Presentation made by R. Scott Evans at the 2009 TA Summit - contains slide notes

1. Harris Interactive Text Analytics
Click to edit Master title style
Strategic Insight and
Text Analytics

2. Harris Interactive History
• Harris Poll – longest running US proprietary
poll (since 1963)
• Leading pioneer for online panels and online
surveys in 1990s
• 2005 – ranked 13th largest market research
firm worldwide (ESOMAR)
2

3. Qualitative and Quantitative Streams
actionable
prescription
needs rich detail
projectable
generalizations
require methodical
validation
and significance
testing.
3

4. Why Text Analytics is becoming Critical
• Provides a much needed validation of quantitative analysis; and can
be used to help understand what respondents mean when they
provide a scaled response
• Offers a more contextualized analysis where emerging themes are
less driven by a priori research categories and concepts
• Classification can be more sophisticated and a less taxing method of
building consistent thematic structures
• Catalogued text which can be easily organized in hierarchies and
interlocking relationships, which more accurately reflect how
respondents organize their conceptual world
• Sentiment which can be associated with thematically organized data
and provide insight into dispositions that influence stated or
observed behavior
4

5. Scalability and Replication
• Text analytics software offers lower costs for
handling large volumes of content rich data
• Natural language processing, and domain
specific training sets give reliable replication
and updating of analysis
• Iterative testing of thematic structures ensures
systematic validation of themes and their
analytical relevance.
5

6. Text Analytics Output
• Classification:
– Thematic Structure
– Links to detailed comments
• Volume:
– Count for Documents, Sentences and Authors
• Sentiment:
– Positive and Negative Content
6

7. Case Study
B2B Survey with Top Global Accounts
7

8. Context
• Data Source
– ~5,000 B2B interviews annually (multiple interviews per account)
– ~120 structured questions & ~5 open comments per interview
• Prior analysis:
– Main exploration and analysis dependent on structured variables
– Statistical approach limited to simple correlations and
comparison of average scores
– Use comments as anecdotes to support a priori hypotheses
about account issues
8

9. Key Issues
• Structured variables not providing actionable
insights
• Unstructured comments too difficult to theme
effectively
9

10. Issues with Structured Variables: Coefficient Graph
0.8
Comparing Multivariate and Bivariate Analysis of Drivers of Loyalty
0.7
0.6
0.5
0.4
Coefficients for 2008
0.3
ZeroOrder CORR
CATREG Optimal Scale
0.2
CR Scaled Zero Order Corr
0.1
0
-0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8
-0.1
-0.2
-0.3
Coefficients for 2007
10

11. Issue of Thematic Complexity
• No consistent story emerged in original analysis, despite having fewer
themes
• Comments were presented anecdotally and loosely mapped to a priori
groups of structured questions
From Original Harris
Reports Classification
Number of themes identified 44 65
Number of insignificant
or redundant themes 16 0
Number of unique themes 28 65
11

