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Business Analytics
Using R - A Practical
Approach
—
Dr. Umesh R. Hodeghatta
Umesha Nayak
Business Analytics
Using R - A
Practical Approach
Dr. Umesh R. Hodeghatta

Umesha Nayak
Business Analytics Using R - A Practical Approach
Dr. Umesh R. Hodeghatta Umesha Nayak
Bangalore, Karnataka Bangalore, Karnataka
India India
ISBN-13 (pbk): 978-1-4842-2513-4 ISBN-13 (electronic): 978-1-4842-2514-1
DOI 10.1007/978-1-4842-2514-1
Copyright © 2017 by Dr. Umesh R. Hodeghatta and Umesha Nayak
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of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,
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Printed on acid-free paper

Contents at a Glance
About the Authors�� xv

About the Technical Reviewer�� xvii
■
■Chapter 1: Overview of Business Analytics�� 1
■
■Chapter 2: Introduction to R�� 17
■
■Chapter 3: R for Data Analysis�� 37
■
■Chapter 4: Introduction to descriptive analytics�� 59
■
■Chapter 5: Business Analytics Process and Data Exploration�� 91
■
■Chapter 6: Supervised Machine Learning—Classification�� 131
■
■Chapter 7: Unsupervised Machine Learning�� 161
■
■Chapter 8: Simple Linear Regression�� 187
■
■Chapter 9: Multiple Linear Regression�� 207
■
■Chapter 10: Logistic Regression�� 233
■
■Chapter 11: Big Data Analysis—Introduction and
Future Trends�� 257
References�� 267
Index�� 273
iii
Contents
About the Authors�� xv

About the Technical Reviewer�� xvii
■
■Chapter 1: Overview of Business Analytics�� 1
1.1 Objectives of This Book�� 3
1.2 Confusing Terminology�� 4
1.3 Drivers for Business Analytics�� 5
1.3.1 Growth of Computer Packages and Applications�� 6
1.3.2 Feasibility to Consolidate Data from Various Sources�� 7
1.3.3 Growth of Infinite Storage and Computing Capability�� 7
1.3.4 Easy-to-Use Programming Tools and Platforms �� 7
1.3.5 Survival and Growth in the Highly Competitive World�� 7
1.3.6 Business Complexity Growing out of Globalization�� 8
1.4 Applications of Business Analytics�� 8

1.4.1 Marketing and Sales�� 8
1.4.2 Human Resources�� 9
1.4.3 Product Design�� 9
1.4.4 Service Design�� 9
1.4.5 Customer Service and Support Areas�� 9
1.5 Skills Required for a Business Analyst�� 10

1.5.1 Understanding the Business and Business Problems�� 10
1.5.2 Understanding Data Analysis Techniques and Algorithms�� 10
1.5.3 Having Good Computer Programming Knowledge�� 11
v
■ Contents
1.5.4 Understanding Data Structures and Data Storage/Warehousing

Techniques�� 11
1.5.5 Knowing Relevant Statistical and Mathematical Concepts �� 11
1.6 Life Cycle of a Business Analytics Project�� 11

1.7 The Framework for Business Analytics�� 14
1.8 Summary�� 15
■
■Chapter 2: Introduction to R�� 17
2.1 Data Analysis Tools�� 17
2.2 R Installation�� 21
2.2.1 Installing R�� 21
2.2.2 Installing RStudio�� 23
2.2.3 Exploring the RStudio Interface�� 23
2.3 Basics of R Programming�� 25
2.3.1 Assigning Values�� 26
2.3.2 Creating Vectors�� 27
2.4 R Object Types�� 27

2.5 Data Structures in R�� 29
2.5.1 Matrices �� 30
2.5.2 Arrays�� 31
2.5.3 Data Frames�� 32
2.5.4 Lists�� 34
2.5.5 Factors�� 35
■
■Chapter 3: R for Data Analysis�� 37
3.1 Reading and Writing Data�� 37
3.1.1 Reading Data from a Text File�� 38
3.1.2 Reading Data from a Microsoft Excel File�� 42
3.1.3 Reading Data from the Web�� 44
vi
■ Contents
3.2 Using Control Structures in R�� 45

3.2.1 if-else�� 46
3.2.2 for loops�� 46
3.2.3 while loops�� 47
3.2.4 Looping Functions�� 48
3.2.5 Writing Your Own Functions in R�� 55
3.3 Working with R Packages and Libraries�� 56

■
■Chapter 4: Introduction to descriptive analytics�� 59
4.1 Descriptive analytics�� 62
4.2 Population and sample�� 62
4.3 Statistical parameters of interest�� 63
4.3.1 Mean�� 64
4.3.2 Median�� 66
4.3.3 Mode�� 68
4.3.4 Range�� 68
4.3.5 Quantiles�� 69
4.3.6 Standard deviation�� 70
4.3.7 Variance�� 73
4.3.8 “Summary” command in R�� 73
4.4 Graphical description of the data�� 74
4.4.1 Plots in R�� 74
4.4.2 Histogram�� 77
4.4.3 Bar plot�� 77
4.4.4 Boxplots�� 78
vii
■ Contents
4.5 Computations on data frames�� 79

4.5.1 Scatter plot�� 81
4.6 Probability�� 84
4.6.1 Probability of mutually exclusive events�� 85
4.6.2 Probability of mutually independent events�� 85
4.6.3 Probability of mutually non-exclusive events:�� 86
4.6.4 Probability distributions�� 86
4.7 Chapter summary�� 88
■
■Chapter 5: Business Analytics Process and Data Exploration�� 91
5.1 Business Analytics Life Cycle�� 91
5.1.1 Phase 1: Understand the Business Problem�� 91
5.1.2 Phase 2: Collect and Integrate the Data�� 92
5.1.3 Phase 3: Preprocess the Data�� 92
5.1.4 Phase 4: Explore and Visualize the Data�� 92
5.1.5 Phase 5: Choose Modeling Techniques and Algorithms�� 93
5.1.6 Phase 6: Evaluate the Model�� 93
5.1.7 Phase 7: Report to Management and Review�� 94
5.1.8 Phase 8: Deploy the Model�� 94
5.2 Understanding the Business Problem�� 94
5.3 Collecting and Integrating the Data�� 95
5.3.1 Sampling�� 96
5.3.2 Variable Selection�� 97
5.4 Preprocessing the Data�� 97

5.4.1 Data Types�� 97
5.4.2 Data Preparation�� 99
5.4.3 Data Preprocessing with R �� 100
viii
■ Contents
5.5 Exploring and Visualizing the Data�� 104

5.5.1 Tables�� 105
5.5.2 Summary Tables�� 106
5.5.3 Graphs�� 106
5.5.4 Scatter Plot Matrices�� 112
5.5.5 Data Transformation�� 117
5.6 Using Modeling Techniques and Algorithms�� 118

5.6.1 Descriptive Analytics�� 118
5.6.2 Predictive Analytics�� 118
5.6.3 Machine Learning�� 119
5.7 Evaluating the Model�� 122

5.7.1 Training Data Partition�� 122
5.7.2 Test Data Partition�� 122
5.7.3 Validation Data Partition�� 122
5.7.4 Cross-Validation�� 123
5.7.5 Classification Model Evaluation�� 123
5.7.6 Regression Model Evaluation�� 127
5.8 Presenting a Management Report and Review�� 128

5.8.1 Problem Description �� 128
5.8.2 Data Set Used�� 128
5.8.3 Data Cleaning Carried Out�� 128
5.8.4 Method Used to Create the Model�� 128
5.8.5 Model Deployment Prerequisites�� 128
5.8.6 Model Deployment and Usage�� 129
5.8.7 Issues Handling�� 129
5.9 Deploying the Model�� 129
5.10 Summary�� 130
ix
■ Contents
■
■Chapter 6: Supervised Machine Learning—Classification�� 131
6.1 What Is Classification? What Is Prediction?�� 131
6.2 Probabilistic Models for Classification�� 132
6.2.1 Example�� 133
6.2.2 Naïve Bayes Classifier Using R�� 134
6.2.3 Advantages and Limitations of the Naïve Bayes Classifier�� 136
6.3 Decision Trees�� 136
6.3.1 Recursive Partitioning Decision-Tree Algorithm�� 138
6.3.2 Information Gain�� 138
6.3.3 Example of a Decision Tree�� 140
6.3.4 Induction of a Decision Tree�� 142
6.3.5 Classification Rules from Tree�� 145
6.3.6 Overfitting and Underfitting�� 145
6.3.7 Bias and Variance�� 147
6.3.8 Avoiding Overfitting Errors and Setting the Size of Tree Growth�� 148
6.4 Other Classifier Types�� 150

6.4.1 K-Nearest Neighbor �� 150
6.4.2 Random Forests�� 152
6.5 Classification Example Using R�� 153

■
■Chapter 7: Unsupervised Machine Learning�� 161
7.1 Clustering - Overview�� 161
7.2 What Is Clustering?�� 163
7.2.1 Measures Between Two Records�� 163
7.2.2 Distance Measures for Categorical Variables�� 164
7.2.3 Distance Measures for Mixed Data Types�� 165
7.2.4 Distance Between Two Clusters�� 166
x
■ Contents
7.3 Hierarchical Clustering�� 168

7.3.1 Dendrograms�� 169
7.3.2 Limitations of Hierarchical Clustering�� 169
7.4 Nonhierarchical Clustering�� 169

7.4.1 K-Means Algorithm�� 170
7.4.2 Limitations of K-Means Clustering�� 172
7.5 Clustering Case Study�� 172

7.5.1 Retain Only Relevant Variables in the Data Set�� 173
7.5.2 Remove Any Outliers from the Data Set�� 173
7.5.3 Standardize the Data�� 174
7.5.4 Calculate the Distance Between the Data Points�� 175
7.6 Association Rule�� 182

