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IBMSPSSMBPDM exam Dumps Source : IBM SPSS Modeler - Business(R) partner Data Mining Associate

Test Code : IBMSPSSMBPDM
Test appellation : IBM SPSS Modeler - Business(R) partner Data Mining Associate
Vendor appellation : IBM
: 25 real Questions

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IBM IBM SPSS Modeler -

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A successful data-pushed firm has to provide the confiscate materiel for its records analysts, builders, and trade nearby users. increasingly, this capability leveraging open-supply application. The R or Python programming languages, along with the Apache Spark and Hadoop records frameworks, are favorite open-supply tools for many up to date analysts and builders. but for extreme their advantages, ordinary open-supply data classes likewise involve potentially time-ingesting drawbacks.


IBM Watson Studio is Coming to Your desktop | killexams.com real Questions and Pass4sure dumps

instance of a Modeler circulate operating on Watson Studio desktop

IBM Watson Studio is an incredibly effective facts science providing. if you’re now not universal, Watson Studio is an built-in environment designed to manufacture it convenient to improve, coach, and exploit fashions. It comprises a stout option of materiel used for every thing from information prep and blend to photo cognizance. And now Watson Studio is on its routine to your windows or Mac laptop desktop.

Overview of Watson Studio

Watson Studio includes loads of tools extreme within one built-in ambiance. the most conventional materiel of Watson Studio are:

  • SPSS Modeler for statistics prep, mix, and modeling without coding
  • facts Refinery, a spreadsheet style device, that allows for speedy, self-service records training
  • Python, R, and Scala Jupyter Notebooks to create and share documents that comprise are alive code, equations, visualizations, and explanatory textual content
  • Neural community Modeler for designing TensorFlow, Keras, PyTorch and Caffe structures without coding
  • Interactive Dashboards to bring sharable are alive studies so the nearby users can ascertain their personal insights
  • purchasable Deployment options

    Watson Studio will soon be attainable as three deployment options:

  • Watson Studio on the IBM Cloud is the easiest routine to gather extreme started. It presents 3 tiers from a free starter tier with pay-as-you-go compute the entire way to an enterprise edition.
  • Watson Studio autochthonous is their at the back of-the-firewall solution proposing a cozy means so as to add Watson Studio capabilities to your commercial enterprise. comprises purchase alternatives for a handful of users or the entire firm.
  • And coming quickly: Watson Studio computer
  • Introducing Watson Studio desktop

    Watson Studio computer is their modern third deployment option within the Watson Studio family unit. It takes essentially the most everyday portions of what's purchasable within Watson Studio on the cloud and ports it to your home windows or Mac computer for offline use, for analysis of facts information you don’t necessity to add, and for snappy efficiency. extreme with a snappy and facile laptop installing.

    Watson Studio on the laptop will scale from a person user extreme the manner as much as a huge crew, and will be a honorable addition to the Watson Studio family along with their cloud and local flavors.

    The introductory leading points of Watson Studio laptop could be a SPSS Modeler canvas together with the facts refinery spreadsheet editor. this can consist of backwards compatibility for SPSS Modeler streams.

    benefits of Watson Studio computing device
  • It’s speedy, specially for local data. enlarge individual productiveness the exhaust of a in the neighborhood installed customer.
  • It offers offline use. wish to build a model on a aircraft without WiFi? Watson Studio laptop will work with out an internet connection for weeks at a time.
  • Adhere to protection and governance mandates together with your data. Watson Studio computer allows for your entire statistics to continue to be to your computer.
  • limitless modeling with out overages. the usage of Watson Studio computing device, which you can enlarge fashions without any incremental charge. This lets you build models iteratively on your computer, then circulation it to Watson Studio on the Cloud to deploy.
  • It’s one Watson Studio, so no re-getting to know required. With the same designs as the cloud and autochthonous types, switching between deployment options is seamless with out a wonderful training.
  • And identical to the leisure of Watson Studio, any one — coders or non-coders — may be in a position to prepare, blend, explore, and mannequin their statistics in barely minutes.
  • Watson Studio computer’s effective graphing knowledgeJoin the Beta

    The Beta for Watson Studio is starting now with two tools already ported to the desktop: a refreshed edition of SPSS Modeler & information Refinery. it'll additionally involve initiatives to prepare your work, facts assets organization, and a effortless examine for updates characteristic.

    be a fraction of the beta to provide remarks on how you enjoy these equipment, and advocate which other materiel they deliver to the laptop. The Beta is fraction of the IBM SPSS Modeler Subscription Trial, so when you register for that you’ll stand entry to both downloads.

