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Securities Brokerage Case Study
This case study documents a predictive market segmentation model designed
to identify and profile high-value brokerage customer segments as targets
for special marketing communications efforts. The dependent variable for
this ordinal CHAID model is brokerage account commission dollars during
the past 12 months. Predictors include proprietary client data (various
account status and trading behavior variables) as well as syndicated demographic
and lifestyle variables.
We begin by splitting the client's entire customer file into a modeling
sample and a validation sample. (Once the model is built using the modeling
sample, we apply it to the validation sample to see how well it works
on a sample other than the one on which it was built).
The resulting CHAID model has 55 segments. For reasons of confidentiality,
we will not display the segmentation tree diagram here. However, the results
are summarized in the following comb chart, showing the segment indexes
(indexes of average dollar value), and in the associated Gains Chart and
to defend using different or more aggressive therapeutic approaches for
some patients.

This summary comb chart is a quick way to confirm that the segmentation
model discriminates degrees of customer value quite well. The top segment
has an index of just over 900, reflecting an average commission value
of just over $1,000. In contrast, the bottom segment has an index of just
two, reflecting an average commission of less than three dollars.
Next is the gains chart, which provides quantitative detail useful
for financial and marketing planning. In the gains chart, we have highlighted
the top 20% of the file in blue, the remaining above-average segments
in green, the bottom 20% of the file in bright red the remaining below-average
segments in dark red. Among other things, we can see that the top 20%
of the file is worth an average of about $334 per account, which is nearly
three times the average account value for the entire sample.
Gains Chart: Average Annual Brokerage Commission Dollars
|
Basic Segment Statistics
|
Cumulative Statistics
|
| Seg. Number |
Seg. Size |
Percent of all |
Avg. $ value |
Index of avg. $ value |
Cum. size |
Cum. % of all |
Cum. avg. $ value |
Cum. index of avg. $ value |
|
55
|
545
|
1.4
|
1025
|
907
|
545
|
1.4
|
1025
|
907
|
|
43
|
417
|
1.1
|
862
|
763
|
962
|
2.5
|
954
|
845
|
|
54
|
469
|
1.2
|
604
|
534
|
1,431
|
3.7
|
839
|
743
|
|
53
|
449
|
1.2
|
359
|
318
|
1,880
|
4.9
|
725
|
641
|
|
42
|
617
|
1.6
|
354
|
313
|
2,497
|
6.5
|
633
|
560
|
|
51
|
467
|
1.2
|
263
|
233
|
2,964
|
7.7
|
575
|
509
|
|
2
|
382
|
1
|
259
|
230
|
3,346
|
8.7
|
539
|
477
|
|
40
|
556
|
1.4
|
257
|
228
|
3,902
|
10.2
|
499
|
441
|
|
46
|
347
|
0.9
|
204
|
181
|
4,249
|
11.1
|
475
|
420
|
|
29
|
927
|
2.4
|
174
|
154
|
5,176
|
13.5
|
421
|
372
|
|
11
|
658
|
1.7
|
160
|
142
|
5,834
|
15.2
|
391
|
346
|
|
35
|
484
|
1.3
|
159
|
141
|
6,318
|
16.4
|
373
|
331
|
|
1
|
924
|
2.4
|
153
|
135
|
7,242
|
18.8
|
345
|
306
|
|
16
|
439
|
1.1
|
147
|
130
|
7,681
|
20
|
334
|
296
|
|
52
|
866
|
2.3
|
134
|
119
|
8,547
|
22.2
|
314
|
278
|
|
44
|
476
|
1.2
|
132
|
117
|
9,023
|
23.5
|
304
|
269
|
|
39
|
360
|
0.9
|
129
|
115
|
9,383
|
24.4
|
297
|
263
|
|
3
|
966
|
2.5
|
127
|
112
|
10,349
|
26.9
|
282
|
249
|
|
7
|
807
|
2.1
|
125
|
111
|
11,156
|
29
|
270
|
239
|
|
38
|
725
|
1.9
|
111
|
98
|
11,881
|
30.9
|
261
|
231
|
|
14
|
1,081
|
2.8
|
97.13
|
86
|
12,962
|
33.7
|
247
|
219
|
|
32
|
1,123
|
2.9
|
96.27
|
85
|
14,085
|
36.7
|
235
|
208
|
|
28
|
583
|
1.5
|
94.31
|
83
|
14,668
|
38.2
|
229
|
203
|
|
41
|
339
|
0.9
|
93.26
|
83
|
15,007
|
39.1
|
226
|
200
|
|
8
|
842
|
2.2
|
93.14
|
82
|
15,849
|
41.3
|
219
|
194
|
|
48
|
374
|
1
|
90.56
|
80
|
16,223
|
42.2
|
216
|
191
|
|
25
|
760
|
2
|
84.94
|