7.6.1 Choosing Rules�� 183
7.6.2 Example of Generating Association Rules�� 185
7.6.3 Interpreting Results�� 186
■
■Chapter 8: Simple Linear Regression�� 187
8.1 Introduction�� 187
8.2 Correlation�� 188
8.2.1 Correlation Coefficient�� 189
8.3 Hypothesis Testing�� 192

8.4 Simple Linear Regression�� 193
8.4.1 Assumptions of Regression�� 193
8.4.2 Simple Linear Regression Equation�� 193
8.4.3 Creating Simple Regression Equation in R�� 194
8.4.4 Testing the Assumptions of Regression:�� 197
xi
■ Contents
8.4.5 Conclusion�� 203
8.4.6 Predicting the Response Variable�� 203
8.4.7 Additional Notes�� 204
8.5 Chapter Summary�� 204

■
■Chapter 9: Multiple Linear Regression�� 207
9.1 Using Multiple Linear Regression�� 209
9.1.1 The Data�� 209
9.1.2 Correlation�� 210
9.1.3 Arriving at the Model�� 212
9.1.4 Validation of the Assumptions of Regression�� 213
9.1.5 Multicollinearity�� 218
9.1.6 Stepwise Multiple Linear Regression�� 221
9.1.7 All Subsets Approach to Multiple Linear Regression�� 221
9.1.8 Multiple Linear Regression Equation�� 223
9.1.9 Conclusion�� 224
9.2 Using an Alternative Method in R�� 224

9.3 Predicting the Response Variable�� 225
9.4 Training and Testing the Model �� 225
9.5 Cross Validation�� 227
■
■Chapter 10: Logistic Regression�� 233
10.1 Logistic Regression�� 235
10.1.1 The Data�� 235
10.1.2 Creating the Model�� 236
10.1.3 Model Fit Verification�� 240
10.1.4 General Words of Caution�� 241
xii
■ Contents
10.1.5 Multicollinearity�� 242
10.1.6 Dispersion�� 242
10.1.7 Conclusion for Logistic Regression�� 242
10.2 Training and Testing the Model �� 243

10.2.1 Predicting the Response Variable�� 245
10.2.2 Alternative Way of Validating the Logistic Regression Model�� 245
10.3 Multinomial Logistic Regression�� 248

10.4 Regularization�� 248
10.5 Summary�� 254
■
■Chapter 11: Big Data Analysis—Introduction and
Future Trends�� 257
11.1 Big Data Ecosystem�� 259
11.2 Future Trends in Big Data Analytics�� 261
11.2.1 Growth of Social Media �� 261
11.2.2 Creation of Data Lakes �� 262
11.2.3 Visualization Tools at the Hands of Business Users�� 262
11.2.4 Prescriptive Analytics �� 262
11.2.5 Internet of Things �� 262
11.2.6 Artificial Intelligence �� 262
11.2.7 Whole Data Processing �� 263
11.2.8 Vertical and Horizontal Applications�� 263
11.2.9 Real-Time Analytics�� 263
11.2.10 Putting the Analytics in the Hands of Business Users �� 263
11.2.11 Migration of Solutions from One Tool to Another�� 263
11.2.12 Cloud, Cloud, Everywhere the Cloud�� 264
11.2.13 In-Database Analytics�� 264
xiii
■ Contents
11.2.14 In-Memory Analytics�� 264

11.2.15 Autonomous Services for Machine Learning�� 264
11.2.16 Addressing Security and Compliance�� 264
11.2.17 Healthcare�� 265
References�� 267
Index�� 273
xiv
About the Authors
Dr. Umesh Rao Hodeghatta is an acclaimed professional in the field of machine learning,
NLP, and business analytics. He has a master’s degree in electrical engineering from
Oklahoma State University and a PhD from the Indian Institute of Technology (IIT),
Kharagpur with a specialization in machine learning and NLP. He has held technical and
senior management positions at Wipro Technologies, McAfee, Cisco Systems, and AT&T
Bell Laboratories. Dr. Hodeghatta has published many journal articles in international
journals and conference proceedings. He is a co-author of The InfoSec Handbook:
An Introduction to Information Security. Dr. Hodeghatta has contributed to numerous
professional organizations and regulatory bodies, including the IEEE Computer Society
(India), the Information Systems Audit and Control Association (ISACA) in the United
States, the government of Odisha, the International Neural Network Society (INNS) in
India, and the Task Force on Business Intelligence & Knowledge Management. He is also
a senior member of the IEEE. Further details about Dr. Hodeghatta are available at
www.mytechnospeak.com. You may reach him at umesh_hr@yahoo.com.
Umesha Nayak is a director and principal consultant

of MUSA Software Engineering, which focuses on
systems/process/management consulting. He has 35
years of experience, including 14 years of consulting to
IT/manufacturing and other organizations across the
globe. He has an MS in software systems and an MA in
economics. His certifications include CAIIB, Certified
Information Systems Auditor (CISA) and Certified Risk
and Information Systems Control (CRISC) professional
from ISACA, PGDFM, Certified Lead Auditor for
many of the standards, and Certified Coach, among
others. He has worked extensively in banking, software
development, product design and development, project
management, program management, information
technology audits, information application audits, quality
assurance, coaching, product reliability, human resource
management, business analytics, and consultancy. He was vice president and corporate
executive council member at Polaris Software Lab, Chennai prior to his current assignment.
He started his journey with computers in 1981 with ICL mainframes and continued further
with minis and PCs. He was one of the founding members of information systems auditing
in the banking industry in India. He has effectively guided many organizations through
successful ISO 9001/ISO 27001/ CMMI and other certifications and process/product
improvements and business analytics. He has co-authored The InfoSec Handbook:
An Introduction to Information Security. You may reach him at aum136@rediffmail.com.
xv
About the Technical
Reviewer
Jojo Moolayil is a data scientist and author of Smarter Decisions—The Intersection of

Internet of Things and Decision Science. With over four years of industrial experience in
data science, decision science, and IoT, he has worked with industry leaders on high-
impact and critical projects across multiple verticals. He is currently associated with
General Electric, a pioneer and leader in data science for industrial IoT, and lives in
Bengaluru—the Silicon Valley of India
He was born and raised in Pune, India and graduated from the University of Pune
with a major in information technology engineering. He started his career with Mu Sigma,
the world’s largest pure play analytics provider, and worked with the leaders of many
Fortune 50 clients. One of the early enthusiasts to venture into IoT analytics, he now
focuses on solving decision science problems for industrial IoT use cases. As a part of
his role at GE, he also develops data science and decision science products and platforms
for industrial IoT. Jojo is also an active data science tutor and maintains a blog at
www.jojomoolayil.com/web/blog/.
xvii
CHAPTER 1
Overview of Business
Analytics
Today’s world is knowledge based. In the earliest days, knowledge was gathered through
observation. Later, knowledge not only was gathered through observation, but also
confirmed by actually doing and then extended by experimenting further. Knowledge
thus gathered was applied to practical fields and extended by analogy to other fields.
Today, knowledge is gathered and applied by analyzing, or deep-diving, into the data
accumulated through various computer applications, web sites, and more. The advent of
computers complemented the knowledge of statistics, mathematics, and programming.
The enormous storage and extended computing capabilities of the cloud, especially, have
ensured that knowledge can be quickly derived from huge amounts of data and also can
be used for further preventive or productive purposes. This chapter provides you with the
basic knowledge of where and how business analytics is used.
Imagine the following situations:
• You visit a hotel in Switzerland and are welcomed with your
favorite drink and dish; how delighted you are!
• You are offered a stay at a significantly discounted rate at your
favorite hotel when you travel to your favorite destination.
• You are forewarned about the high probability of becoming a
diabetic. You are convinced about the reasoning behind this
warning and take the right steps to avoid it.
• You are forewarned of a probable riot at your planned travel
destination. Based on this warning, you cancel the visit; you later
learn from news reports that a riot does happen at that destination!
• You are forewarned of an incompatibility with the person whom
you consider making your life partner, based on both of your
personal characteristics; you avoid a possible divorce!
© Dr. Umesh R. Hodeghatta and Umesha Nayak 2017 1