    After you register, quest the “IBM SPSS Modeler Subscription Trial” card, click download, then you definately’ll perceive the Watson Studio computer Beta downloads on the privilege hand aspect of the web page.

    be fraction of the discussion on the beta group

    After registering for the beta, associate within the discussion on the Watson Studio desktop beta group. here you can request questions about the beta, supply recommendations for future elements, gather discussion board help, and participate in advantageous surveys to stand an outcome on product route. associate the forum privilege here by way of logging in together with your IBMid.

    wait for future announcements here about this animated addition for the Watson Studio family unit.

    Watson Studio laptop undertaking organizer

    IBM is dashing up SPSS with Apache Spark | killexams.com real Questions and Pass4sure dumps

    IBM nowadays announced that it is enhancing a few of its latest utility items with the Apache Spark open-source data processing engine, including the SPSS predictive analytics application.

    IBM purchased SPSS for $1.2 billion in 2009. SPSS itself began at Stanford tuition in 1968 and is simple in records classes at universities.

    IBM is principally incorporating Spark into SPSS Modeler and SPSS Analytic Server, a spokesman informed VentureBeat in an email.

    Spark is additionally being utilized to IBM’s BigInsights, Streams, and DataWorks software, in accordance with a statement.

    The Sparkification of IBM comes after massive Blue introduced a tremendous commitment to the open-source software in June. on the time, IBM introduced Spark as a carrier on its Bluemix cloud; that carrier is now generally accessible.

    IBM has made more than 60 contributions to Spark when you deem that the June announcement, in accordance with the observation.


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    IBMSPSSMBPDM exam Dumps Source : IBM SPSS Modeler - Business(R) partner Data Mining Associate

    Test Code : IBMSPSSMBPDM
    Test appellation : IBM SPSS Modeler - Business(R) partner Data Mining Associate
    Vendor appellation : IBM
    : 25 real Questions

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    TECHNOLOGY

    The Merriam-Webster dictionary defines a “leader” as a person who has commanding authority and influence. The female executives highlighted in the fifth annual Chain Store Age “Top 10 Women in Retail Technology” report — profiled below in alphabetical order — exemplify the innovation and leadership needed to succeed in today’s ever-changing retail environment. They share a record of success that is worthy of emulation by extreme their peers.

    Kristi Argyilan

    Kristi Argyilansenior VP, marketing (media, guest assignation and measurement)Target

    Kristi Argyilan learned early in her career that a trade must stay in a constant state of change if it wants stay relevant. The lesson has helped her transform Target’s approach to customer engagement.

    Argyilan has spent her career working with stout brands. She started her professional journey as the associate manager, media evolution for Clorox Company in 1992, where she created the media strategy for the company’s largest brands. She went to work for a variety of advertising agencies, creating media marketing strategies for such companies as Nike, Starbucks, eBay, Dunkin Donuts, TJX and CVS. In 2007, she joined Universal McCann Media Agency as executive VP, global managing partner and quickly moved up the ladder to chief transformation officer.

    Throughout extreme of these roles, she learned an notable lesson: “Few companies truly view their brand as an asset, and invest in marketing and guest experience accordingly.”

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    “Their commitment to brand through marketing and customer experience made my jump to Target an facile decision,” Argyilan said.

    Since joining Target in 2014, Argyilan has been transforming extreme paid, owned, earned and shared media channels, focused on strategy, events and measurement. She has likewise been tasked with creating a modern flat of customer assignation — one the puts the customer in control.

    Constant change driven by ever-evolving customer expectations keeps Argyilan on her toes — and makes her relationships with technology providers especially valuable.

    “I am in the lucky position to meet with some of the most advanced data, technology and content companies in the world,” she explained. “I gather super excited about the possibilities when you bring different combinations of them to the same table to solve a guest or trade problem.”

    Argyilan takes the same approach when embarking on transformational projects — initiatives that often require a quicker speed to market. To stay on task, she relies on a team that can tender different points of view that will withhold her end-game on point.

