Marketing and Operations Examples

Stocking Algorithms

For a large and very successful retailer, Ventana evaluated the company’s sales forecasting system, which the retailer believed to be state-of-the-art. By studying the company’s historical sales data and working with the client to understand the data better, we were able to show that assumptions built into the forecasting algorithms were inappropriate. We then showed

Calculating Liability Reserves for Loyalty Programs

The finance department of a large hotel chain was concerned that it was understating the size of the financial liability incurred when it awarded “frequent guest” points that guests could redeem in the future for free room nights. The sales department found its loyalty program very effective in improving business hotel occupancy and revenue, and

Predicting Assembly Learning Rates

After years of difficulty developing its product, a defense contractor finally had the high quality product it had promised the U.S. Government years earlier. Unfortunately, even after the production of several units, its manufacturing cost was far too high. The unit cost was finally starting to come down smartly, but the contractor didn’t know for

Marketing New Pharmaceutical Products

Starting in 1997 and continuing over more than a decade, Ventana built a number of different models for one of the world’s best known pharmaceuticals companies. These models were designed to make contingent predictions of drug sales using inputs such as the attributes of products and the mix of promotion alternatives available. Several of the

Aircraft Fleet Sparing

Because of the importance to spares management to the Flexible Sustainment program being proposed by Boeing to the US Air Force for the C-17 program (see Making the Case for Privatizing a Government Function), the task of creating an information and analysis system was put out for competitive procurement and the industry leader in logistics


Reducing Aircraft Manufacturing Cost

An aircraft manufacturer hired Ventana to discover why the firm appeared to lose production control whenever it had its greatest marketing successes. Ventana approached the problem by constructing a simulation model of the company based on discussions with managers and engineers as well as company operating plans and reports. When Ventana tested the model against