U. R. Hodeghatta and U. Nayak, Business Analytics Using R - A Practical Approach,
DOI 10.1007/978-1-4842-2514-1_1
Chapter 1 ■ Overview of Business Analytics
• You enter a grocery store and you find that your regular monthly
purchases are already selected and set aside for you. The only
decision you have to make is whether you require all of them or
want to remove some from the list. How happy you are!
• Your preferred airline reserves tickets for you well in advance of your
vacation travels and at a lower rate compared to the market rate.
• You are planning to travel and are forewarned of a possible
cyclone in that place. Based on that warning, you postpone your
visit. Later, you find that the cyclone created havoc, and you
avoided a terrible situation.
We can imagine many similar scenarios that are made possible by analyzing data
about you and your activities that is collected through various means—including your
Google searches, visits to various web sites, your comments on social media sites, your
activities using various computer applications, and more. The use of data analytics in
these scenarios has focused on your individual perspective.
Now, let’s look at scenarios from a business perspective. Imagine these situations:
• You are in the hotel business and are able to provide competitive
yet profitable rates to your prospective customers. At the same
time, you can ensure that your hotel is completely occupied all
the time by providing additional benefits, including discounts
on local travel and local sightseeing offers tied into other local
vendors.
• You are in the taxi business and are able to repeatedly attract
the same customers based on their earlier travel history and
preferences of taxi type and driver.
• You are in the fast-food business and offer discounted rates to
attract customers on slow days. These discounts enable you to
ensure full occupancy on those days also.
• You are in the human resources (HR) department of an
organization and are bogged down by high attrition. But now you
are able to understand the types of people you should focus on
recruiting, based on the characteristics of those who perform well
and who are more loyal and committed to the organization.
• You are in the airline business, and based on data collected by
the engine system, you are warned of a potential engine failure in
the next three months. You proactively take steps to carry out the
necessary corrective actions.
• You are in the business of designing, manufacturing, and selling
medical equipment used by hospitals. You are able to understand
the possibility of equipment failure well before the equipment
actually fails, by carrying out analysis of the errors or warnings
captured in the equipment logs.
2
All these scenarios are possible by analyzing data that the businesses and others
collect from various sources. There are many such possible scenarios. The application of
data analytics to the field of business is called business analytics.
You have likely observed the following scenarios:
• You’ve been searching for the past few days on Google for
adventurous places to visit. You’ve also tried to find various travel
packages that might be available. You suddenly find that various
other web sites you visit or the searches you make show a specific
advertisement of what you are looking for, and that too at a
discounted rate.
• You’ve been searching for a specific item to purchase on Amazon
(or any other site). Suddenly, on other sites you visit, you find
advertisements related to what you are looking for or find
customized mail landing in your mailbox, offering discounts
along with other items you might be interested in.
• You’ve also seen recommendations that Amazon makes based
on your earlier searches for items, your wish list, or previous
Amazon purchases. Many times you’ve also likely observed
Amazon offering you discounts or promoting products based on
its available data.
All of these possibilities are now a reality because of data analytics specifically used
by businesses. This book takes you through the exciting field of business analytics and
enables you to step into this field as well.
1.1 Objectives of This Book

Many professionals are becoming interested in learning analytics. But not all of them
have rich statistical or mathematical backgrounds. This book is the right place for
techies as well as those who are not so techie to get started with business analytics.
You’ll start with a hands-on introduction to R for beginners. You’ll also learn about
predictive modeling and big data, which forms a key part of business analytics. This is an
introductory book in the field of business analytics using R.
The following are some of the advantages of this book:
• This book covers both R programming and analytics using

numerous real-life examples.
• It offers the right mix of theory and hands-on labs. The concepts
are explained using business scenarios or case studies where
required.
• It is written by industry professionals who are currently working
in the field of analytics on real-life problems for paying customers.
3
This book provides the following:

• Practical insights into the use of data that has been collected,
collated, purchased, or available for free from government
sources or others. These insights are attained via computer
programming, statistical and mathematical knowledge, and
expertise in relevant fields that enable you to understand the data
and arrive at predictive capabilities.
• Information on the effective use of various techniques related to
business analytics.
• Explanations of how to effectively use the programming platform
R for business analytics.
• Practical cases and examples that enable you to apply what you
learn from this book.
• The dos and don’ts of business analytics.
• The book does not do the following:
• Deliberate on the definitions of various terms related to
analytics, which can be confusing
• Elaborate on the fundamentals behind any statistical or
mathematical technique or particular algorithm beyond
certain limits
• Provide a repository of all the techniques or algorithms used
in the field of business analytics (but does explore many of
them)
1.2 Confusing Terminology
Many terms are used in discussions of this topic— for example, data analytics, business
analytics, big data analytics, and data science. Most of these are, in a sense, the same.
However, the purpose of the analytics, the extent of the data that’s available for analysis,
and the difficulty of the data analysis may vary from one to the other. Finally, regardless
of the differences in terminology, we need to know how to use the data effectively for our
businesses. These differences in terminology should not come in the way of applying
techniques to the data (especially in analyzing it and using it for various purposes
including understanding it, deriving models from it, and then using these models for
predictive purposes).
In layman’s terms, let’s look at some of this terminology:
• Data analytics is the analysis of data, whether huge or small, in
order to understand it and see how to use the knowledge hidden
within it. An example is the analysis of the data related to various
classes of travelers (as noted previously).
4
• Business analytics is the application of data analytics to business.

An example is offering specific discounts to different classes of
travelers based on the amount of business they offer or have the
potential to offer.
• Data science is an interdisciplinary field (including disciplines
such as statistics, mathematics, and computer programming)
that derives knowledge from data and applies it for predictive or
other purposes. Expertise about underlying processes, systems,
and algorithms is used. An example is the application of t-values
and p-values from statistics in identifying significant model
parameters in a regression equation.
• Big data analytics is the analysis of huge amounts of data (for
example, trillions of records) or the analysis of difficult-to-crack
problems. Usually, this requires a huge amount of storage and/or
computing capability. This analysis requires enormous amounts
of memory to hold the data, a huge number of processors, and
high-speed processing to crunch the data and get its essence. An
example is the analysis of geospatial data captured by satellite to
identify weather patterns and make related predictions.
1.3 Drivers for Business Analytics

The following are the growth drivers for business analytics:
• Increasing numbers of relevant computer packages and
applications. One example is the R programming environment
with its various data sets, documentation on its packages, and
ready-made algorithms.
• Feasibility to consolidate related and relevant data from various
sources and of various types (data from flat files, data from
relational databases, data from log files, data from Twitter
messages, and more). An example is the consolidation of
information from data files in a Microsoft SQL Server database
with data from a Twitter message stream.
• Growth of seemingly infinite storage and computing capabilities
by clustering multiple computers and extending these capabilities
via the cloud. An example is the use of Apache Hadoop clusters to
distribute and analyze huge amounts of data.
• Availability of many easy-to-use programming tools, platforms,
and frameworks (such as R and Hadoop).
• Emergence of many algorithms and tools to effectively use statistical
and mathematical concepts for business analysis. One example is
the k-means algorithm used for partition clustering analysis.
5
• The need for business survival and growth techniques in our

highly competitive world. The highly competitive nature of
business requires each company to deep-dive into data in order
to understand customer behavior patterns and take advantage of
them.
• Business complexity arising from globalization. An economic or
political situation in a particular country can affect the sales in
that country, for example.
A note of caution here: not all of these problems require complicated analytics. Some
may be easy to understand and to solve by using techniques such as visual depiction of data.
Now let’s discuss each of these drivers for business analytics in more detail.
1.3.1 Growth of Computer Packages and Applications

Computer packages and applications have completely flooded modern life. This is true
at both an individual and business level. This is especially true with our extensive use of
smartphones, which enable the following:
• Communication with others through e-mail packages
• Activities in social media and blogs
• Business communications through e-mail, instant messaging,
and other tools
• Day-to-day searches for information and news through search
engines
• Recording of individual and business financial transactions
through accounting packages
• Recording of our travel details via online ticket-booking web sites
or apps
• Recording of our various purchases in e-commerce web sites
• Recording our daily exercise routines, calories burned, and diets
through various applications
We are surrounded by many computer packages and applications that collect a lot
of data about us. This data is used by businesses to make them more competitive, attract
more business, and retain and grow their customer base. With thousands of apps on
platforms such as Android, iOS, and Windows, the capture of data encompasses nearly all
the activities carried out by individuals across the globe (who are the consumers for most
of the products and services). This has been enabled further by the reach of hardware
devices such as computers, laptops, mobile phones, and smartphones even to remote
places.
6
1.3.2 Feasibility to Consolidate Data from Various Sources

Technology has grown by leaps and bounds over the last few years. It is now easy for us
to convert data from one format to another and to consolidate it into a required format.
The growth of technology coupled with almost unlimited storage capability has enabled
us to consolidate related or relevant data from various sources—right from flat files, to
database data, to data in various formats. This ability to consolidate data from various
sources has provided a great deal of momentum to effective business analysis.
1.3.3 Growth of Infinite Storage and Computing

Capability
The memory and storage capacity of individual computers has increased drastically,
whereas external storage devices have provided a significant increase in storage capacity.
This has been augmented by cloud-based storage services that can provide a virtually
unlimited amount of storage. The growth of cloud platforms has also contributed to
virtually unlimited computing capability. Now you can hire the processing power of
multiple CPUs, coupled with huge memory and huge storage, to carry out any analysis—
however big the data is. This has reduced the need to rely on a sampling of data for
analysis. Instead, you can take the entire population of data available with you and
analyze it by using the power of cloud storage and computing capabilities.
1.3.4 Easy-to-Use Programming Tools and Platforms

In addition to commercially available data analytics tools, many open source tools or
platforms such as R and Hadoop are available. These powerful tools are easy to use and
well documented. They do not require high-end programming experience but usually
require an understanding of basic programming concepts. Hadoop is especially helpful in
effective and efficient analysis of big data.
1.3.5 Survival and Growth in the Highly Competitive World

Businesses have become highly competitive. With the Internet easily available to every
business, every consumer has become a target for every business. Each business is
targeting the same customer and that customer’s spending capability. Each business
also can easily reach other dependent businesses or consumers equally well. Using the
Internet and the Web, businesses are fiercely competing with each other; often they offer
heavy discounts and cut prices drastically. To survive, businesses have to find the best
ways to target other businesses that require their products and services as well as the
end consumers who require their products and services. Data or business analytics has
enabled this effectively.
7
1.3.6 Business Complexity Growing out of Globalization

Economic globalization that cuts across the boundaries of the countries where
businesses produce goods or provide services has drastically increased the complexities
of business. Businesses now have the challenge of catering to cultures that may have
been previously unknown to them. With the large amount of data now possible to
acquire (or already at their disposal), businesses can easily gauge differences between
local and regional cultures, demands, and practices including spending trends and
preferences.
1.4 Applications of Business Analytics