    “My brain is hard-wired to contemplate conceptually and act with only the first few steps laid out in front of me,” she said. “But to truly accomplish transformation at scale, I necessity others whose wiring complements mine. A more diverse group of skill sets can bring ideas together; this results in rapid expansion of stronger ideas and longer term success.”

    This mindset has helped Argyilan successfully launch a variety of projects, including Target’s media network. The company’s entry into the advertising trade offers a high-quality audience-based media product to other advertisers. Additionally, Target is structure strong relationships with companies are likewise changing the marketing and retail landscape, such as Google, Comcast/NBCU, Pinterest and Disney.

    “Given the pace of change that society is going through, members of the trade community don’t stand the luxury of rest,” Argyilan said. “I learned early in my career that a trade must continue to change or possibly become extinct. My job is to manage change.”

    Julie Averill

    Julie Averillexecutive VP, CTOLululemon Athletica

    When Julie Averill began pursuing her dream of becoming a CIO, she didn’t gather much support.

    The fast-rising tech executive recalled that, years back, when she first told people she wanted to be a CIO, those who knew what the position entailed told her it was the most difficult job in a company — and the most lonely. They likewise told her as a woman, she would be an unlikely candidate.

    “But I contemplate extreme that motivated me because it gave me a challenge and I became focused on what it would take,” she added. “Soon it became a real goal I started working toward, then it became a reality.”

    Averill started her professional career in 1999 when, armed with an MBA, she took a position as director of project management at a website evolution consultancy, touching on to VP of a pecuniary site. In 2003, she joined Nordstrom as VP, selling and marketing systems. She spent a decade there, honing her skills in the demanding and fast-changing world of retail. Among her accomplishments: leading the company’s initiative to deliver store fulfillment capabilities and leading a mobile POS initiative, and integrating Hautelook as a modern trade model for the retailer.

    In 2014, Averill joined REI as VP, information technology. Less than two years later, her dream became a reality when she was named the first CIO of the outdoor apparel and gear retailer, accountable for technology solutions across the company, including stores, digital experiences, marketing and analytics, strategic merchandising, convoke center, supply chain, and data centers/cloud infrastructure.

    In 2017, Averill joined Lululemon Athletica as executive VP, CTO, attracted by the athletic apparel brand’s mission of “putting the customer first.” She keeps a sharp eye out for innovations that create engaging and memorable experiences for customers through extreme channels, and likewise for ones that empower store associates and trade partners to be more efficient and effective.

    Averill, who is tasked with preparing Lululemon for international growth, has created a strong, global technology team that is balanced between the retailer’s corporate groundwork in Vancouver and Seattle.

    Averill shares her expertise on various community and non-profit boards. She is an independent director for fast-growing retailer Indochino, where she provides strategic counsel on the custom menswear company’s technology infrastructure and growth strategy.

    At home, Averill often counsels her teenage children on their own career goals, encouraging them to focus less on planning their career, and more on applying themselves.

    “It’s about understanding what’s uniquely you and being arrogant of that,” she added. “Set goals, command people about them, and work hard.”

    Susan Carroll-Boser

    Susan Carroll-BoserVP of IS & ITWhite Castle Management Company

    Technology has always been a family concern for Susan Carroll-Boser.

    White Castle Management Company’s VP of IS & IT got her first taste of technology from her tech-savvy parents. Her father held IT positions spanning programming to network security at Ohio Bell, AT&T and IBM. He likewise set up a network of Unix computers at her childhood home, making Carroll-Boser “comfortable with computers long before personal computers were the norm,” she recalled.

    She got even more exposure during annual “Bring your Daughter to Work Day” visits at her father’s various offices. “It made a lasting impression,” she said.

    Meanwhile, her mother implemented an ERP system for their family trade during Carroll-Boser’s college years, a fling “that made everything stream better,” she said. “The credence that you could transform your trade process with something so simple intrigued me.”

    After graduating from Keller Graduate School of Management of DeVry University with an MBA in information technology, she joined White Castle in 1994 — kicking off a 24-year career with the company. Initially, she focused on administration and support, and then took on analyst positions. Soon, she transitioned into management roles, where she was increasingly exposed to more opportunities, she explained.

    She spent 15 years as director of IS, and was recently promoted to VP of IS & IT, a fling she credits to her ardor for innovation.