12. Overcoming Classification Redundancy
Text Analytics Child Categories Section 1 (original report) Section 2 (original report) Section 3 (original report) Section 4 (original report)
Account Mgmt - Communication
Account Mgmt - Knowledge & Expertis e A/ BR: Account Teams Viewed As Trus ted Advis ors Adding Strategic Value AM: Acct Mgr Adds Strategic Value
Account Mgmt - Local
Account Mgmt - Res pons ivenes s
Account Mgmt - Quality
Account Mgmt - Support RV: Empower Acct Mgr / Acct Team Support
Account Mgmt - Problem Res olution
Cons ulting Srvc - Value
Cons ulting Srvc - Offerings
Cons ulting Srvc - Knowledge & Expertis e
Contracts - Pos t-Sale
Contracts - Commitment
Contracts- Quality
Contracts - Value
Fulfillment - Commitment
Fulfillment - Speed
H ardware - Computers / Laptops
H ardware - Improvements
H ardware - Innovation
H ardware - Printers
H ardware - Quality & Reliability PQR: H ardware Quality / Reliability
H ardware - Server
H ardware - Value
H ardware - OS
H ardware - Virtualiz ation
Relations hip Value - Executive Engagement RV: Add Value / More Executive Engagement ABR: Effective Executive Engagement
Relations hip Value - Local
Text
Relations hip Value - Partnering
Relations hip Value - Communicate
Relations hip Value - Long-term View
Service & Technical Support - Flexibility & Res pons ivenes s S&S: Efficiency & Acces s ibility S&S: Prompt
Analytics Service & Technical Support - Quality
Service & Technical Support - Proactive
Service & Technical Support - Local
Service & Technical Support - Price
Matching Unique and Redundant
Software - Capabilities
Child Software - Quality & Reliability
Software - Improvements
Software - Value
Solutions - Quality & Reliability
Themes from Original Analysis
PQR: Software Quality / Solutions
Themes
Solutions - Value
Solutions - Comprehens ive
Solutions - Innovation
Solutions - Adaptive
Solutions - Price
G en - Pricing Improve TCO / Reduce Prices H elping Manage TCO
G en - Value PCV: Solutions Offer Compelling ROI PCV: Services Deliver Meas urable Value
Integrated Solutions - H ardware
Integrated Solutions - Software
Integrated Solutions - H ardware & Software
Integrated Solutions - G eneral IS: Integrated Solutions Reliability IS: Deliver Promis ed Benefits IS: More Integrated Solutions IS: Seamles s Integration of Solutions
Eas e of Doing Bus ines s - Fewer Silos / Less Bureaucracy EODB: Fewer Silos / Les s Bureaucracy EODB: Act Cohes ively EODB: G lobal Cons is tency
Eas e of Doing Bus ines s - Owners hip / Follow-through EODB: Owners hip / Follow-through RV: Proactively Propos e Solutions
Eas e of Doing Bus ines s - Flexibility & Res pons ivenes s EODB: Flexibility and Res pons ivenes s
Eas e of Doing Bus ines s - Simplify Proces s es (Pricing, Quoting, Ordering,
EODB: Simplify Proces s es (Pricing, Quoting, Ordering, Invoicing) EODB: T&Cs ; Quote TAT; Invoice Clarity EODB: Contract Proces s
Invoicing, Contracts , Terms )
U nders tanding Bus ines s N eeds U BN : Bus ines s U nders tanding U BN : Ability to U nders tand Critical Succes s Factors / Priorities
Cus tomer Communications & Education - Provide Roadmaps Communications : Roadmaps Enable Planning
Cus tomer Communications & Education - Provide Training, Seminars ,
Education
Cus tomer Communications & Education - G eneral Communications : Effective Communications
Depth & Breadth of Technology Portfolio TPK: Breadth & Depth of Technology Portfolio
Technology Experience & Expertis e TPK: Knowledge, Expertis e & Experience
Brand, Pres ence & Credibility TPP: Brand, Pres ence and Credibility
G lobal Coverage - Account Mgmt
G lobal Coverage - Solutions G C: Addres s G lobal Needs G C: G lobal Capabilities
G lobal Coverage - Support & Technical Service
12

13. Analysis Plan to Address Issues
Big Picture
Use Heat Maps
Identify Leading Themes
Linkages between Themes Co-occurrence
Narrative Structure of
Themes
CHAID
Statistical Validation
13

14. Step One: Effective Classification
Creating a thematic structure from case study data is first step
14

15. Key to Success: Detailed Classification
Classification
Tree Case Study Example
Understand
Ease of Breadth of Experience
Integrated Specific Brand
Doing Technology and
Solutions Business Credibility
Business Portfolio Expertise
Needs
See Training Set Example
15

16. Rules for Training Sets: Integrated Solutions - Breakdown
16

17. Rules for Training Sets: Ease of Doing Business - Breakdown
17

18. Step Two: Heat Maps on Volume and Sentiment
Building a Market Story from a Thematic Structure
18

19. Why Heat Maps?
Current
• Heat maps provide a simple method of
Hi
identifying actions that are directly related
Sentiment
to the thematic structure of customer
Med
discourse.
• Text analytics provides a method of
Low
measuring both the current state of
Low Med Hi
sentiment and volume of mentions.
Emerging Volume
• The thematic integrity of the classification
Hi
scheme permits year over year analysis
of changes in sentiment and volume.
Sentiment
Med
• Combining Current (e.g., 2008) and
Emerging (i.e., year over year changes)
Low
patterns suggests ways to address
marketing, brand and product positioning. Low Med Hi
Volume
Note: Year over year change
19

20. How to interpret current state Heat Maps
 
Brand/Position
Hi
Latent Core Attractors
Leverage – continue to
Sentiment
Themes: Med build to maintain
requires top market position
of mind
uplift
 