Business analytics has been applied effectively to many fields, including retail,
e-commerce, travel (including the airline business), hospitality, logistics, and
manufacturing. Furthermore, business analytics has been applied to a whole range of
other businesses, including predictive failure analysis of machines and equipment.
Business analytics has been successfully applied to the fields of marketing and sales,
human resources, finance, manufacturing, product design, service design, and customer
service and support. In this section, we discuss some of the areas in which data/business
analytics is used effectively to the benefit of the organizations. These examples are only
illustrative and not exhaustive.
1.4.1 Marketing and Sales

Marketing and sales teams are the ones that have heavily used business analytics to
identify appropriate approaches to marketing in order to reach a maximum number of
potential customers at an optimized or reduced effort. These teams use business analytics
to identify which marketing channel would be most effective (for example, e-mails, web
sites, or direct telephone contacts). They also use business analytics to determine which
offers make sense to which types of customers (in terms of geographical regions, for
instance) and to specifically tune their offers.
A marketing and sales team might, for example, determine whether people like
adventurous vacations, spiritual vacations, or historical vacations. That data, in turn, can
provide the inputs needed to focus marketing and sales efforts according to those specific
interests of the people— thus optimizing the time spent by the marketing and sales
team. In the retail business, this can enable retail outlets (physical or online) to market
products along with other products, as a bundled offer, based on the purchasing pattern
of consumers. In logistics, which logistics company provides the services at what mode
sticking to delivery commitments is always an important factor for the businesses to tie
up for their services. An airline could present exciting offers based on a customer’s travel
history, thus encouraging that customer to travel again and again via this airline only, and
thereby creating a loyal customer over a period of time.
8
1.4.2 Human Resources
Retention is the biggest problem faced by an HR department in any industry, especially in
the support industry. An HR department can identify which employees have high potential
for retention by processing employee data. Similarly, an HR department can also analyze
which competence (qualification, knowledge, skill, or training) has the most influence on
the organization’s or team’s capability to deliver quality within committed timelines.
1.4.3 Product Design
Product design is not easy and often involves complicated processes. Risks factored in
during product design, subsequent issues faced during manufacturing, and any resultant
issues faced by customers or field staff can be a rich source of data that can help you
understand potential issues with a future design. This analysis may reveal issues with
materials, issues with the processes employed, issues with the design process itself, issues
with the manufacturing, or issues with the handling of the equipment installation or later
servicing. The results of such an analysis can substantially improve the quality of future
designs by any company. Another interesting aspect is that data can help indicate which
design aspects (color, sleekness, finish, weight, size, or material) customers like and
which ones customers do not like.
1.4.4 Service Design
Like products, services are also carefully designed and priced by organizations.
Identifying components of the service (and what are not) also depends on product design
and cost factors compared to pricing. The length of warranty, coverage during warranty,
and pricing for various services can also be determined based on data from earlier
experiences and from target market characteristics. Some customer regions may more
easily accept “use and throw” products, whereas other regions may prefer “repair and
use” kinds of products. Hence, the types of services need to be designed according to the
preferences of regions. Again, different service levels (responsiveness) may have different
price tags and may be targeted toward a specific segment of customers (for example, big
corporations, small businesses, or individuals).
1.4.5 Customer Service and Support Areas

After-sales service and customer service is an important aspect that no business can
ignore. A lack of effective customer service can lead to negative publicity, impacting
future sales of new versions of the product or of new products from the same company.
Hence, customer service is an important area in which data analysis is applied
significantly. Customer comments on the Web or on social media (for example, Twitter)
provide a significant source of understanding about the customer pulse as well as the
reasons behind the issues faced by customers. A service strategy can be accordingly
drawn up, or necessary changes to the support structure may be carried out, based on the
analysis of the data available to the industry.
9
1.5 Skills Required for a Business Analyst

Having discussed drivers and applications of business analytics, let’s now discuss the
skills required by a business analyst. Typically, a business analyst requires substantial
knowledge about the following:
• The business and problems of the business

• Data analysis techniques and algorithms that can be applied to
the business data
• Computer programming
• Data structures and data-storage or data-warehousing
techniques, including how to query the data effectively
• Statistical and mathematical concepts used in data analytics (for
example, regression, naïve Bayes analysis, matrix algebra, and
cost-optimization algorithms such as gradient descent or ascent
algorithms)
Now let’s discuss these knowledge areas in more detail.
1.5.1 Understanding the Business and Business

Problems
Having a clear understanding of the business and business problems is one of the most
important requirements for a business analyst. If the person analyzing the data does
not understand the underlying business, the specific characteristics of that business,
and the specific problems faced by that business, that person can be led to the wrong
conclusions or led in the wrong direction. Having only programming skills along with
statistical or mathematical knowledge can sometimes lead to proposing impractical
(or even dangerous) suggestions for the business. These suggestions also waste the time
of core business personnel.
1.5.2 Understanding Data Analysis Techniques and

Algorithms
Data analysis techniques and algorithms must be applied to suitable situations or
analyses. For example, linear regression or multiple linear regression (supervised
method) may be suitable if you know (based on business characteristics) that there
exists a strong relationship between a response variable and various predictors. You
know, for example, that geographical location, proximity to the city center, or the size of
a plot (among others) has a bearing on the price of the land to be purchased. Clustering
(unsupervised method) can allow you to cluster data into various segments. Using and
applying business analytics effectively can be difficult without understanding these
techniques and algorithms.
10
1.5.3 Having Good Computer Programming Knowledge

Good computer knowledge is required for a capable business analyst, so that the analyst
doesn’t have to depend on other programmers who don’t understand the business and
may not understand the statistics or mathematics behind the techniques or algorithms.
Having good computer programming knowledge is always a bonus capability for
business analysts, even though it is not mandatory because analysts can always employ
a computer programmer. Computer programming may be necessary to consolidate data
from different sources as well as to program and use the algorithms. Platforms such as R
and Hadoop have reduced the pain of learning programming, even though at times we
may have to use other complementary programming languages (for example, Python) for
effectiveness and efficiency.
1.5.4 Understanding Data Structures and Data Storage/

Warehousing Techniques
Knowledge of data structures and of data storage/warehousing techniques eases the
life of a business analyst by eliminating dependence on database administrators and
database programmers. This enables business analysts to consolidate data from varied
sources (including databases and flat files), put them into a proper structure, and store
them appropriately in a data repository. The capability to query such a data repository is
another additional competence of value to any business analyst. This know-how is not a
must, however, because a business analyst can always hire someone else to provide this
skill.
1.5.5 Knowing Relevant Statistical and Mathematical

Concepts
Data analytics uses many statistical and mathematical concepts on which various
algorithms, measures, and computations are based. A business analyst should have
good knowledge of statistical and mathematical concepts in order to properly use these
concepts to depict, analyze, and present the data and the results of analysis. Otherwise,
the business analyst can lead others in the wrong direction by misinterpreting the results
because the application of the technique or interpretation of the result itself was wrong.
1.6 Life Cycle of a Business Analytics Project

