how process mining is currently used to analyze service processes and how it could be used along the service process. We find that process mining is increasingly applied for the analysis of the providers' internal operations, but more emphasis should be put on analyzing the customer interaction and experience

Influencing operational policing strategy by predictive service analytics

Everyday there are growing pressures to ensure that services are delivered efficiently, with high levels of quality and with acceptability of regulatory standards. For the Police Force, their service requirement is to the public, with the police officer presence being the most visible product of this criminal justice provision. Using historical data from over 10 years of operation, this research demonstrates the benefits of using data mining methods for knowledge discovery in regards to the crime and incident related elements which impact on the Police Force service provision. In the UK, a Force operates over a designated region (macro-level), which is further subdivided into Beats (micro-level). This research also demonstrates differences between the outputs of micro-level and macro-level analytics, where the lower level analysis enables adaptation of the operational Policing strategy. The evidence base provided through the analysis supports decisions regarding further investigations into the capability of flexible neighbourhood policing practices; alongside wider operations i.e. optimal officer training times

Building Dynamic Service Analytics Capabilities for the Digital Marketplace

Service firms are now interacting with customers through a multitude of channels or touchpoints. This progression into the digital realm is leading to an explosion of data, and warranting advanced analytic methods to manage service systems. Known as big data analytics, these methods harness insights to deliver, serve, and enhance the customer experience in the digital marketplace. Although global economies are becoming service-oriented, little attention is paid to the role of analytics in service systems. As such, drawing on a systematic literature review and thematic analysis of 30 in-depth interviews, this study aims to understand the nature of service analytics to identify its capability dimensions. Integrating the diverse areas of research on service systems, big data and dynamic capability theories, we propose a dynamic service analytics capabilities (DSAC) framework consisting of management, technology, talent, data governance, model development, and service innovation capability. We also propose a future research agenda to advance DSAC research for the emerging service systems in the digital marketplace

Smart Data Selection and Reduction for Electric Vehicle Service Analytics

Battery electric vehicles (BEV) are increasingly used in mobility services such as car-sharing. A severe problem with BEV is battery degradation, leading to a reduction of the already very limited range of a BEV. Analytic models are required to determine the impact of service usage to provide guidance on how to drive and charge and also to support service tasks such as predictive maintenance. However, while the increasing number of sensor data in automotive applications allows for more fine-grained model parameterization and better predictive outcomes, in practical settings the amount of storage and transmission bandwidth is limited by technical and economical considerations. By means of a simulation-based analysis, dynamic user behavior is simulated based on real-world driving profiles parameterized by different driver characteristics and ambient conditions. We find that by using a shrinked subset of variables the required storage can be reduced considerably at low costs in terms of only slightly decreased predictive accuracy.

Overcoming Barriers in Supply Chain Analytics—Investigating Measures in LSCM Organizations

While supply chain analytics shows promise regarding value, benefits, and increase in performance for logistics and supply chain management (LSCM) organizations, those organizations are often either reluctant to invest or unable to achieve the returns they aspire to. This article systematically explores the barriers LSCM organizations experience in employing supply chain analytics that contribute to such reluctance and unachieved returns and measures to overcome these barriers. This article therefore aims to systemize the barriers and measures and allocate measures to barriers in order to provide organizations with directions on how to cope with their individual barriers. By using Grounded Theory through 12 in-depth interviews and Q-Methodology to synthesize the intended results, this article derives core categories for the barriers and measures, and their impacts and relationships are mapped based on empirical evidence from various actors along the supply chain. Resultingly, the article presents the core categories of barriers and measures, including their effect on different phases of the analytics solutions life cycle, the explanation of these effects, and accompanying examples. Finally, to address the intended aim of providing directions to organizations, the article provides recommendations for overcoming the identified barriers in organizations