    Among the initiatives she is most arrogant of involve efforts to pinpoint and subside internal loss. Additionally, Carroll-Boser is bullish on the company’s Team Member App, “a shared platform that allows us to grow and meet extreme needs,” she explained.

    White Castle is currently testing the app on “Wi-Fi only” smart watches, a huge fling since “mobility on the floor is the appellation of the game in a restaurant,” she explained.

    She likewise championed the company’s loyalty program. Determined to create her own methodology, she applied for a patent.

    “Our goal was to drive deportment change segmentation for increased check and visits, but they wanted an entirely different methodology,” she said. “I designed the methodology, and the patent was applied to the entire team of developers.”

    Carroll-Boser is most driven by initiatives that work on many platforms, and serve different audiences in a customized way. To that end, she is evaluating simulated intelligence around security (both internal and cyber), data mining, and the impact of natural language processing (NLP) AI on ordering and customer support operations.

    Kim Williams-Czopek

    Kim Williams-CzopekVP, digital commerceLilly Pulitzer

    Kim Williams-Czopek knows the underhand to improving the customer experience — create an emotional connection with shoppers. This philosophy fits well with Lilly Pulitzer, where she is VP of digital commerce.

    “Increasingly, we’re seeing that customers expect greater relevance than ever before, and you can only be relevant to a customer if you personalize their experience,” she explained in a blog on Monetate’s website.

    For Williams-Czopek, this means learning what the customer — not the retailer — wants.

    “We necessity to walk a mile in their customer’s shoes,” she said in the blog. “We can’t just assume they are going to behave the way they want them to.”

    Williams-Czopek started focusing on customer-centric experiences some 22 years ago, long before it became an industry strategy. One of her first experiences occurred early in her career, when she was a senior project manager and director of usability and information design for Nexiv Internet Design back in 2000. She oversaw both formal and formal lab-based usability testing sessions. The user responses helped her develop and ameliorate operating processes. tiny did she know that this background would mitigate her develop user experiences at Lilly Pulitzer 16 years later.

    At Lilly Pulitzer, her team uses “a variety of systems … to track quantitative measures of success,” she explained.

    Machine learning is likewise fraction of the mix, a solution that helps Williams-Czopek and her team better understand what the customer wants, when they want it, and deliver a more relevant experience faster, according to the blog.

    Direct access to customer feedback has helped Lilly Pulitzer create a mobile channel. The company partnered with Mobify to launch a progressive web app (PWA), which functions similar to a mobile app, but is accessed through a search engine query and mobile browser. The first week it launched, mobile traffic jumped 80% and mobile revenue rose 33% compared to a year earlier. Mobile has become the company’s highest traffic channel, according to a company statement.

    Customer feedback likewise helped Lilly Pulitzer redesign its e-commerce site and add functionality to better meet shoppers’ expectations, such as multi-ship capabilities, a buy online, pickup in store service, and a store locator.

    “We stand a mission to deliver superior digitally-driven retail experiences to their customers, and their modern platform … gets us closer to achieving that mission,” she added.

    At press time, Williams-Czopek was no longer with Lilly Pulitzer.

    Carissa Ganelli

    Carissa GanelliChief digital officerSubway

    Carissa Ganelli has one mission as Subway’s chief digital officer: “to deliver as much value as practicable to their customers.”

    Ganelli, a marketing veteran with almost 30 years experience, describes herself as “a rabid customer and fan of Subway, even before I worked for the company.”

    Ganelli joined the company as VP of marketing technology in 2016 — just as Subway embarked on its five-year transformation effort. accountable for the company’s digital media and co-leading the digital division, Ganelli focused heavily on executing extreme web, social media, email and digital advertising campaigns.

    Driven by the potential benefits of personalization, she and her team spearheaded the company’s digital overhaul, which included launching a more responsive website, deploying on-site digital signage, and most importantly, re-launching the company’s mobile app.

    The relaunch was an immediate success, producing 25% month-over-month growth in mobile app orders, and the growth of mobile users jumped by 100%. Similarly, the company’s modern website doubled its e-commerce orders, she reported.

    “We created five years’ worth of evolution within two years, and the results stand been incredible,” Ganelli said. “Our iOS mobile app likewise has a 4.7-star rating in Apple’s App store — the highest rating their company has ever seen.”