Low
Brand Volume
Low Med Hi Brand/Position
Appendages: Detractors –
Requires top of need to address
mind and negative spin
sentiment uplift
20

21. Heat Map Criteria
Allocation of Themes Box Names
S>.85
S>.85 S>.85
Hi
Hi
V<.15
V ~.15-
V>.85 1 2 3
.85
Sentiment
Sentiment
S~.15-
S~ .15- S~.15-
Med
Med
.85
.85
V ~.15-
.85 4 5 6
V<.15 V>.85
.85
S<.15
Low
Low
S<.15 S<.15
V<.15
V ~.15-
V>.85 7 8 9
.85
Low Med Hi Low Med Hi
Volume Volume
Criteria for theme assignment uses 15th and 85th percentiles as parameters.
21

22. Interpretation: Emerging Problems
Emerging Problems
• Emerging Pattern E Example
– Sentiment (Low) means large downward
change in average
Hi
– Volume (Hi) means large increase in number
of mentions
Sentiment
• Current State C C
Med
– Sentiment (Med) means mix of positive and
negative dispositions
– Volume (Med) average number of mentions
Low
• Interpretation
E
– What are currently moderate issues may
become critical issues by next year if trend Low Med Hi
continues Volume
– There is a frequent top of mind mention that
requires remedial action not messaging
22

23. Interpretation: New Positioning
Develop New Positioning
• Emerging Pattern E Example
– Sentiment (Hi) means large upward
change in average
Hi
– Volume (Hi) means large
C E
1
increase in number of mentions
Sentiment
• Current State C
Med
– Sentiment (Med-Hi) means mix of positive 5 C 6
and negative dispositions
– Volume (Med-Hi) above average number
Low
of mentions
• Interpretation
– Upward trends in cells 1,5 & 6 mean new Low Med Hi
positive themes are emerging that tactical Volume
messaging can reinforce and connect to
current brand anchors
23

24. Interpretation: Diminishing Relevance
Diminishing Relevance
• Emerging Pattern E Example
– Sentiment (Lo) means large downward
change in average
Hi
– Volume (Lo) means large decrease in C
number of mentions 1
Sentiment
• Current State C
Med
– Sentiment (Hi) highly positive dispositions
– Volume (Med) average number of mentions 4 5 6
• Interpretation
Low
– Downward trend in both average sentiment and
number of mentions, which means that while the
E
positive disposition is eroding, the relevance of
the theme may become less significant over time Low Med Hi
– Shoring up this characteristic may have a low
ROI, look for positive changes in themes from Volume
1,4,5 & 6.
24

25. Heat Maps
Case Study Story
25

26. Total Market: Hyperlink Heat Map
Current State 2008 Big Picture
• Safe and reliable but stodgy
and not effectively improving
Hi
1 2 3
products and services
• Has effective account
Sentiment
management which represents
Med
4 5 6
value but can be seen as
maintaining the status quo
• Strategic partnering is
Low
7 8 9
hampered by a service
orientation that does not
Low Med Hi effectively communicate an
Volume improvement-consultative
model
26

27. Current Overall Client Experience
Strengths Threats
• Brand – broad portfolio & • Weak value proposition
consistent credibility – Software, Consulting &
• Strong account management Contracts
– Responsive, brings value & • Failure to improve through
expertise innovation and product evolution
• Delivering quality and reliability – Lagging developments in
– Hardware and software software and hardware
– Solutions – Weak business follow-through
– Service and Technical Support – Problems communicating
visionary roadmaps and
functionality
27

28. Understanding Interleafing Strengths
Quality and Reliability Account Management
• Co-occurrence Analysis • Co-occurrence Analysis
– Quality for solutions, support, SW – Account responsiveness is a
and HW are integrally linked function of communication and
– Product quality is reinforced by problem resolution
strong account management – Account management quality is
– Product quality has concrete tied to support and
underpinnings e.g., HW quality responsiveness
shows links to OS issues, which in – Account capabilities has
turn are tied to servers and connections to local account
emerging virtualization issues support and service support
28

29. Buffered by Account Management
Current State 2008 Account Mgt Themes
Responsiveness
Hi
1 2 3
Quality
Knowledge & Expertise
Sentiment
Med
Local Relationship Value
4 5 6
Support
Communication
Low
7 8 9
Local
Problem Resolution
Low Med Hi
Volume
29