Figure 1-1 illustrates the typical steps of a business analytics project. These steps are as
follows:
1. Start with a business problem and all the data considered as
relevant to the problem.
or
Start with the data to understand what patterns you see in the
data and what knowledge you can decipher from the data.
11
2. Study the data and then clean up the data for missed data
elements or errors.
3. Check for the outliers in the data and remove them from the
data set to reduce their adverse impact on the analysis.
4. Identify the data analysis technique(s) to be used (for
example, supervised or unsupervised).
5. Analyze the results and check whether alternative
technique(s) can be used to get better results.
6. Validate the results and then interpret the results.
7. Publish the results (learning/model).
8. Use the learning from the results / model arrived at.
9. Keep calibrating the learning / model as you keep using it.
12
Figure 1-1. Life cycle of a business analysis project
13
Another random document with
no related content on Scribd:
FICTION.” an’ twa tobacco-pipes made like a five; and there’s
the duke’s mark. An’ that mark’s,—beggin’ your
pardon, Mr. Kirkwood,—Ma’colm Kirkwood’s;—it’s a comb, an’ a kirk,
an’—an’—” Here Dan was interrupted by Mr. Kirkwood saying
warmly:
“A gallows-tree, a wood or ‘wuddie,’ sure enough, for hanging
smugglers on. Both the entries and signatures are very suggestive.”
“An’,” continued Dan, “that mark o’ the half-moon on legs wi’ the
wings on’t, means that the vera nicht ony o’ the ither companies o’
the gang sees’t, they’re to get the stuff awa’ to some ither place
immediately, that’s markit on the paper, if there’s twa marks o’ the
heid men on’t, like what this has, but no’ unless. An’ I got the book
frae your brither, to tak’ to anither party o’ the smugglers when the
hue and cry about the thing blew past. For your brither, sir, never
thocht the gaugers wad find out the stuff in the granaries; but they
fand it, an’ puir Mr. Gordon had to pay the fine, an’ it ruined him; an’
nobody kens till this day whae put it there, except mysel’—at least
that I ken o’. I left the smugglers for gude an’ a’ after that.”
Dan’s story, corroborated as it was by the outlandish book of entries,
completely unhinged both gentlemen. From Mr. Kirkwood’s manner,
one would have guessed that the Malcolm Kirkwood had been a
relative of his; but of that I can say nothing. With Colonel Gordon it
was otherwise. When they reached home they got all out of Dan they
could, and more than they relished, for his brother’s connection with
smuggling was new to the Colonel.
A painful scene took place at Knowe Park next day, when Mrs.
Barrie told of her father’s trial at the law, the fine, and how it not only
drained his purse, but broke his heart.
Colonel Gordon now understood why his brother had written to him
so urgently from his dying-bed to be kind to the Gordons of the
Granaries, if ever he had the opportunity. He did all that he now
could do to atone for the grievous wrong his brother had done to her
father, by handing over at once a considerable portion of his means
to the family at Knowe Park.
The Colonel died a few years after this, and in his will, all that he was
possessed of was bequeathed to Mrs. Barrie and her family,
burdened with an annuity of fifty pounds a year to Daniel Corbett,
and some trifling legacies.
From the day that Dan had told the smuggling
adventure, Colonel Gordon had been kind to him, and “WHAT
every now and again the banker sent a request to Dan WILL HE
to call at the bank for money. Not even going to church DO WITH
IT?”
put Dan more about than going to the bank; the
stanchels of the windows kept his solitary eye busy, and as soon as
he put his cross to the receipt, he slunk out, and took a by-road
home.
Where to put the money exercised his mind sadly. He thought
everybody knew he had it. At length he put it under one of the rough
flags of the floor, where “Burke” lay, wrapping it well with old paper,
and stuffing it thereafter into an old game-bag. The money
contributed little to his personal comfort, but he occasionally helped
his poorer neighbours. Bell tried to get something for the missionary
cause. His answer was barely civil: “Send siller to the niggers! no’
very likely!” Dan’s nature was a secretive one; few could make
anything of him, none much to boast of, for on all emotional subjects
he was “cabined, cribbed, confined.”
The Free Church of Blinkbonny heard with mingled feelings, chiefly, I
must confess, composed of deep regret, that the “Wishart” church in
Edinburgh had resolved to call Mr. Barrie to be their pastor. Many of
us knew that he was highly appreciated in places where he
occasionally preached, and that his appearances in the synods and
assemblies had brought him into favourable notice; and although we
had been gratified to hear strangers express themselves as
astonished that he should be allowed to remain in Blinkbonny, the
idea of his really leaving us was never seriously entertained.
Colonel Gordon’s unexpected gift had added very materially to Mr.
Barrie’s comfort, in as far as it enabled him to do more for the
education of his children than the “equal dividend” of the Free
Church alone could admit of; and he had tried to prevent a call from
coming out in his favour.
He was, however, overborne by the urgent solicitations, not only of
the Wishart congregation, but even more so by fathers and brethren
in the ministry, who pressed him very closely to accept of the call to
Edinburgh. Mrs. Barrie, on whose judgment he relied more implicitly
than on all others put together, declined to express any opinion on
this subject. She was pleased to see that her husband’s gifts were
appreciated, and felt that benefits to the Church, as well as to her
family, were likely to result from his going to Edinburgh. But she liked
Blinkbonny, and she had heard of the heavy calls and frequent
worries of a city charge; and as she could not make up her mind
which she would prefer, she remained neutral, although not at all
taciturn.
Mr. Barrie and she talked the matter fully over, looking
at it on all sides, and she entered patiently and PRO AND
minutely into all the pros and cons, sometimes CON.
considerably to his confusion. For whilst she gave a
comprehensive statement of the arguments for going and staying,
she did this so evenly that it merely assisted his judgment, but it did
not at all influence his decision.
About this time the “Ecclesiastical Titles Bill” was absorbing public
attention, and the Churches in Scotland entered on a feverish
crusade against the Church of Rome. The deputation which
appeared at the presbytery to prosecute the call to Mr. Barrie dwelt
largely on this subject. I have already referred to Mr. Barrie’s deeply-
rooted aversion to a matter of this kind. On this occasion he spoke
out very strongly, much to the surprise, if not to the dissatisfaction, of
the Edinburgh representatives.
He declared it was his conviction that spasmodic agitation of this
kind was of no practical use. It oftener resulted in harm than good.
There was much in the Romish Church which he disliked and
condemned, but there was also much that he respected,—its zeal,
its energy, its stand for liberty and learning in the Dark Ages, and its
success in reaching the very poorest and keeping hold of them.
Rank injustice was often done by ignorant tirade, or exaggerated
misrepresentation of certain tenets. To enter into either an
explanation or a refutation, or, worse still, a denunciation of
Mariolatry, Transubstantiation, etc., to a Protestant audience was
unedifying, to say the least of it. If the fiery zeal directed against
Popery were applied to preaching and living the gospel, it would be
better for the minister, the people, and the world; and unless he
greatly changed his mind, he would not meet the wishes of the
deputation in that matter. He, however, reserved his decision till next
meeting of presbytery.
One reverend Edinburgh brother was present, on whom the no-
Popery cry had taken an excessively firm hold; it was the only
subject which warmed him up at all, but it made him furious, and
formed part of every discourse he preached, until many of his
hearers said, “they couldna sleep in the kirk noo;” and one of his
elders affirmed that “he was aye pop-pop-poperyin’ away; if he pop-
poperied mickle mair, I’ll no’ pop back to hear him.”
This deputy tried to reply to Mr. Barrie, but Mr. Taylor said “it was like
a Dandie Dinmont laying about him wi’ a flail on thrashed straw—
plenty o’ exercise an’ stour, but nae wark dune; muckle cry an’ little
woo’ [wool], as the,” etc. At next meeting of presbytery Mr. Barrie
accepted the call to Edinburgh.
In contemplating the Edinburgh call, it is possible to
conceive that Bell might have been one of Mrs. “COMING
Barrie’s difficulties, for life in a town would not suit her EVENTS
at all. What would she do without Daisy? for so all her CAST.”
cows were named, prefixed in order to distinguish
them by the colour of each, so that Bell had had during her stay in
Blinkbonny a brown Daisy, a black Daisy, etc., and now she had a
ginger Daisy. Could she do without the garden, and especially the
hens? No.
But Bell had been rather a thought to Mrs. Barrie for some time past.
Not that she had failed or flagged—she was as “eident” [industrious],
honest, and excellent as ever; but Mrs. Barrie had observed, that
after the meetings of the elders at the manse were over, David Tait of
Blackbrae took the kitchen lobby, not the front door one, as the
others did; and she also noticed, after this had gone on for a while,
that if any of the other elders took the same road, Bell did not talk
with them so much as she used to do, but found some sudden
engagement outside the manse, and that David and she generally
re-entered the kitchen together, as soon as the others were fairly on
their way.
David had a small farm about a mile and a half from Blinkbonny. His
widowed mother had died lately. He was a canny, intelligent man, in
good worldly circumstances, or, to use the Scotch phrase, “a bien
man, but very blate [diffident].”
Betwixt Mrs. Barrie and Bell there were no secrets, and she often
asked Bell if Mr. Tait and she were making any progress in the way
of marriage. “None whatever,” was Bell’s general reply. “He’s a nice
man an’ a gude cracker, but he never ‘evened’ [hinted at] marriage to
me.”
One day Bell told Mrs. Barrie, with a gleeful face that belied her
words, “that David had met wi’ a queer misfortune.”
“I’m sorry for that, Bell; what has happened? You seem to laugh
rather than lament over it,” said Mrs. Barrie, with evident concern.
“Oh, mem, it’s a kind o’ laughable tae,” said Bell. “Last Sabbath day
he was takin’ a lesson on the Bible before he cam’ to the kirk, an’ as
it’s late afore he gets hame, he was eatin’ a bit piece; it was a warm
mornin’, an’ he was sittin’ on a seat in front o’ his hoose. Weel, ane
o’ the calves got out o’ the pen, an’ he lays down his Bible an’ his
piece, an’ gangs to put in the calf. There was a soo gaun about the
close [farm-court], an’ it snappit up David’s piece that was lying on
the Bible; and it not only took the piece, but it ate a’ the Second
Corinthians and a gude deal o’ the First. He’s very ill about it; he’s
baith vexed an’ affrontit about it.”
“It was very provoking,” said Mrs. Barrie; “the sooner you become
mistress of Blackbrae the better.”
Mrs. Barrie had hitherto spoken to Bell about David’s attentions more
in joke than in earnest, until she knew that Mr. Barrie had decided to
go to Edinburgh; but as David’s visits were becoming
more frequent as well as longer, without seeming to “A
come to anything definite, she resolved to give her two FRIENDLY
worthy friends a little help. One night, when David was HITCH.”
in the kitchen, Mrs. Barrie went “ben” and said, after
the usual courtesies had been exchanged: “Mr. Tait, I see that you
are going to take Bell away to Blackbrae, reason or none, and I wish
you much joy; a wife like Bell’s a prize not to be got every day, and
you may consider yourself lucky to have won her. I’ll see about
another servant to-morrow, although I never expect to get one as
good as Bell. You must never think about waiting till the term.
Marriages break all terms; indeed, if you both will take my advice,
you will be married very soon.”
Bell was quite unprepared for such plain speaking; her stocking
wires went very fast, and she did not know where to look. Mrs. Barrie
then turned to her and said:
“Bell, get everything ready as soon as ever you can, so that we may
come once or twice to see you after you are fairly settled at
Blackbrae, before the long autumn nights set in.” And she added,
what had never been said by her before: “You need not come in to
worship to-night, Bell, as you two will have a very great deal to speak
about. So good night, and good speed to you both.”
Bell’s House o’her ain, Blackbrae. (Page 250).
If they had a good deal to say, they were very long of
POPPING beginning. Bell’s wires went faster than ever—they
THE actually made a clicking sound; and her heart went
QUESTION even faster than her wires. But David’s honest heart
.
went faster than either; he looked sideways, then
downwards, and fidgeted, for his
“Heart it went dunt upon dunt,

