14,653 research outputs found

    Creating business value from big data and business analytics : organizational, managerial and human resource implications

    Get PDF
    This paper reports on a research project, funded by the EPSRC’s NEMODE (New Economic Models in the Digital Economy, Network+) programme, explores how organizations create value from their increasingly Big Data and the challenges they face in doing so. Three case studies are reported of large organizations with a formal business analytics group and data volumes that can be considered to be ‘big’. The case organizations are MobCo, a mobile telecoms operator, MediaCo, a television broadcaster, and CityTrans, a provider of transport services to a major city. Analysis of the cases is structured around a framework in which data and value creation are mediated by the organization’s business analytics capability. This capability is then studied through a sociotechnical lens of organization/management, process, people, and technology. From the cases twenty key findings are identified. In the area of data and value creation these are: 1. Ensure data quality, 2. Build trust and permissions platforms, 3. Provide adequate anonymization, 4. Share value with data originators, 5. Create value through data partnerships, 6. Create public as well as private value, 7. Monitor and plan for changes in legislation and regulation. In organization and management: 8. Build a corporate analytics strategy, 9. Plan for organizational and cultural change, 10. Build deep domain knowledge, 11. Structure the analytics team carefully, 12. Partner with academic institutions, 13. Create an ethics approval process, 14. Make analytics projects agile, 15. Explore and exploit in analytics projects. In technology: 16. Use visualization as story-telling, 17. Be agnostic about technology while the landscape is uncertain (i.e., maintain a focus on value). In people and tools: 18. Data scientist personal attributes (curious, problem focused), 19. Data scientist as ‘bricoleur’, 20. Data scientist acquisition and retention through challenging work. With regards to what organizations should do if they want to create value from their data the paper further proposes: a model of the analytics eco-system that places the business analytics function in a broad organizational context; and a process model for analytics implementation together with a six-stage maturity model

    Big Brother is Listening to You: Digital Eavesdropping in the Advertising Industry

    Get PDF
    In the Digital Age, information is more accessible than ever. Unfortunately, that accessibility has come at the expense of privacy. Now, more and more personal information is in the hands of corporations and governments, for uses not known to the average consumer. Although these entities have long been able to keep tabs on individuals, with the advent of virtual assistants and “always-listening” technologies, the ease by which a third party may extract information from a consumer has only increased. The stark reality is that lawmakers have left the American public behind. While other countries have enacted consumer privacy protections, the United States has no satisfactory legal framework in place to curb data collection by greedy businesses or to regulate how those companies may use and protect consumer data. This Article contemplates one use of that data: digital advertising. Inspired by stories of suspiciously well-targeted advertisements appearing on social media websites, this Article additionally questions whether companies have been honest about their collection of audio data. To address the potential harms consumers may suffer as a result of this deficient privacy protection, this Article proposes a framework wherein companies must acquire users\u27 consent and the government must ensure that businesses do not use consumer information for harmful purposes

    Digital Food Marketing to Children and Adolescents: Problematic Practices and Policy Interventions

    Get PDF
    Examines trends in digital marketing to youth that uses "immersive" techniques, social media, behavioral profiling, location targeting and mobile marketing, and neuroscience methods. Recommends principles for regulating inappropriate advertising to youth

    Platformisation of Mobile Operators Business Model: A Proposition Using Design Science Approach and Grounded Theory Principles

    Get PDF
    Mobile network operators (MNOs) business models (BM) are under pressure due to their lesser capability of introducing superior values to their customers in the mobile ecosystem. However, recent research efforts in developing new BM advocate two-sided BM that encompasses the diversity of MNO’s activities and capabilities. As a result, a new multidisciplinary service-based two-sided BM needs to be developed that incorporates these activities and skills. The small body of the extant literature on the subject suggests that it may be possible to enhance MNOs' BM by combining contemporary information technology tools with managerial design principles and concepts. This study designs a two-sided mobile advertising BM to investigate the application of a big data-driven BM to transform MNOs' current one-sided BMs to two-sided ones. To accomplish this, it combines the design science research methodology (DSR), which aims to create a problem-solving artifact for real-world problems, and the grounded theory approach, which aims to develop substantive theory and increase the rigor of the design process. The initial BM was proposed using deductive and adductive reasoning from academic and grey literature. The results of this study have shown that the new BM can enhance their revenue streams and competitive edge. This study identified that successful BM should be built on established MNOs core competencies and business activities. This study showed the applicability of two-sided theory and big data-driven tools and technologies to create new superior value propositions to both advertisers and end-users and thus innovative BMs for MNOs. The paper concludes with the fundamental requirements to build a data-driven two-sided BM.