30. Understanding Interleafing Threats
Building a Sense of Value Ongoing Improvement
• Co-occurrences • Co-occurrences
– Value disassociated from quality – Disconnect between innovation
and reliability and improvement in SW
– More narrowly focused or linked to – Co-occurrence with integrated
specific products and services solutions and SW capabilities is
– HW value co-occurs with SW not improving view of of SW
value suggesting mutual improvement
reinforcement – Both improvement and innovation
– HW value aligns with discussion of dimensions are poorly positioned
servers and HW improvements – HW improvement is linked to a a
– Positive server position does not highly commoditized technology
offset poor position of HW (i.e., printers) limiting uplift
improvement, which undermines
HW value
30

31. Stunted Improvement/Innovation Issues
Current State 2008
HW Innovation
Hi
1 2 3
Solution Innovation
Sentiment
Med
SW Improvement
4 5 6
HW Improvement
Low
7 8 9
Low Med Hi
Volume
31

32. Structured Data: Repurchase
Likelihood to repurchase – scaled response
32

33. Repurchase: Top box and Bottom Box
 New Insights
• High volume positive themes of top box clients  Similar to general market
– Very positive reaction to account management:
responsiveness, support, quality, expertise
– Very positive perceptions of quality and reliability
• High volume negative themes of bottom box clients
– Lack simplified processes and follow-through (EOB)
– Reactive service model Very different pain points
– Lack executive engagement and consultative value
– Fail to emphasize improvement
 Very different pain points
33

34. Hyperlink Heat Map: Repurchase Top Box
Current State 2008
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
34

35. Hyperlink Heat Map: Repurchase Bottom Box
Current State 2008
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
35

36. Identifying Emerging Trends
Year over year changes in volume and sentiment
36

37. Themes with Positive Uplift in Volume and Sentiment
• Large increases in volume and positive sentiment
– Brand presence and global solutions
– SW quality
– HW virtualization
• Large increases in volume, but large decreases in positive sentiment
– Integrated Solutions - Software
– Ease of Doing Business - Simplify Processes (Pricing, Quoting,
Ordering, Invoicing, Contracts, Terms)
Increasingly
Positive
Increasing
Chatter
Increasingly
Negative
37

38. Hyperlink Heat Map: Total Market Year Over Year Changes
Emerging Trends
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
38

39. Linking Current and Emerging Patterns
39

40. Enhancement and Positioning Opportunities
Integrated Solutions – HW
S&T Support - Proactive Trend Diagnostics
HW - Virtualization
Hi
Acct Mgt - Local 1 2 3
Sentiment
• Local account management
Med
has latent potential on small 4
A 5
H&V 6
scale
• Positive development for core
Low
strength in S&T support 7 8 9
• Look to key market drivers
like virtualization to Low Med Hi
strengthen HW and reinforce
positive shifts in integrated Volume
solutions
40

41. Immediate Remedial Action Required
HW –Innovation (1)
HW – Improvements (2) Trend Diagnostics
Integrated Solutions – SW (1)
SW – Improvement (2)
Hi
1 2 3
EDB – Simplify Processes
Sentiment
E
Med
• SW (improvement) is not 4 5 6
showing signs of emerging H1 H2
from the red zone
• EDB (simplify) and Integrated
Low
Solutions (SW) show potential 7 S2 8 1
S 9
entrenchment in the red zone
• HW (innovation and Low Med Hi
improvement) see erosion in Volume
their moderate, trending to
red zone
41

42. Heat Maps: 2008 Account Type
Few Clients AND Many Clients
42

43. Hyperlink Heat Map: 2008 Account Type:
Linking Themes to Structured Variables
One to Few
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
43

44. Hyperlink Heat Map: 2008 Account Type:
Linking Themes to Structured Variables
One to Many
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
44

45. Heat Maps for Relationship
Strategic Partner – Solutions Provider – Transactional
45

46. Hyperlink Heat Map for Relationship 2008:
Linking Themes to Structured Variables
Strategic Partner
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
46

47. Hyperlink Heat Map for Relationship 2008:
Linking Themes to Structured Variables
Solution Provider
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
47

48. Hyperlink Heat Map for Relationship 2008:
Linking Themes to Structured Variables
Transactional
Hi 2 3
Sentiment
Med
Low
8 9
Low Med Hi
Volume
48

