Scraping the Social? Issues in live social research

What makes scraping methodologically interesting for social and cultural research? This paper seeks to contribute to debates about digital social research by exploring how a ‘medium-specific’ technique for online data capture may be rendered analytically productive for social research. As a device that is currently being imported into social research, scraping has the capacity to re-structure social research, and this in at least two ways. Firstly, as a technique that is not native to social research, scraping risks to introduce ‘alien’ methodological assumptions into social research (such as an pre-occupation with freshness). Secondly, to scrape is to risk importing into our inquiry categories that are prevalent in the social practices enabled by the media: scraping makes available already formatted data for social research. Scraped data, and online social data more generally, tend to come with ‘external’ analytics already built-in. This circumstance is often approached as a ‘problem’ with online data capture, but we propose it may be turned into virtue, insofar as data formats that have currency in the areas under scrutiny may serve as a source of social data themselves. Scraping, we propose, makes it possible to render traffic between the object and process of social research analytically productive. It enables a form of ‘real-time’ social research, in which the formats and life cycles of online data may lend structure to the analytic objects and findings of social research. By way of a conclusion, we demonstrate this point in an exercise of online issue profiling, and more particularly, by relying on Twitter to profile the issue of ‘austerity’. Here we distinguish between two forms of real-time research, those dedicated to monitoring live content (which terms are current?) and those concerned with analysing the liveliness of issues (which topics are happening?)

Launching the Grand Challenges for Ocean Conservation

The ten most pressing Grand Challenges in Oceans Conservation were identified at the Oceans Big Think and described in a detailed working document:A Blue Revolution for Oceans: Reengineering Aquaculture for SustainabilityEnding and Recovering from Marine DebrisTransparency and Traceability from Sea to Shore:  Ending OverfishingProtecting Critical Ocean Habitats: New Tools for Marine ProtectionEngineering Ecological Resilience in Near Shore and Coastal AreasReducing the Ecological Footprint of Fishing through Smarter GearArresting the Alien Invasion: Combating Invasive SpeciesCombatting the Effects of Ocean AcidificationEnding Marine Wildlife TraffickingReviving Dead Zones: Combating Ocean Deoxygenation and Nutrient Runof

Policy analysis and policy analytics

Working from a description of what policy analysis entails, we review the emergence of the recent field of analytics and how it may impact public policy making. In particular, we seek to expose current applications of, and future possibilities for, new analytic methods that can be used to support public policy problem-solving and decision processes, which we term policy analytics. We then review key contributions to this special volume, which seek to support policy making or delivery in the areas of energy planning, urban transportation planning, medical emergency planning, healthcare, social services, national security, defence, government finance allocation, understanding public opinion, and fire and police services. An identified challenge, which is specific to policy analytics, is to recognize that public sector applications must balance the need for robust and convincing analysis with the need for satisfying legitimate public expectations about transparency and opportunities for participation. This opens up a range of forms of analysis relevant to public policy distinct from those most common in business, including those that can support democratization and mediation of value conflicts within policy processes. We conclude by identifying some potential research and development issues for the emerging field of policy analytics

Learning from accidents : machine learning for safety at railway stations

In railway systems, station safety is a critical aspect of the overall structure, and yet, accidents at stations still occur. It is time to learn from these errors and improve conventional methods by utilizing the latest technology, such as machine learning (ML), to analyse accidents and enhance safety systems. ML has been employed in many fields, including engineering systems, and it interacts with us throughout our daily lives. Thus, we must consider the available technology in general and ML in particular in the context of safety in the railway industry. This paper explores the employment of the decision tree (DT) method in safety classification and the analysis of accidents at railway stations to predict the traits of passengers affected by accidents. The critical contribution of this study is the presentation of ML and an explanation of how this technique is applied for ensuring safety, utilizing automated processes, and gaining benefits from this powerful technology. To apply and explore this method, a case study has been selected that focuses on the fatalities caused by accidents at railway stations. An analysis of some of these fatal accidents as reported by the Rail Safety and Standards Board (RSSB) is performed and presented in this paper to provide a broader summary of the application of supervised ML for improving safety at railway stations. Finally, this research shows the vast potential of the innovative application of ML in safety analysis for the railway industry

Pernicious assimilation: reframing the integration of the urban informal economy in Southern Africa

This paper argues that many of the official attempts to “integrate” the urban informal economy into the mainstream economy are fundamentally flawed. An unpacking of the “integrative” agenda as pursued by planning and other governmental practices reveals that “integration”, as currently practiced, does not herald the mainstreaming of the informal economy. Drawing on research in Zimbabwe and evidence from other countries in Southern Africa, I argue that what we witness is a sinister stripping away of the lifeblood of informality. This malicious form of integration entails crippling Faustian bargains. In the end, this pernicious assimilation insidiously does away with that which makes informality a livelihood haven for the majority of urbanites. I conclude that the duplicitous integration is unworkable and leaves the big questions of inclusion untouched, hence the persistence of the “problem” of informality

The Role of Big Data in Healthcare: The Revolution of African Healthcare.