Till he thocht every dunt it wad crack it.”
At length he said, “I’m a’ sweatin’,” which was a mild way of putting

it, for he was glowing and tingling from head to foot.
Bell looked fixedly, stolidly, at the stocking she was knitting, but she
uttered not a word.
At length David summoned courage to say:
“Will Mrs. Barrie really gang after anither servant the morn, d’ye
think, Bell?”
“She’s a woman o’ her word; she aye does what she says.”
“Weel, Bell,” said David with a sigh.
“Weel, David,” said Bell sympathetically.
“What d’ye think, Bell?”
“What dae you think, David?”
“I dinna ken what to think.”
“Neither div I,” said Bell; and there was a short pause, during which
the ticking of the clock seemed unusually loud, and both heads
began to move to each tick.
At length David took heart:
“We’re fairly in for’t noo, Bell,” said he with a sigh; “an’ after a’, Bell,
do you no’ think we micht risk it?”
“It’s a very serious business, David, very; it is.”
“It’s a’ that, very indeed; but,” he added in his most persuasive tone,
“ye’ll no’ say no, Bell. The fac’ is, we daurna stop now, so we’ll just
say it’s settl’t.”
“I wad need some time to think it o’er,” was the reply.
“Certainly,” said David, brightening up; “quite richt, certainly; think
weel o’er’t, Bell; tak’ time, plenty o’ time to think on’t. I’ll come doun
some other nicht afore lang. There’s luck in leisure, as the auld
sayin’ is.”
David’s idea of plenty of time was wider than Bell’s. Every night for
ten nights she had kept the kitchen, if possible, brighter, and herself
“redd up;” she had also looked oftener in the looking-glass (it was an
irregular fragment of a larger one stuck on the facing of the window)
during that time than she had done for twelve months before, and
her cap or “mutch” was something extra even for her. As each
evening fell she looked often and wistfully up the Blackbrae Road.
After ten days had passed she felt a little nervous, and put herself in
Dan’s way, to ask him, after some leading questions, if he had been
at Blackbrae lately. She had still to wait other three days as best she
could, but at the fortnight’s end
“The braw wooer cam’ doun the lang glen.”
Both were “blate.” Other subjects were tried and skimmed over, but
the subject was not broached. Had it not been for a noise in the
lobby caused by Mrs. Barrie’s going up-stairs, it might have lain
another fortnight or more before any progress had been made; but
fearing that she would come into the kitchen after she came down-
stairs, David blurted out hurriedly:
“Bell, Bell, have ye been thinkin’ on yon?”
“Yes, yes,” said Bell, with considerable modulation of voice.
“An’ I do most sincerely hope ye’ll say yes,” said David warmly; “I
canna see for the life o’ me how ever we can face Mrs. Barrie till it’s
a’ settled.”
Bell had carefully composed what she thought a
proper answer, and during the fortnight she had “SHE GIED
repeated it “a hunder” times to herself; but when it was HIM HER
wanted it would neither come into her head nor to her HAND,”
ETC.
tongue. She was greatly annoyed, indeed ashamed, at
herself for this, but her honest heart and her good sense came to her
help, and guided by them she made a far better reply than the one
she had hoarded so long and lost so suddenly; for she rose, gave
David her hand, and said:
“David, there’s my hand, an’ my heart gang’s wi’t; they’re baith
yours,” solemnly looking him straight in the face. He smiled, and then
of course she smiled, and turning away her face, for she was
blushing crimson, she added: “Eh, sirs, I never wad a thocht—wha
ever wad a thocht o’ me being marrit? David, isna the ways o’
Providence strange an’ mysterious?”
“’Deed ay, Bell; but arena they whiles real pleasant tae?”
“Ye may say that, David, for I’ve liked ye lang, an’ wonder’t if ever it
wad come to this; an’ oh, David, I can lippen till ye perfectly wi’ a’ my
heart.”
“That’s the way to speak, Bell; that’s wiselike. I’ll dae my vera best to
make you comfortable.”
“So will I you, David—we’ll baith dae our best; an’ if we hae God’s
blessin’ I think we’ll dae fine.”
A happier couple could not be found that night than these two, for
love makes folks younger if not young.
Shortly after all was settled, David hummed rather
than sung, lest he should be heard in the parlour, a “HA, HA,
favourite song of his, which, whatever we may think of THE
its applicability to what we have hitherto known as a WOOIN’
O’T.”
staid, solid woman like Bell, seemed to David “really a
very bonnie sang—he was aye catchin’ himsel’ sing-singin’ at it, an’
it really was no’ far off what he thocht himsel’;” and, strange to say,
douce Bell (although she said “stuff an’ nonsense” when he had
finished it) turned a willing ear to the song, and nodded to herself in
the looking-glass during the singing of it. If she did not apply the
whole of it to herself, she evidently did not absolutely discard it all.
THE BLACK-E’ED LASSIE (by Charles Gray).

Air—My only jo and dearie O.
“Wi’ heart sincere I love thee, Bell,

But dinna ye be saucy O!
Or a’ my love I winna tell
To thee, my black-e’ed lassie O!
It’s no’ thy cheeks o’ rosy hue,
It’s no’ thy little cherry mou’,
It’s a’ because thy heart’s sae true,
My bonnie black-e’ed lassie O!
“It’s no’ the witch glance o’ thy e’e,

Though few for that surpass ye O
That mak’s ye aye sae dear to me,
It’s no’ the whiteness o’ thy skin,
It’s no’ love’s dimple on thy chin,
It’s a’ thy modest worth within,
“Ye smile sae sweet, ye look sae kind,

That a’ wish to caress ye O!
But O! how I admire thy mind,
I’ve seen thine e’en, like crystal clear,
Shine dimly through soft pity’s tear;
These are the charms that mak’ thee dear
To me, my black-e’ed lassie O!”
When David had finished the song, Bell said with a broad grin: “I
never could sing but the ae sang o’ the Bonnie, bonnie banks o’ Ben
Lomond, an’ it’s raither waefu’ for the noo; but there’s a verse I pickit
up frae Gordie—he’s gaun to be a grand singer, Gordie; I’ll miss him,
may be—but at ony rate the sang’s been at my tongue-end for a
while, an’ d’ye ken, David, I think it’s you an’ me tae a nothing?
‘I lo’ed ne’er a laddie but ane!’
that’s me, ony way:
‘He lo’ed ne’er a lassie but me,

He’s willing to mak’ me his ain,
And his ain I am willing to be;’
that’s me tae.”
“That’s grand, Bell, that’s just exactly the very thing, the very thing,
the very thing—that’s the ‘head-sheaf.’”
After this trip on “Parnassus,” which generally follows immediately
after all newly-plighted troths, they settled down to a sober crack.
David gave a description of his farm and stock, in which he was
often interrupted by Bell’s questions; very practical all of them were,
and specially gratifying to David. It was surprising how much she got
out of him in a quiet way. But I will not tarry over the details, nor say
how long they sat, or how they parted; I will only mention that after
David had risen to leave, they stood a long time busily talking. He
had said something about getting the house “gi’en a bit sort up,” but
Bell said:
“Dinna fash mickle wi’t, David; tradesfolk often tak’ a lang time when
they won in. When we get settled, we’ll dae a’ that far better after we
see what’s what.”
After this night Bell seldom spoke of “I’ll do this, or I think that,” but it
was, “We’ll put a’ richt—we’ll consider’t—we’ll manage ’t.”
She did not tell Mrs. Barrie directly of her engagement, but it could
not be hidden. Bell’s face was itself a tell-tale, and before the next
forenoon was over she was asking Mrs. Barrie’s advice on various
subjects far removed at once from her household concerns, and
from anything likely to require her consideration as a servant.
Early in the afternoon Bell asked Mrs. Barrie, with an
“THERE’S unusual timidity, almost a sheepishness of manner, if
A’ THE she would be so kind as to sell her “some o’ the
PLEASURE
S O’ THE black currants, noo that a’ the jam was made for the
HEART.” house?”
Mrs. Barrie took both Bell’s hands in hers, looked into her face with a
smile of intense delight, to the dumfounderment [confusion] of poor
Bell, who tried in vain to restrain her grins and blushes.
“Bell, Bell, as you yourself often say, ‘the cat’s out o’ the pock’—fairly
out now. Allow me first to give both hands a good shake and wish
you very much joy. I’m very, very glad for your sake, my good, kind
Bell. May all that’s good attend you and Mr. Tait. I will have a great
deal more to say to you afterwards, but I must run and tell Mr.
Barrie.”
“There’s somebody wi’ him in the study the noo, mem,” said Bell;
“an’ oh! if you please, dinna say much to me about this marrying
business the day. I’m baith like to laugh and to greet about it yet, an’
I canna find words to thank ye wi’, so excuse me.” Then, after a short
pause: “Will ye sell me the berries, mem?”
“Sell, Bell? Sell to you! sell you what’s more yours than mine! If I did
not know you well, I would be both vexed and angry at you, but it’s
like yourself, Bell. Please never ask me about any such things; take
them. I’ll help you all I can to get everything ready and purpose-like.
As to the black currants, you must allow me to give you the sugar,
and be sure and fill every empty jelly-pot in the house.”
“Ye’re ower kind, mem, far ower kind.”
“Bell,” said Mrs. Barrie, “don’t say that again, for that is what I can
never be. But there’s Mr. Barrie disengaged now, and I must bring
him in,”—which she did, and Bell and they got it over, not without
some signs of emotion that each tried to hide, but none were
ashamed to feel, for the bond of twenty years’ faithful service was to
them a cord not easily broken, and to Bell a retrospect of intense
satisfaction; for a vision of her life-history passed before her, which
may be summed up in the following lines:—
“An orphan was she, and they had been gude till her;
Sure that was the thing brocht the tear to her e’e.”
CHAPTER XII.
ANOTHER MARRIAGE AND HOME-COMING.
“Noo they’re crouse and canty baith,