49. Predictive Trees
Statistical validation of core product and service thematic
relationships to sentiment for total market
49

50. CHAID Tree for Sentiment
1- Low (4377) 22.8%
2 - Mid (5142) 26.8%
3 - High (9651) 50.3%
Total 19170
CATG15 - 15 Software
P=0.000000
CHI=187.835417; DF=2
SW
0 1
1- Low (4121) 22.1% 1- Low (256) 46.5%
2 - Mid (5014) 26.9% 2 - Mid (128) 23.3%
3 - High (9485) 50.9% 3 - High (166) 30.2%
Total 18620 97.1% Total 550 2.9%
CATG10 - 10 Hardware CATEGORY -
P=0.000476 P=0.000000
CHI=19.905137; DF=2 CHI=166.054857; DF=6
HW
0(16524) 1(2096) Software / Software - Capabilities(117) Software / Software - Improvements(145) Software / Software - Quality & Reliability(117) Software / Software - Value(171)
1- Low (3636) 22.0% 1- Low (485) 23.1% 1- Low (34) 29.1% 1- Low (119) 82.1% 1- Low (17) 14.5% 1- Low (86) 50.3%
2 - Mid (4379) 26.5% 2 - Mid (635) 30.3% 2 - Mid (43) 36.8% 2 - Mid (15) 10.3% 2 - Mid (25) 21.4% 2 - Mid (45) 26.3%
3 - High (8509) 51.5% 3 - High (976) 46.6% 3 - High (40) 34.2% 3 - High (11) 7.6% 3 - High (75) 64.1% 3 - High (40) 23.4%
Total 16524 86.2% Total 2096 10.9% Total 117 0.6% Total 145 0.8% Total 117 0.6% Total 171 0.9%
CATG16 - 16 Solutions CATEGORY -
P=0.000000 P=0.000000
CHI=238.887402; DF=2 CHI=608.919718; DF=6
0(13296) 1(3228) Hardware / Hardware - Computers/ Laptops(216) Hardware / Hardware - Improvements(249) Hardware / Hardware - Innovation(30) Hardware / Hardware - Quality & Reliability(518)
Solution
Hardware / Hardware - OS(27) Hardware / Hardware - Value(333)
1- Low (3029) 22.8% 1- Low (607) 18.8% Hardware / Hardware - Virtualization(94) 1- Low (188) 75.5% Hardware / Hardware - Printers(70) 1- Low (43) 8.3%
2 - Mid (3801) 28.6% 2 - Mid (578) 17.9% 2 - Mid (37) 14.9% Hardware / Hardware - Server(559) 2 - Mid (91) 17.6%
3 - High (6466) 48.6% 3 - High (2043) 63.3% 1- Low (74) 22.0% 3 - High (24) 9.6% 3 - High (384) 74.1%
Total 13296 69.4% Total 3228 16.8% 2 - Mid (153) 45.4% Total 249 1.3% 1- Low (180) 18.1% Total 518 2.7%
3 - High (110) 32.6% 2 - Mid (354) 35.7%
CATG6 - 6 Depth & Breadth of Technology Portfolio CATEGORY - Total 337 1.8% 3 - High (458) 46.2%
P=0.000000 P=0.000000 Total 992 5.2%
CHI=122.248266; DF=2 CHI=266.880808; DF=4
0(13035) 1(261) Solutions / Solutions - Adaptive(179) Solutions / Solutions - Comprehensive(325) Solutions / Solutions - Quality & Reliability(1690)
Solutions / Solutions - Price(619) Solutions / Solutions - Innovation(134)
1- Low (3014) 23.1% 1- Low (15) 5.7% Solutions / Solutions - Value(281) 1- Low (161) 9.5%
2 - Mid (3770) 28.9% 2 - Mid (31) 11.9% 1- Low (110) 24.0% 2 - Mid (266) 15.7%
3 - High (6251) 48.0% 3 - High (215) 82.4% 1- Low (336) 31.1% 2 - Mid (76) 16.6% 3 - High (1263) 74.7%
Total 13035 68.0% Total 261 1.4% 2 - Mid (236) 21.9% 3 - High (273) 59.5% Total 1690 8.8%
3 - High (507) 47.0% Total 459 2.4%
CATG14 - 14 Service & Technical Support Total 1079 5.6%
P=0.000000
CHI=64.536308; DF=2
0(10738)
1- Low (2565) 23.9%