    The making of data commodities: data analytics as an embedded process

    Get PDF
    This paper studies the process by which data are generated, managed, and assembled into tradable objects we call data commodities. We link the making of such objects to the open and editable nature of digital data and to the emerging big data industry in which they are diffused items of exchange, repurposing, and aggregation. We empirically investigate the making of data commodities in the context of an innovative telecommunications operator, analyzing its efforts to produce advertising audiences by repurposing data from the network infrastructure. The analysis unpacks the processes by which data are repurposed and aggregated into novel data-based objects that acquire organizational and industry relevance through carefully maintained metrics and practices of data management and interpretation. Building from our findings, we develop a process theory that explains the transformations data undergo on their way to becoming commodities and shows how these transformations are related to organizational practices and to the editable, portable, and recontextualizable attributes of data. The theory complements the standard picture of data encountered in data science and analytics, and renews and extends the promise of a constructivist Information Systems (IS) research into the age of datafication. The results provide practitioners, regulators included, vital insights concerning data management practices that produce commodities from data

    The use of data-driven technologies for customer-centric marketing

    Get PDF
    The latest technologies are shifting how businesses capture, analyse and distribute data from the individual users’ online activity. Therefore, this contribution critically reviews the latest developments on big data analytics and programmatic advertising. Moreover, it sheds light on the use of blockchain; as this distributed ledger technology provides secure, verified transactions among marketplace stakeholders. The findings suggest that the service providers are increasingly utilising data-driven technologies including programmatic advertising tools to target and re-target individuals online or on their mobile. However, individuals and organisations are becoming increasingly aware on data protection issues, as they often block marketers from tracking them and serving them ads. In conclusion, this contribution puts forward a theoretical framework that explains how, why, where and when practitioners are capturing, analysing and distributing data. In sum, it implies that the data-driven technologies are facilitating the businesses’ customer-centric marketing.peer-reviewe

    Multichannel in a complex world

    Get PDF
    The proliferation of devices and channels has brought new challenges to just about every organisation in delivering consistently good customer experiences and effectively joining up service provision with marketing activity, data and content. A good multichannel strategy and execution is increasingly becoming essential to marketers and customer experience professionals from every sector. This report seeks to identify the key issues, challenges and opportunities that surround multichannel and provide some best practice insight and principles on the elements that are key to multichannel success. As part of the research for this report, we spoke to six experienced customer experience and marketing practitioners from large organisations across different sectors. In Multichannel Marketing: Metrics and Methods for On and Offline Success, Akin Arikan (2008) said: ‘Because customers are multichannel beings and demand relevant, consistent experiences across all channels, businesses need to adopt a multichannel mind-set when listening to their customers.’ It was clear from the companies interviewed for this report that it remains challenging for many organisations to maintain consistency across so many customer touchpoints. Not only that, but the ability to balance consistency with the capability to fully exploit the unique attributes of each channel remains an aspiration for many. The proliferation of devices and digital channels has added complexity to customer journeys, making issues around the joining up of customer experience and the attribution of value of key importance to many. Whilst senior leaders within the organisations spoken to seem to be bought in to multichannel, this buy-in was not always replicated across the rest of the organisation and did not always translate into a cohesive multichannel strategy. A number of companies were undertaking work around customer journey mapping and customer segmentation, using a variety of passive and actively collected data in order to identify specific areas of poor customer experience and create action plans for improvement. Others were undertaking projects using sophisticated tracking and tagging technologies to develop an understanding of the value and role of specific channels and to provide better intelligence to the business on attribution that might be used to inform future investment decisions. A consistent barrier to improving customer experience is the ability to join up many different legacy systems and data in order to provide a single customer view and form the basis for delivery of a more consistent and cohesive multichannel approach. Whilst there remain significant challenges around multichannel, there are some useful technologies allowing businesses to develop better insight into customer motivation and activity. Nonetheless, delivery of seamless multichannel experience remains a work-inprogress for many
    • 

    corecore