    Promoted to chief digital officer in July 2017, Ganell’s first task was to launch the company’s modern loyalty program. Available through Subway’s mobile app, the program features digital coupons and offers. Customers win $2 for every $50 they spend, and likewise receive “surprise rewards” based on frequency of visits.

    Within six weeks of launching the program, the company saw 15% growth in loyalty members. It has likewise proved a conduit to attract younger, modern customers who may not stand been loyal customers previously, according to Ganelli.

    To further appeal to these modern customers, Ganelli saw an opening to digitally recreate the “personal touch.” Ganelli and her team to launched a wealthy communications services (RCS) platform earlier this year which is still in limited tests due to wireless carrier support.

    Unlike static text messages sent on a “white screen,” RCS messages hold multimedia data, including color, images, and other media, including short videos. Currently, the test targets customers with specific meal deals, and among customers that receive the messages, “we are seeing tremendous results,” Ganelli said. For example, a charge promotion deal on two Footlong subs produced a 140% rear in conversion rate, and a meal deal test produced a 60% rear in click rate over SMS.

    Additionally, Subway features a chatbot interface, providing the company with a platform that fosters two-way conversations with customers.

    “We are transforming a 53-year archaic company’s history and using digital channels to manufacture their affordable food more accessible,” Ganelli added. “That is something to be arrogant of.”

    Seemantini Godbole

    Seemantini GodboleExecutive VP, CIOLowe’s Cos.

    Amid a major restructuring of executive staff at Lowe’s Companies, one of the retailer’s newest appointments is an accomplished tech veteran who is tasked with leveraging technology to support the company’s long-term innovation efforts, such as interactive customer experiences and mobile payments.

    Seemantini Godbole joined the home improvement giant as its executive VP and CIO in November, and she brings with her an impressive resume. Godbole, who has 25 years of global technology experience, joined the company from Target where she most recently served as senior VP, digital and marketing technology. Throughout almost nine years with the discounter, she held various leadership roles and helped lead Target’s digital technology transformation, including the re-architecture of the company’s digital platforms and the implementation of agile product management.

    Godbole likewise introduced technology for modern customer experiences, including the mobile applications, buy online and pick up in-store and ship from store programs, guest order fulfillment, digital wallet, localized pricing, and customer loyalty and assignation offerings.

    Prior to Target, Godbole spent three years as the director of technology at Travelocity, where she directed e-commerce evolution for the company’s European air, hotel and car operations. Before that, she spent almost 12 years at Sabre Holdings, where she held a variety of senior technology leadership roles.

    Marvin R. Ellison, Lowe’s president and CEO, described Godbole as “a proven retail executive” who brings “extensive expertise in transforming digital platforms to drive outstanding results by focusing on the technology needed to ameliorate the customer and associate experience. I am confident Seemantini is the privilege leader to advance Lowe’s technology efforts for the future.”

    For example, Lowe’s continues to step up its commitment to using digital experiences that enable customers to envision how to design and build their homes. Recently, the company launched the Lowe’s Vision app. It leverages augmented (AR) and virtual reality (VR) to enable shoppers to inaugurate planning their renovation needs before they even set foot inside a store.

    Other 3D services involve Lowe’s “Holo-room How To” virtual reality-based classes, where a virtual reality headset and set of controllers immerses shoppers in a DIY project.

    The company is likewise exploring the long-term role of mobile payments.

    Angela Hsu

    Angela Hsusenior VP of marketing and e-commerceLamps Plus

    Angela Hsu’s ardor for learning modern things, particularly when it comes to technology, has helped shape her into an e-commerce and digital marketing leader.

    Hsu’s retail journey dates back 25 years when she joined Warner Bros. as director, global modern trade development, for the company’s international stores division. While working at Warner Bros., she learned about retail merchandising, operations and marketing, and used these strategies while working on the company’s global expansion.

    After a stint as director, product management and marketing at real estate site move.com, Hsu jumped back into retail, joining Lamps Plus in 2003 as VP, Internet trade and marketing, and tasked with growing the company’s fledgling e-commerce business.

    “In 2003, Lamps Plus was a category leader in brick-and-mortar, but relatively modern in e-commerce. I saw an opening to manufacture a variation using my background in retail, analytics and technology,” said Hsu, who became senior VP of marketing and e-commerce in 2017.