African healthcare has continuously evolved in quality, diversity, and adoption of technology over the years. Over these years, huge volumes of data have been collected from numerous patients in several countries. Most of this data has never been revisited as it exists mostly in written forms. All this data past present and future encompasses big data in healthcare, and harnessing the power of data analytics will uncover patterns that will not only improve the quality of health to save lives but will relatively reduce the cost of implementing this healthcare. Big data through data analytics and its components such as data mining, predictive analysis, and technologies such as cloud computing are the future of African healthcare. With good governance and investment in quality infrastructure, the hope of one day seeing an expert and advanced healthcare in African economies at international standards is no longer a dream but a reality for all

Competitive Imperfect Price Discrimination and Market Power

Two duopolists compete on price in the market for a homogeneous product. They can “profile” consumers, that is, identify their valuations with some probability. If both firms can profile consumers but with different abilities, then they achieve positive expected profits at equilibrium. This provides a rationale for firms to (partially and unequally) share data about consumers or for data brokers to sell different customer analytics to competing firms. Consumers prefer that both firms profile exactly the same set of consumers or that only one firm profiles consumers as this entails marginal cost pricing (so does a policy requiring list prices to be public). Otherwise, more protective privacy regulations have ambiguous effects on consumer surplus

To boardrooms and sustainability: the changing nature of segmentation

Market segmentation is the process by which customers in markets with some heterogeneity are grouped into smaller homogeneous segments of more ‘similar’ customers. A market segment is a group of individuals, groups or organisations sharing similar characteristics and buying behaviour that cause them to have relatively similar needs and purchasing behaviour. Segmentation is not a new concept: for six decades marketers have, in various guises, sought to break-down a market into sub-groups of users, each sharing common needs, buying behavior and marketing requirements. However, this approach to target market strategy development has been rejuvenated in the past few years. Various reasons account for this upsurge in the usage of segmentation, examination of which forms the focus of this white paper. Ready access to data enables faster creation of a segmentation and the testing of propositions to take to market. ‘Big data’ has made the re-thinking of target market segments and value propositions inevitable, desirable, faster and more flexible. The resulting information has presented companies with more topical and consumer-generated insights than ever before. However, many marketers, analytics directors and leadership teams feel over-whelmed by the sheer quantity and immediacy of such data. Analytical prowess in consultants and inside client organisations has benefited from a stepchange, using new heuristics and faster computing power, more topical data and stronger market insights. The approach to segmentation today is much smarter and has stretched well away from the days of limited data explored only with cluster analysis. The coverage and wealth of the solutions are unimaginable when compared to the practices of a few years ago. Then, typically between only six to ten segments were forced into segmentation solutions, so that an organisation could cater for these macro segments operationally as well as understand them intellectually. Now there is the advent of what is commonly recognised as micro segmentation, where the complexity of business operations and customer management requires highly granular thinking. In support of this development, traditional agency/consultancy roles have transitioned into in-house business teams led by data, campaign and business change planners. The challenge has shifted from developing a granular segmentation solution that describes all customers and prospects, into one of enabling an organisation to react to the granularity of the solution, deploying its resources to permit controlled and consistent one-to-one interaction within segments. So whilst the cost of delivering and maintaining the solution has reduced with technology advances, a new set of systems, costs and skills in channel and execution management is required to deliver on this promise. These new capabilities range from rich feature creative and content management solutions, tailored copy design and deployment tools, through to instant messaging middleware solutions that initiate multi-streams of activity in a variety of analytical engines and operational systems. Companies have recruited analytics and insight teams, often headed by senior personnel, such as an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such personnel out-weigh posts for brand and marketing managers. Far more companies possess the in-house expertise necessary to help with segmentation analysis. Some organisations are also seeking to monetise one of the most regularly under-used latent business assets… data. Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a Chief Data Officer. This emerging role has also driven the professionalism of data exploration, using more varied and sophisticated statistical techniques. CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of value propositions and the need to look after core customers; CFOs because segmentation leads to better and more prudent allocation of resources – especially NPD and marketing – around the most important sub-sets of a market; COOs because they need to better look after key customers and improve their satisfaction in service delivery. More and more it is recognised that with a new segmentation comes organisational realignment and change, so most business functions now have an interest in a segmentation project, not only the marketers. Largely as a result of the digital era and the growth of analytics, directors and company leadership teams are becoming used to receiving more extensive market intelligence and quickly updated customer insight, so leading to faster responses to market changes, customer issues, competitor moves and their own performance. This refreshing of insight and a leadership team’s reaction to this intelligence often result in there being more frequent modification of a target market strategy and segmentation decisions. So many projects set up to consider multi-channel strategy and offerings; digital marketing; customer relationship management; brand strategies; new product and service development; the re-thinking of value propositions, and so forth, now routinely commence with a segmentation piece in order to frame the ongoing work. Most organisations have deployed CRM systems and harnessed associated customer data. CRM first requires clarity in segment priorities. The insights from a CRM system help inform the segmentation agenda and steer how they engage with their important customers or prospects. The growth of CRM and its ensuing data have assisted the ongoing deployment of segmentation. One of the biggest changes for segmentation is the extent to which it is now deployed by practitioners in the public and not-for-profit sectors, who are harnessing what is termed social marketing, in order to develop and to execute more shrewdly their targeting, campaigns and messaging. For Marketing per se, the interest in the marketing toolkit from non-profit organisations, has been big news in recent years. At the very heart of the concept of social marketing is the market segmentation process. The extreme rise in the threat to security from global unrest, terrorism and crime has focused the minds of governments, security chiefs and their advisors. As a result, significant resources, intellectual capability, computing and data management have been brought to bear on the problem. The core of this work is the importance of identifying and profiling threats and so mitigating risk. In practice, much of this security and surveillance work harnesses the tools developed for market segmentation and the profiling of different consumer behaviours. This white paper presents the findings from interviews with leading exponents of segmentation and also the insights from a recent study of marketing practitioners relating to their current imperatives and foci. More extensive views of some of these ‘leading lights’ have been sought and are included here in order to showcase the latest developments and to help explain both the ongoing surge of segmentation and the issues under-pinning its practice. The principal trends and developments are thereby presented and discussed in this paper