2 - Mid (3198) 29.8%
3 - High (4975) 46.3%
Total 10738 56.0%
Technical 1(2297)
1- Low (449) 19.5%
2 - Mid (572) 24.9%
3 - High (1276) 55.6%
Total 2297 12.0%
CATG4 - 4 Cost/ Price/ Value - General CATEGORY -
Support
P=0.000000 P=0.000000
CHI=155.188571; DF=2 CHI=147.782652; DF=4
0(9342) 1(1396) Service & Technical Support / Service & Technical Support - Flexibility & Responsiveness(648) Service & Technical Support / Service & Technical Support - Local(92) Service & Technical Support / Service & Technical Support - Quality(1099)
Service & Technical Support / Service & Technical Support - Proactive(66) Service & Technical Support / Service & Technical Support - Price(392)
1- Low (2377) 25.4% 1- Low (188) 13.5% 1- Low (149) 13.6%
2 - Mid (2611) 27.9% 2 - Mid (587) 42.0% 1- Low (202) 28.3% 1- Low (98) 20.2% 2 - Mid (201) 18.3%
3 - High (4354) 46.6% 3 - High (621) 44.5% 2 - Mid (214) 30.0% 2 - Mid (157) 32.4% 3 - High (749) 68.2%
Total 9342 48.7% Total 1396 7.3% 3 - High (298) 41.7% 3 - High (229) 47.3% Total 1099 5.7%
Total 714 3.7% Total 484 2.5%
CATG3 - 3 Contracts
P=0.000000
CHI=122.920354; DF=2
0(8923) 1(419)
1- Low (2175) 24.4% 1- Low (202) 48.2%
2 - Mid (2515) 28.2% 2 - Mid (96) 22.9%
3 - High (4233) 47.4% 3 - High (121) 28.9%
Total 8923 46.5% Total 419 2.2%
CATG9 - 9 Global Coverage CATBIG14 - 14 Contracts Value
P=0.000286 P=0.005479
CHI=20.921843; DF=2 CHI=15.018692; DF=2
Validating thematic patterns and sentiment
0(8446) 1(477) 0(159) 1(260)
1- Low (2097) 24.8% 1- Low (78) 16.4% 1- Low (62) 39.0% 1- Low (140) 53.8%
2 - Mid (2350) 27.8% 2 - Mid (165) 34.6% 2 - Mid (34) 21.4% 2 - Mid (62) 23.8%
3 - High (3999) 47.3% 3 - High (234) 49.1% 3 - High (63) 39.6% 3 - High (58) 22.3%
Total 8446 44.1% Total 477 2.5% Total 159 0.8% Total 260 1.4%
CATG5 - 5 Customer Communications & Education
P=0.000000
CHI=44.619311; DF=2
0(7821) 1(625)
1- Low (1889) 24.2% 1- Low (208) 33.3%
2 - Mid (2152) 27.5% 2 - Mid (198) 31.7%
3 - High (3780) 48.3% 3 - High (219) 35.0%
Total 7821 40.8% Total 625 3.3%
CATG1 - 1 Account Mgmt CATEGORY -
P=0.000000 P=0.000127
CHI=196.377570; DF=2 CHI=40.295372; DF=2
0(6965) 1(856) Customer Communications & Education / Customer Communications & Education - General(353) Customer Communications & Education / Customer Communications & Education - Provide Roadmaps(135)
Customer Communications & Education / Customer Communications & Education - Provide Training, Seminars, Education(137)
1- Low (1769) 25.4% 1- Low (120) 14.0% 1- Low (83) 23.5%
2 - Mid (2023) 29.0% 2 - Mid (129) 15.1% 2 - Mid (140) 39.7% 1- Low (125) 46.0%
3 - High (3173) 45.6% 3 - High (607) 70.9% 3 - High (130) 36.8% 2 - Mid (58) 21.3%
Total 6965 36.3% Total 856 4.5% Total 353 1.8% 3 - High (89) 32.7%
Total 272 1.4%
CATG2 - 2 Consulting Services
P=0.000000
CHI=77.011450; DF=2
0(6804) 1(161)
1- Low (1681) 24.7% 1- Low (88) 54.7%
2 - Mid (2003) 29.4% 2 - Mid (20) 12.4%
3 - High (3120) 45.9% 3 - High (53) 32.9%
Total 6804 35.5% Total 161 0.8%
50