    During her 16-year tenure at Lamps Plus, the company has grown into the nation’s largest lighting retailer. And Hsu has grown her team to more than 40 people focused on site strategy, SEO, analytics, marketing, PR and social media, marketplace (e.g., Amazon, Walmart), as well as creative services in video, web lifelike design and content. Such a wide gain of responsibilities manufacture it captious for her to atomize down internal silos between lines of business.

    “Implementing innovation requires key stakeholders throughout the company to work together,” Hsu said. “It is captious to share visions, animate ideas, and solicit feedback to manufacture sure everyone is on board.”

    At any given time, Angela can be involved in multiple projects. Her accomplishments this year included leading a website personalization initiative, increasing the speed of Lamps Plus’ mobile website by nearly 40%, and scaling its AB testing to an enterprise wide operation.

    Fluent in three languages — and experienced in the global retail market — Hsu is exploring opportunities to sell Lamps Plus designs through global e-commerce marketplaces, with a special focus on Asia. The company currently sells exclusive designs on Amazon and Walmart.com.

    Artificial intelligence is another priority. Lamps Plus uses AI to monitor order status, and to support a chatbot for Facebook and SMS text messages. The next design is to enter voice-assisted commerce with Google Home and Alexa.

    “Innovation is an absolute necessity for us to compete and continue growing the company’s profitability,” she added. It’s likewise in my DNA. I thrive when I find modern technology solutions that solve their challenges or recall their customer experience to the next level.”

    Ramiya Iyer

    Ramiya IyerGroup VP IT, digital stores and RxAlbertsons Cos.

    Ramiya Iyer had originally planned to succeed in her family’s footsteps and work in finance. But she got bitten by the technology bug back in 1993, when she started writing code while interning as an auditor for the State Bank of India.

    “I realized I had a knack for technology and never looked back,” she said.

    In 2001, Iyer made the jump to retail technology, joining Walmart’s online division as a senior software engineer.“It was my entry into retail and it was addictive,” she said. She spent the next 13 years touching up the ranks at Walmart’s and Sam’s Club’s online divisions.

    After a two-year stint at Levi Strauss & Co. as VP, e-commerce, Iyer joined Albertsons Cos. in 2017 as group VP IT digital and marketing, merchandising. Just about a year later, she was named group VP IT digital stores and Rx. Among her many responsibilities: transforming the company’s legacy systems.

    “I deem this transformation a rebirth that is giving the company a fresh start,” she said. “Transformation is about revamping systems to manufacture a stout impact and drive customer interaction.”

    This philosophy guided Iyer’s redesign of the company’s website, which includes a fresh peep and feel and more streamlined fulfillment options, including curbside pickup, as well as a partnership with Instacart that supports same-day delivery of online orders across the chain’s 1,800 stores.

    Iyer’s team is likewise accountable for Albertsons’ automated micro-fulfillment focus concept, which will be tested at a store in early 2019. Designed to leverage Albertsons’ existing supply chain and store footprint, it will exhaust simulated intelligence-enabled robots and a system of totes and conveyors to collect items for online grocery orders with the product and deliver to an Albertsons employee, who prepares the order for the customer. The process is expected to recall minutes — a fraction of the speed and cost of manual-picking processes.

    “At the nearby of the day, they necessity to enlarge service for customers and simplify the shopping experience,” she said.

    Simplicity will be a theme in 2019, as Iyer continues looking for ways to recall friction out of the shopping experience — especially at checkout. The retailer is currently piloting mobile checkout in one store and plans to roll it out in 2019.

    “The key is to transition the shopping from a chore to a fun experience,” Iyer said. “That’s their focus for the modern year.”

    Heather Marsh

    Heather MarshVP, e-commerceJohnston & Murphy

    Heather Marsh always has one person uppermost in her intelligence when it comes to improving Johnston & Murphy’s digital shopping experiences — the customer.

    “The consumer is always number one,” she said. “I always deem how they will feel when they change an experience. At the nearby of the day, they necessity to deliver value to their consumers.”

    Marsh adopted this philosophy while interning at RJ Reynolds in 2004. She recalled that she was struck by how disconnected consumer product goods companies are from the consumer.

    “They sell to supermarkets, but really don’t know who is buying the merchandise, or how frequently,” Marsh said. “But retailers control the experience from start to finish.”

