Databases Reference
In-Depth Information
an ROI suἀ cient to convince the keepers of funds that the Market Basket
Analysis effort should continue. To that end, Market Basket Analysis must
provide actionable information. So, rather than simply find five objects
that coincidentally happen to occur simultaneously more frequently than
other collections of five objects, Market Basket Analysis is organized by
two classes of objects—Driver Objects and Correlation Objects.
In its best application, Market Basket Analysis can identify those actions
by the enterprise that will have a strong probability of achieving a desired
response. For example:
• If you desire that a cat be chased, release a dog from the leash.
• If you desire that an object fall to the ground, drop a hammer.
• If you desire that an object loat in the air, release a helium balloon.
Once you know the patterns of your business environment, you know
your options and their probability of achieving the desired response. The
Correlation Object is the answer to the question “What is the response to
the Driver Object?”
• How do customers respond to a product ofering?
• How do customers respond to a price?
• How do customers respond to a service ofering?
• How do employees respond to a compensation package?
• How do employees respond to a management method?
• How much re-work occurs when an assembly line moves faster
or slower?
• What clothes sell best in the winter?
• Where would Tampa Bay Buccaneers gear sell well?
The Correlation Object is that part of the pattern that is beyond the con-
trol of the enterprise.
Market Basket Analysis discovers patterns. The logic of those patterns,
shown in Figure 2.1, isolates the actions of the enterprise, the response to
those actions, and the probability of that response occurring.
If the enterprise desires a sp ecific response (e.g., increased sales,
increased productivity, increased product quality), the logic of Market
Basket Analysis identifies the actions that lead to that response and the
probability that response will occur. The enterprise can use that informa-
tion to consider its options. For all available actions, what are the probable