Ha, ha, the wooing o’t.”
Burns.
T HE “Forms of Procedure” in the translation of a Scottish

Presbyterian minister are somewhat elaborate, and require a
good deal of time for their various requirements of intimating,
citing and hearing parties, sustaining and transmitting the call, and
summoning the congregation to appear to answer the reasons for
translation. When the call is presented, time is allowed for the
minister’s decision; even after this, there are other steps to be taken,
so that should the autumn season intervene, when presbytery
meetings are rarely held unless for cases of extreme urgency,
several months may elapse between the “call” and the “settlement.”
It was so in Mr. Barrie’s case; but in a small place like Blinkbonny,
little things, that would in large towns be “lost in the crowd,” are
found and founded on to an extent much beyond their intrinsic
importance. This must be my apology for stating that the regret at
the prospect of Mr. Barrie’s leaving was counterbalanced to a certain
extent by the announcement of Bell’s approaching marriage.
Under all ordinary circumstances Bell would have been and was a
“fixture,”—so much so that for years past she had been universally
called Bell Barrie, and the idea that she ever would be married was
unborn. Hitherto the Edinburgh call had been looked at entirely in its
public aspect as affecting the Free church of Blinkbonny, and little
thought had been expended on the private view of the matter. It was
taken for granted that the family would remove to Edinburgh; and
Bell had so long been a part of it, as much so, in fact, as either Mr. or
Mrs. Barrie, that although she was indirectly included in the feeling of
general regret, she did not form a distinct element in the case.
When, therefore, it became known that she was to be
married to David Tait of Blackbrae, I may say without “GIN A
exaggeration that the news was received with heartfelt BODY
delight. All who had come much into contact with Bell GREET A
esteemed her highly, and those who knew her best BODY.”
liked her most. Her unwearied industry, her sterling worth, her kindly
charity, her humility and strong common sense, had been quietly
appreciated. Indeed, she was so unostentatious and natural, and her
good qualities were so universally known, that they were seldom
commented on.
Bell was surprised, and not a little annoyed, at the number of folks
who came to congratulate her on her approaching marriage; it would
have pleased her much better had nothing been said about it.
“The place is like a gaun fair,” said she to David, “mornin’, noon, an’
nicht. I canna get on wi’ my wark for folk comin’ wishin’ me this an’
that. Nae doubt a body likes to be likit, but no aye to be tell’d it. Mr.
Taylor said the best thing, an’ he bade nae time; a’ he said was, ‘Gi’e
me a shake o’ your hand, Bell; I’m a wee feared ye’ll no’ escape the
woe.’
“‘The woe!’ said I; ‘Mr. Taylor, what woe? that’s a queer kind o’
backin’ to gi’e tae a gude wish.’
“‘Bell,’ said he, ‘the Bible says, “Woe unto you when all men shall
speak well of you,” an’ that’s what a’body’s sayin’ o’ you the noo.’
“‘I’m maybe no’ as grateful as I should be,’ says I ‘but I wish they
wadna speak about me at a’, for if they kent me as weel as I ken
mysel’, they wadna speak as they dae; as gude auld George Brown
used to say, “The best o’ men were but men at the best,” an’
women’s just sic-like. I’ve been but an unprofitable servant baith to
God an’ man, although I think I may say that I’ve tried to do my best.’
“Says he, ‘that’s the richt way to tak’ thae things, Bell. Haud on;
naebody ever stack in the world but Lot’s wife, an’ she wad a gotten
through fine, if she had held forrit as she was well tell’t, an’ no lookit
back. There’s nothing like makin’ the shortcomin’s o’ the past
warnin’s, an’ the mercies o’ the past encouragements.’”
“But, Bell,” said David, “wha d’ye think wished me weel in this
matter? Ye’ll never guess—there’s mony mair forbye him, but nae
less than Sir John McLelland came ane’s errant to the hoose, an’ he
did gi’e you a flamin’ character. Ae thing he said was, ‘Scotland’s a
grand place to dee in, for a’body speaks weel o’ the deid; but it’s the
warst place to get marrit in, for if there’s a hair to clash about, they’ll
make a tether o’t,’—at least that was his meanin’, if no’ the vera
words,—an’ he said he wad defy mortal to say anything but gude o’
you.”
“It’s because he disna ken ony better; but I’m obleeged till him,” said
Bell; “may we baith he respeckit by richt thinkin’ kind o’ folk; we
maun try tae deserve it.”
David continued: “Sir John tell’d me no’ an ill story
“MEASUR about himsel’. No lang after he was marrit, he took
E FOR his leddy to see auld Ailsie Ferguson, his henwife.
MEASURE. Ailsie beckit [curtsied] an’ bowed to the leddy, an’
”
wished her a’ that was gude; then she turned to Sir
John an’ wished him the same, sayin’ that she was blythe to serve
such a beautifu’, handsome leddy, only she wad a likit if she had
been bigger.”
“‘Bigger!’ said Sir John; ‘why do you wish that, Ailsie? It seems rather
a singular sort of compliment.’
“‘Oh, Sir John,’ said Ailsie, ‘they say that you got her wecht [weight]
in gold wi’ her, and of course the bigger she was the mair ye wad
hae gotten.’”
“Very good for Ailsie,” said Bell, “very good. Her an’ me was weel
acquaint.”
A movement was set afoot to give Bell a present, and subscriptions
were readily got from all classes, irrespective of church or other
distinctive connection. There was more difficulty in determining how
to expend the money than there had been in collecting it. Betty
Kellock’s was perhaps the best proposal.
“Gi’e Bell the hard siller; she’ll gar’t gang farther, and ware it better
than ony o’ us.”
There were so many and so various proposals, that ultimately Mrs.
Barrie had to be consulted, and she quietly sounded Bell, who would
only speak on the subject after she learned that she could not get
out of it, and the result was that a “Paisley shawl” (I think it was also
called a Paisley plaid, a “harness” plaid) and a china tea-set were
procured.
A meeting of lady subscribers was held in the manse dining-room.
As Dr. Stevenson insisted on being admitted, he made the
presentation, in what was reported to me as “a real neat wee
speech.” Bell’s reply was declared by those present to have been
“beautiful”; even Miss Park said it was very becoming and most
creditable for a person in Bell’s position. The only fragment of it that I
could pick up was that “she would not presume to invite ladies in
their station to her plain hoose, but if any o’ them would be kind
enough to come, she wad hansel the teapot wi’ a’ her heart.” Dr.
Stevenson said, “Remember, Bell, you’ll need to give me a cinder in
my last cup.”
Bell did not know that the Doctor referred to a little whisky when he
said this. She look puzzled, hospitably puzzled, and said, “A cinder,
Doctor! a cinder in your hinmost cup? The coals are unco assy [very
ashy] hereabouts, an’ it micht break the cup; but when a’ ither folks
are served, I could drop ane into the teapot if that would please ye.”
“I’ll drop it in myself, Bell, if you’ll either give me the key of the
cupboard, or put the bottle on the table,” said the Doctor. “The cinder
I mean will not burn a cork; it’s ‘barley tea’ or ‘barley bree.’”
Mrs. Barrie gave Bell as her personal present a brooch
of large dimensions, which contained locks of the hair “THE
of all the family;—wee Nellie’s was in the middle. TONES OF
There was engraved on the back of the brooch: “From THE
Mrs. Barrie to Isabella Cameron—July 1851. ‘The Lord HEART.”
deal kindly with you, as ye have dealt with the dead and with me,’
Ruth i. 8.”
Bell was neither romantic, nor sentimental, nor demonstrative, but
when she read the inscription, she kissed the brooch again and
again and again, and for several nights after she got it, she often
took it from under her pillow, and pressed it to her lips and to her
heart.
Mr. Barrie’s present was a Bible in two volumes, and he was
bewildered by the number of texts he would like to write on each.
“My dear,” said he to Mrs. Barrie, “I have spent some hours in
considering what to write on Bell’s Bible, and have not yet decided,
so many texts seem suitable. In the first place, I would like to write
the last twenty-one verses of the Book of Proverbs. I have just been
reading these, and it seemed to me as if the writer had Bell in his
thoughts when he wrote them. It resembles one of those new-
fashioned pictures that are taken by the sun now-a-days, called
‘daguerreotypes,’[28] invented by a Frenchman called Daguerre.
Could anything more accurately descriptive of even plain homely Bell
be imagined than ‘The heart of her husband doth safely trust in
her,’—‘do him good and not evil all the days of his life,’—‘worketh
willingly with her hands,’—‘considereth a field and buyeth
it,’—‘reacheth forth her hand to the needy,’—‘in her tongue is the law
of kindness,’—‘looketh well to the ways of her household,’—‘eateth
not the bread of idleness,’ and so on, my dear,” added he, laying his
hand on the Bible. “That is an old Book,—the old Book,—but its
references to human life—the lower as well as the higher life—are as
applicable to the life of to-day as they were to that of two thousand
years ago. The reading of these verses in the circumstances, and
with the object I had in view, has delighted me; I think I never felt so
irresistibly convinced that they were written by Him who knew what
was in man, and what would suit mankind for all time.”
[28] The original process of photography, in which the