    Armed with an MBA from Vanderbilt University, Owen Graduate School of Management, Marsh joined footwear company Johnston & Murphy in 2005 as director of customer relationship management. She was tasked to structure a database and manage marketing analytics.

    Marsh’s ardor for IT — and consumer data — helped her tower through the ranks. Not extreme that long after joining, she was tapped as Johnston & Murphy’s director of e-commerce. The transition revealed to her how “tightly connected” purchase history and CRM data was to the company’s e-commerce operation and, ultimately, the customer’s shopping experience.

    In 2013, Marsh was named VP, e-commerce, a role in which she manages extreme facets of Johnston & Murphy’s online site, including digital marketing, direct mail, consumer analytics and enhancements to the website. She likewise is accountable for mobile.

    Initially, Marsh create it “difficult to command their fable on a small device, acquire customers and gather conversions.” But the brand’s mobile strategy as been a hit. The company is seeing a 1% conversion rate on mobile devices. Across extreme digital devices, conversion is just over 2%, according to Marsh.

    “To be successful, you necessity to stay on top of what is new, how it could capitalize the customer and associates, as well as can it save the company money and drive sales.”

    Anu Penmetcha

    Anu PenmetchaVP digital merchandising and operationsHudson’s Bay Co.

    Anu Penmetcha is using her ardor for elevating the customer experience to boost the omnichannel game of department store giant Hudson’s Bay Co., parent company of such retailers as Saks Fifth Avenue and Lord & Taylor.

    Penmetcha started her career as an engineer in 2003, and quickly be-came attracted to the realm of IT. She made the fling to consulting in 2005, when she joined Deloitte Monitor. Looking to expand her horizons, she enrolled at the Kellogg School of Management, where had the random to intern at Amazon.

    “Amazon was my first introduction into retail,” Penmetcha recalled. “I loved the online digital experience, and access to real-time data and its impact on the business. It was animated to perceive how data can define a specific email campaign, who it is targeted to, and then perceive the impact in near real-time.”

    Upon earning her MBA in marketing and universal management in 2008, she rejoined Deloitte, where she took on some of the largest digital retail transformations in United States and the UK. Ultimately, however, Penmetcha wanted a more hands-on experience. In 2014, she joined HBC, as chief of staff for HBC digital. She took on the role of VP of omnichannel in 2016.

    “A stout piece of this position was finding modern ways to peep at data experience and drive trade decisions, but likewise to withhold a finger on the pulse of innovation, and learn modern ways to apply it to their thinking,” she explained.

    Most recently, Penmetcha was named VP digital merchandising and operations, tasked with overseeing the retailer’s digital merchandise team and drop ship team.

    One of the projects Penmetcha is most arrogant of is her work on the digital stylist tool available to customers across Saks, Lord & Taylor and Hudson’s Bay. It enables online customers to digitally connect with an in-store associate who can provide personalized, curated assortments to customers through digital tools.

    “Our highest converting channel is their associates,” she said. “We rely on this technology to bridge the gap between their physical and digital channels, and gather digital tools into the hand of their store associates.”


    Can Government Mine Tweets to Assess Public Opinion? | killexams.com real questions and Pass4sure dumps

    What if instead of going to a city meeting, you could Go on Twitter, tweet your opinion, and still be heard by those in government? modern research suggests this is a possibility. 

    The Urban Attitudes Lab at Tufts University has conducted research on accessing "big data" on social networking sites for civic purposes, according to Justin Hollander, associate professor in the Department of Urban and Environmental Policy and Planning at Tufts.  

    About six months ago, Hollander began researching modern ways of accessing how people contemplate about the places they live, work and play. "We're looking to perceive how tapping into social media data to understand attitudes and opinions can capitalize both urban planning and public policy," he said.   

    Harnessing natural comments -- there are about one billion tweets per day -- could mitigate governments learn what people are saw and feeling, said Hollander. And while formal types of data can be used as proxies for how gay people are, people openly share their sentiments on social networking sites.

    Twitter and other social media sites can likewise provide information in an unobtrusive way. "The credence is that they can capture a potentially more valid and trustworthy view [of people's] opinions about the world," he said. As an inexact science, social science relies on a wide gain of data sources to inform research, including surveys, interviews and focus groups; but people respond to being the subject of study, possibly affecting outcomes, Hollander said. 

