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Automated Customer Tracking and Behavior Recognition

Automated Customer Tracking and Behavior Recognition

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Sourav Das
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37 views31 pages

Automated Customer Tracking and Behavior Recognition

Automated Customer Tracking and Behavior Recognition

Uploaded by

Sourav Das
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Automated Customer Tracking

and Behavior Recognition


Raymond R. Burke and Alex Leykin
Kelley School of Business
Indiana University
November 2, 2007

Copyright 2007 Indiana University

What is Retail Shoppability?


Definition:
The ability of the retail environment to translate
consumer demand into purchase

Copyright 2007 Indiana University

What is Retail Shoppability?


Definition:
The ability of the retail environment to translate
consumer demand into purchase
Components:
Consumer Engagement: Making consumers
needs salient in specific retail settings

Copyright 2007 Indiana University

What is Retail Shoppability?


Definition:
The ability of the retail environment to translate
consumer demand into purchase
Components:
Consumer Engagement: Making consumers
needs salient in specific retail settings
Purchase conversion: Turning shoppers into
buyers
Copyright 2007 Indiana University

What Determines Shoppability?


Factors:
Store, department, and category navigation
Physical and visual clutter
Product visibility and presentation
Product organization
Product information and value communication
Presentation of new products
Shopping convenience
Shopping enjoyment
Copyright 2007 Indiana University

How Do We Measure and Manage


Shoppability?
Survey Research
Measure consumer perceptions of the shopping
experience and diagnose problems with store,
department, and category shoppability

Copyright 2007 Indiana University

How Do We Measure and Manage


Shoppability?
Survey Research
Measure consumer perceptions of the shopping
experience and diagnose problems with store,
department, and category shoppability

Observational Research
Track shopper behavior, identify points of
engagement and purchase obstacles, and
then manipulate and measure response
Copyright 2007 Indiana University

Observational Measures
Engagement:

Examination of signs, displays, circulars


Category dwell time
Salesperson contact
Product/package/display interaction

Conversion:

Aisle and category penetration


Purchase conversion rate
Product price/margin (absence of incentive)
Shopping basket size
Returns

Copyright 2007 Indiana University

Key Customer Touchpoints

Store Entrance and Window Displays


Lead Fixtures and Merchandising
End-of-Aisle Displays
High Volume / Margin Departments
Customer Service Desk
Checkout

Copyright 2007 Indiana University

Benefits of Computer Tracking


Breadth of Coverage:

Census of customers/items (e.g., for security, inventory)


24/7 tracking (time of day/crowding analysis)
Potential to track entire store (path analysis)
Scalable to multiple stores (benchmarking, experiments)

Speed:
Real time data (e.g., for staffing, replenishment)

Data Integration:
Link path, penetration, conversion data to consumer
demographics, shopping basket, purchase history
Copyright 2007 Indiana University

Computer Tracking Solutions:


Tracking Carts with Infrared/RFID Sensors
Limitations
Only applicable in retail stores using carts and/or
baskets (e.g., grocery, mass retail)
Only tracks customers who choose to use
carts/baskets, losing fill-in shoppers
Unable to track customers who leave carts. May
overestimate perimeter traffic, dwell times
No measure of gaze direction or package
interaction
No information on group size or behavior

Copyright 2007 Indiana University

Computer Tracking Solutions:


Tracking Shoppers with Video Cameras
Limitations
Cameras have a limited field of view and work best in
smaller stores (e.g., specialty retail stores, drug
stores, convenience stores, banks)
Tracking entire customer path requires multiple
cameras with overlapping views
Occlusions (e.g., shelving, signage, other customers)
and shadows can interfere with tracking
Difficult to distinguish between employees and
customers
Copyright 2007 Indiana University

Tracking - System Overview

Copyright 2007 Indiana University

Tracking Background Subtraction


Color
RGB
Ilow
Ihi

codebook
codeword

Copyright 2007 Indiana University

Tracking Background Subtraction


The result of background
subtraction is a binary bitmap
Foreground regions
corresponding to moving people
are represented as blobs

Copyright 2007 Indiana University

Tracking Detecting Heads


The head is usually the least occluded part of the human body.
Therefore, to reliably detect multiple people within one blob, we
look at their head locations:
1. Estimate the height of each vertical line of the blob
2. Find a number of local maxima in the resulting histogram

Copyright 2007 Indiana University

Tracking Detecting Heads (cont.)

Copyright 2007 Indiana University

Temporal Tracking
Goal: find a correspondence between the bodies, already detected in the
current frame with the bodies which appear in the next frame.

Apply Markov Chain Monte Carlo (MCMC) to estimate the next state

xt-1

xt
Add body
Delete body
Recover deleted
Change Size
Move

zt
Copyright 2007 Indiana University

Copyright 2007 Indiana University

Swarming
Shopper groups detected based on
swarming idea in reverse
Swarming is used in graphics to
generate flocking behaviour in
animations.
Rules define flocking behaviour:
Avoid collisions with the neighbors.
Maintain fixed distance with neighbors
Coordinate velocity vector with neighbors.

Copyright 2007 Indiana University

Tracking Customer Groups


We treat customers as
swarming agents, acting
according to simple rules
(e.g. stay together with
swarm members)

Customer groups

Copyright 2007 Indiana University

Defining Swarming Rules

Two actors come sufficiently close according to some


distance measure:
Relative position pi=(xi, yi) of actor i on the floor
Body orientations i
Dwelling state i={T,F}.

Distance between two agents is a linear combination


of co-location, co-ordination and co-dwelling
Copyright 2007 Indiana University

Swarming

The actors that best fit this model


signal a Swarming Event
Multiple swarming events are
further clustered with fuzzy weights
to find out shoppers in the same
group over long periods.

Copyright 2007 Indiana University

Results: Swarming activities detected in space-time


Dot location: average
event location
Dot size: validity
Dots of same color:
belong to same activity

Copyright 2007 Indiana University

Group Detection

Copyright 2007 Indiana University

Tracking
Sequen
ce
numbe
r

1
2
3
4

Fram
es

Peopl
e

Peopl
e
misse
d

10
54
06
01
17
00
15
06

15

16

False
hits

Identity
switches

Copyright 2007 Indiana University

Group Detection
Sequence

Groups

P+

Partial

20

17

17

Total

54

12

Percent

100

1.8

22.2

3.7

false positives
Ground truth
false negatives
(manually determined)
(groups missed)

Partially identified groups


(2 people in the group
Correctly identified)
Copyright 2007 Indiana University

Qualitative Assesments
Longer paths provide better group detection
(pval << 1)
Two-people groups are easiest to detect
Simple one-step clustering of trajectories is not
sufficient for long-term group detection
Employee tracks pose a significant problem and
have to be excluded
Several groups were missed by the operator in
the initial ground truth
System caught groups missed by the human expert
after inspection of results.
Copyright 2007 Indiana University

Tracking Example: Store View

Copyright 2007 Indiana University

Summary of Tracking Insights


1. Track customer path
2. Measure category
penetration, dwell time,
and conversion
3. Measure line queues
and crowding
4. Cluster shoppers based
on path similarity

Evaluate store layout and


product adjacencies
Manage in-store
communication, product
assortment, and pricing
Manage service levels,
staffing
Behavioral segmentation

Copyright 2007 Indiana University

Resources
Questions?

[email protected]
[email protected]
Indiana Universitys Kelley School of Business

www.kelley.iu.edu
Copyright 2007 Indiana University

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