picture was taken on a silvered plate. The daguerreotypes
required to be held in a certain way to prevent the bright
silverized plate from shining so as to confuse the eye, and
they could not be used as negatives to take other
impressions from, as photographs now are.
Mr. Barrie also showed her a long list of other texts: “A
succourer of many, and of myself also,”—“who “FAR
bestowed much labour on us,”—“in labours more ABOVE
abundant, in weariness and painfulness, in watchings RUBIES.”
often,” etc. He almost grudged Mrs. Barrie her
quotation from Ruth, but he took part of the 12th verse of the second
chapter, as also the blessing of the tribes in Numbers vi. 24–26: “The
Lord bless thee, and keep thee: the Lord make His face shine upon
thee, and be gracious unto thee: the Lord lift up His countenance
upon thee, and give thee peace,” and a few other passages, until the
front fly-leaf of both volumes was fairly covered.
Bell was immensely delighted with this gift, and the volumes
occupied in the “room” at Blackbrae the place of honour on the small
back table.
The very important question of the marriage gown—Bell never got
the length of a dress—was confined to the matters of colour and
fabric, as the shape was to be her “invariable.” The dressmaker
asked her if she would like it to be low-bodied, for bare necks and
bare arms were in vogue for dress occasions at that time.
“What d’ye mean by low-bodied?” said Bell. “D’ye mean lang tails
that ye hae to hand up for fear o’ their trailing amang the mud? That
I’ll never wear; mak’ it just like this every way.” This only reached to
the ankles, and was, as all her “kirk-claes” were, of douce black.
“Oh,” said the dressmaker, “I meant, would you like a bare neck and
sleeves? These are the fashion for dress occasions at present.”
Bell looked indignantly at her, and said: “Hoo dare you speak o’ sic
heathenish fal-de-rals to me? Bare necks and sleeves! I think I see
mysel’!” But she was quieted by the dressmaker’s gentle reply, that
she was merely inquiring, not proposing such a thing; for she had an
elderly lady to fit yesterday who would have a “low-bodied.”
“There’s nae fules like auld fules, they say. Black’s no’ lucky to get
married in, so I’ve ta’en a red merino, an’ mak’ it as ye’ve aye done
my goons. An’ be sure an’ send me the bits that’s ower—they micht
come usefu’; an’ as I’ll no’ aye hae somebody to ‘hook my back’
where I’m gaun, pit gude big hooks an’ gude wide eyes on’t.”
Dresses in those days were fastened by hooks and eyes at the back,
and many a firm “yerk” it took to make them meet when done by the
wearer alone. The words may seem strange to younger readers, but
older householders will well remember the familiar sound of “Hook
my back.”
Bell wished to postpone the marriage until the flitting to
Edinburgh was over, but Mrs. Barrie would not hear of “THEY’LL
this; so the earliest possible day was fixed, Bell having HELP TO
determined to get Blackbrae all right, and thereafter to GAR THE
BOATIE
see Mrs. Barrie settled in Edinburgh. ROW.”
Bell found a “best-maid” in Mary Barrie, who was now
a handsome young lady of eighteen. Besides having had a good
education, she had the not less important advantage of a thorough
training in household work from her mother and Bell. She was a
sweet-tempered, charming girl, and entered into the preparations for
Bell’s marriage with great spirit,—so much so that she became Bell’s
adviser or rather confidant, and put her head, her hands, and her
heart into the work.
Mr. Tait, the schoolmaster, whose examination occupied part of an
earlier chapter, was “best-man.”
James Barrie, now a promising young student, heard Mary
wondering who would give away the bride, and he expressed to Mrs.
Barrie his desire to do so; but his mother thought he was rather
young, and had intended to ask Mr. Taylor, when another applicant
for the honour appeared.
Mr. Tait, the schoolmaster, was calling on Mr. Walker on parish
business, and, as his uncle David of Blackbrae had told him of his
intended marriage, and “trysted” him for “best-man” the day after Bell
and he had “made it up,” he was the first to give Mr. Walker the
news.
I have omitted till now to tell that Mr. Walker was a capital player on
the violin; his general instrument, indeed, was the violoncello, “the

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Practical Approach 1st Edition Umesh

Business Analytics James R. Evans

Qualitative Research Using R A Systematic Approach

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Data Analytics for Business AI-ML-PBI-SQL-R Wolfgang

Using R for Trade Policy Analysis R Codes for the

Just Enough R An Interactive Approach to Machine

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Practical Multilevel Modeling Using R (Advanced

Dr. Umesh R. Hodeghatta

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About the Authors���������������������������������������������������������������������������� xv

About the Authors���������������������������������������������������������������������������� xv

1.4 Applications of Business Analytics������������������������������������������������� 8

1.5 Skills Required for a Business Analyst����������������������������������������� 10

1.5.4 Understanding Data Structures and Data Storage/Warehousing

1.6 Life Cycle of a Business Analytics Project������������������������������������ 11

2.4 R Object Types������������������������������������������������������������������������������ 27

3.2 Using Control Structures in R������������������������������������������������������� 45

3.3 Working with R Packages and Libraries��������������������������������������� 56

4.5 Computations on data frames������������������������������������������������������ 79

5.4 Preprocessing the Data���������������������������������������������������������������� 97

5.5 Exploring and Visualizing the Data��������������������������������������������� 104

5.6 Using Modeling Techniques and Algorithms������������������������������ 118

5.7 Evaluating the Model������������������������������������������������������������������ 122

5.8 Presenting a Management Report and Review�������������������������� 128

6.4 Other Classifier Types����������������������������������������������������������������� 150

6.5 Classification Example Using R�������������������������������������������������� 153

7.3 Hierarchical Clustering��������������������������������������������������������������� 168

7.4 Nonhierarchical Clustering��������������������������������������������������������� 169

7.5 Clustering Case Study���������������������������������������������������������������� 172

7.6 Association Rule������������������������������������������������������������������������� 182

8.3 Hypothesis Testing��������������������������������������������������������������������� 192

8.5 Chapter Summary���������������������������������������������������������������������� 204

9.2 Using an Alternative Method in R����������������������������������������������� 224

10.2 Training and Testing the Model ����������������������������������������������� 243

10.3 Multinomial Logistic Regression���������������������������������������������� 248

11.2.14 In-Memory Analytics���������������������������������������������������������������������������� 264

Umesha Nayak is a director and principal consultant

Jojo Moolayil is a data scientist and author of Smarter Decisions—The Intersection of

© Dr. Umesh R. Hodeghatta and Umesha Nayak 2017 1

1.1 Objectives of This Book

• This book covers both R programming and analytics using

This book provides the following:

• Business analytics is the application of data analytics to business.

1.3 Drivers for Business Analytics

• The need for business survival and growth techniques in our

1.3.1 Growth of Computer Packages and Applications

1.3.2 Feasibility to Consolidate Data from Various Sources

1.3.3 Growth of Infinite Storage and Computing

1.3.4 Easy-to-Use Programming Tools and Platforms

1.3.5 Survival and Growth in the Highly Competitive World

1.3.6 Business Complexity Growing out of Globalization

1.4 Applications of Business Analytics

1.4.1 Marketing and Sales

1.4.5 Customer Service and Support Areas

1.5 Skills Required for a Business Analyst

• The business and problems of the business

1.5.1 Understanding the Business and Business

1.5.2 Understanding Data Analysis Techniques and

1.5.3 Having Good Computer Programming Knowledge

1.5.4 Understanding Data Structures and Data Storage/

About the Authors�� xv

About the Authors�� xv

1.4 Applications of Business Analytics�� 8

1.5 Skills Required for a Business Analyst�� 10

1.5.4 Understanding Data Structures and Data Storage/Warehousing

1.6 Life Cycle of a Business Analytics Project�� 11

2.4 R Object Types�� 27

3.2 Using Control Structures in R�� 45

3.3 Working with R Packages and Libraries�� 56

4.5 Computations on data frames�� 79

5.4 Preprocessing the Data�� 97

5.5 Exploring and Visualizing the Data�� 104

5.6 Using Modeling Techniques and Algorithms�� 118

5.7 Evaluating the Model�� 122

5.8 Presenting a Management Report and Review�� 128

6.4 Other Classifier Types�� 150

6.5 Classification Example Using R�� 153

7.3 Hierarchical Clustering�� 168

7.4 Nonhierarchical Clustering�� 169

7.5 Clustering Case Study�� 172

7.6 Association Rule�� 182

8.3 Hypothesis Testing�� 192

8.5 Chapter Summary�� 204

9.2 Using an Alternative Method in R�� 224

10.2 Training and Testing the Model �� 243

10.3 Multinomial Logistic Regression�� 248

11.2.14 In-Memory Analytics�� 264

1.1 Objectives of This Book

1.3 Drivers for Business Analytics

1.3.1 Growth of Computer Packages and Applications

1.3.2 Feasibility to Consolidate Data from Various Sources

1.3.3 Growth of Infinite Storage and Computing

1.3.4 Easy-to-Use Programming Tools and Platforms

1.3.5 Survival and Growth in the Highly Competitive World

1.3.6 Business Complexity Growing out of Globalization

1.4 Applications of Business Analytics

1.4.1 Marketing and Sales

1.4.5 Customer Service and Support Areas

1.5 Skills Required for a Business Analyst

1.5.1 Understanding the Business and Business

1.5.2 Understanding Data Analysis Techniques and

1.5.3 Having Good Computer Programming Knowledge

1.5.4 Understanding Data Structures and Data Storage/

1.5.5 Knowing Relevant Statistical and Mathematical

1.6 Life Cycle of a Business Analytics Project