    Hollander is likewise interested in extracting data from social sites because it can be done on a 24/7 basis, which means not having to wait for government to administer surveys, enjoy the Decennial Census. Information from Twitter can likewise be connected to place; Hollander has approximated that about 10 percent of extreme tweets are geotagged to location.

    In its first study earlier this year, the lab looked at using stout data to learn about people's sentiments and civic interests in modern Bedford, Mass., comparing Twitter messages with the city's published meeting minutes. 

    To extract tweets over a six-week era from February to April, researchers used the lab's own software to capture 122,186 tweets geotagged within the city that likewise had words pertaining to the modern Bedford area. Hollander said anyone can gather API information from Twitter to likewise mine data from an region as small as a neighborhood containing a brace hundred houses. 

    For its first study, the Urban Attitudes lab at Tufts University created its own software to isolate and dissect tweets geotagged in the region of modern Bedford, Mass.

    Researchers used IBM's SPSS Modeler software, comparing this to custom-designed software, to leverage a sentiment dictionary of nearly 3,000 words, assigning a sentiment score to each phrase -- ranging from -5 for Awful feelings to +5 for feelings of elation. The lab did this for the Twitter messages, and create that about 7 percent were positive versus 5.5 percent negative, and correspondingly in the minutes, 1.7 percent were positive and .7 percent negative. In total, about 11,000 messages contained sentiments. 

    The lab likewise used NVivo qualitative software to dissect 24 key words in a one-year sample of the city's meeting minutes. By searching for the same words in Twitter posts, the researchers create that "school," "health," "safety," "parks," "field" and "children" were used frequently across both mediums.

    Comparing tweets with the minutes, the lab's introductory findings presented at a Chicago conference on stout data suggest that slightly more sentiment was expressed in the Twitter realm, and that people in both the formal and informal contexts had expressed similar interests. 

    Hollander said other researchers or applications could expand the timeline for extracting data from social media sites, to cast a wider net. There is likewise the possibility of analyzing the data for discussions, retweets, and people's positions on issues, although working with great datasets can be challenging, he said.   

    Maria Pina-Rocha, director of Management Information Systems for modern Bedford, said there's a municipal exhaust for the study's sentiment-combing software, especially for modern Bedford's tourism business. Yet Pina-Rocha said she has reservations about whether Twitter is the privilege forum to assess opinions on city-related issues, and to what extent opinions shared there are done so for other reasons, such as a way to blow off steam. 

    "I would peep at the data and it would play a role, but I'm not sure what weight I would give it," Pina-Rocha said. "I contemplate it is worthwhile to consider." 

    Still, Pina-Rocha said, social networking sites are the future public forums. "That's the way we're going these days -- people stand their opinions and they are putting it out there." 

    Using the study's way of categorizing sentiments on Twitter, Hollander said governments can mine the data to retort specific questions, such as: What is the overall sentiment of a proposed municipal bike path? In this way, supplementing traditional information-gathering methods, he said, a city could gather a sense of people's feelings about a project. 

    Still, there are limits to this type of data, Hollander said, because the sample is not representative of the wider population. For instance, younger users are more vigorous on these sites, according to Philip Chester, who serves as town planner for Lebanon, Conn., who sticks mainly to e-mail. Even so, he acknowledged that a public hearing, which is one way he gleans public opinion, is likewise not a valid statistical representation of the population, and that there might be some capitalize to the technology. 

    "It would organize what people are saw and it might be a tool for planners and other government officials to gather some of the pulse of what's out there," said Chester, who studied alongside Hollander in graduate school.  

    Next up for the lab is a modern study contrasting Twitter posts from four Massachusetts cities with the recent election results. 

    As for using the technology to mitigate government, Hollander said that is fraction of the lab's mission. Hollander is now engaging in discussions with practicable government partners, and he is likewise looking at opportunities with Foursquare, a location-based social media platform. He said is interested in studying other social platforms, including Facebook, Tumblr, Wanelo and Yik Yak. 

    "The credence of really mining the attitudes and opinions of people using the Internet, using social media, is really the future," Hollander said. "As government professionals, they really stand to find ways to tap into this learning groundwork and not just rely on the archaic style ways to understand how things are going." 



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    References :


    Dropmark : http://killexams.com/demo-download/IBMSPSSMBPDM.pdf
    Dropmark-Text : http://killexams.dropmark.com/367904/12907899
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