75
|
16,983
|
44.2
|
210
|
186
|
|
34
|
627
|
1.6
|
84.68
|
75
|
17,610
|
45.8
|
206
|
182
|
|
6
|
920
|
2.4
|
66.48
|
59
|
18,530
|
48.2
|
199
|
176
|
|
36
|
1,363
|
3.5
|
57.97
|
51
|
19,893
|
51.8
|
189
|
168
|
|
4
|
384
|
1
|
53.51
|
47
|
20,277
|
52.8
|
187
|
165
|
|
12
|
2,314
|
6
|
50.36
|
45
|
22,591
|
58.8
|
173
|
153
|
|
21
|
676
|
1.8
|
50.28
|
44
|
23,267
|
60.6
|
169
|
150
|
|
18
|
2,151
|
5.6
|
46.43
|
41
|
25,418
|
66.2
|
159
|
141
|
|
13
|
498
|
1.3
|
45.85
|
41
|
25,916
|
67.5
|
157
|
139
|
|
24
|
674
|
1.8
|
45.04
|
40
|
26,590
|
69.2
|
154
|
136
|
|
9
|
906
|
2.4
|
43.81
|
39
|
27,496
|
71.6
|
150
|
133
|
|
33
|
605
|
1.6
|
40.88
|
36
|
28,101
|
73.1
|
148
|
131
|
|
47
|
386
|
1
|
39.57
|
35
|
28,487
|
74.1
|
146
|
130
|
|
22
|
491
|
1.3
|
37.76
|
33
|
28,978
|
75.4
|
145
|
128
|
|
45
|
458
|
1.2
|
37.56
|
33
|
29,436
|
76.6
|
143
|
126
|
|
30
|
391
|
1
|
31.35
|
28
|
29,827
|
77.6
|
141
|
125
|
|
26
|
562
|
1.5
|
27.84
|
25
|
30,389
|
79.1
|
139
|
123
|
|
10
|
763
|
2
|
27.59
|
24
|
31,152
|
81.1
|
137
|
121
|
|
15
|
305
|
0.8
|
24.64
|
22
|
31,457
|
81.9
|
135
|
120
|
|
49
|
617
|
1.6
|
24.54
|
22
|
32,074
|
83.5
|
133
|
118
|
|
5
|
321
|
0.8
|
23.78
|
21
|
32,395
|
84.3
|
132
|
117
|
|
31
|
432
|
1.1
|
23.44
|
21
|
32,827
|
85.4
|
131
|
116
|
|
23
|
336
|
0.9
|
15.95
|
14
|
33,163
|
86.3
|
130
|
115
|
|
17
|
632
|
1.6
|
15.66
|
14
|
33,795
|
88
|
128
|
113
|
|
20
|
396
|
1
|
12.36
|
11
|
34,191
|
89
|
126
|
112
|
|
37
|
1,071
|
2.8
|
9.2
|
8
|
35,262
|
91.8
|
123
|
109
|
|
27
|
2,203
|
5.7
|
6.39
|
6
|
37,465
|
97.5
|
116
|
102
|
|
50
|
578
|
1.5
|
3.27
|
3
|
38,043
|
99
|
114
|
101
|
|
19
|
377
|
1
|
2.33
|
2
|
38,420
|
100
|
113
|
100
|
We can use the data in the gains chart to perform various financial calculations.
For example, by multiplying the size of one or more segments by the average
segment dollar value, we get a total value. Using this information, we
can better plan our communications/promotion budget. Similar calculations
performed on the under-performing segments provide information about potential
cost savings achieved by reducing marketing efforts directed at these
under-performers.
In general, the best segments represent customers who are experienced,
aggressive, self-directed traders. We can perform additional diagnostics
on these segments to identify those customers who are below average for
their segment. This means that they have the same or similar characteristics
as their better-performing cohorts on the model's predictive variables,
but are not providing as high a level of commission dollars. By using
the demographic, lifestyle and trading behavior variables to define them,
we can develop marketing and advertising communications strategies tailored
to them, the goal being to convince them to trade at levels similar to
their more lucrative counterparts.
There are many other decisions which the gains chart and the segmentation
rules can help us make. For example, we might wish to conduct some market
research among customers in under-performing segments, or among under-performing
customers in the better segments. We can use the segment definitions to
help us identify possible issues and question areas to include in the
survey.
However, before we try to apply such a model, we perform a validation
against a holdout sample, to confirm that it is a good model. In this
example, our database was split into equal-sized modeling and validation
samples. We can reconstruct the CHAID segmentation model on the validation
sample, and examine the results. For example, when we perform correlation
analyses on the segments from the two samples, we obtain a correlation
of approximately 0.98 for the segment sizes
and approximately .97 for the segments' average dollar value, indicating
a very high degree of correspondence.
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