Big Data and the Internet of Things

Advances in sensing and computing capabilities are making it possible to embed increasing computing power in small devices. This has enabled the sensing devices not just to passively capture data at very high resolution but also to take sophisticated actions in response. Combined with advances in communication, this is resulting in an ecosystem of highly interconnected devices referred to as the Internet of Things - IoT. In conjunction, the advances in machine learning have allowed building models on this ever increasing amounts of data. Consequently, devices all the way from heavy assets such as aircraft engines to wearables such as health monitors can all now not only generate massive amounts of data but can draw back on aggregate analytics to "improve" their performance over time. Big data analytics has been identified as a key enabler for the IoT. In this chapter, we discuss various avenues of the IoT where big data analytics either is already making a significant impact or is on the cusp of doing so. We also discuss social implications and areas of concern.Comment: 33 pages. draft of upcoming book chapter in Japkowicz and Stefanowski (eds.) Big Data Analysis: New algorithms for a new society, Springer Series on Studies in Big Data, to appea

New technologies for e-commerce

Today electronic commerce (e-commerce) has changed the way of doing business, and contributes significantly to economic activity. In any case, e-commerce is not a static field but it is always evolving in order to support new and more complex real world processes. The agriculture sector is expected to undergo significant transformation as a result of new business models being adopted through ecommerce. Examples of the adoption of new technologies in agriculture are provided with a view to demonstrating the benefits that can be achieved. The first part I expound the basics of e-commerce and e-markets. After I describe potential benefits to agriculture from adoption of e-commerce. The last part I describe the ecommerce 2.0, what is a prospect evolution of e-commerce

From supply chains to demand networks. Agents in retailing: the electrical bazaar

A paradigm shift is taking place in logistics. The focus is changing from operational effectiveness to adaptation. Supply Chains will develop into networks that will adapt to consumer demand in almost real time. Time to market, capacity of adaptation and enrichment of customer experience seem to be the key elements of this new paradigm. In this environment emerging technologies like RFID (Radio Frequency ID), Intelligent Products and the Internet, are triggering a reconsideration of methods, procedures and goals. We present a Multiagent System framework specialized in retail that addresses these changes with the use of rational agents and takes advantages of the new market opportunities. Like in an old bazaar, agents able to learn, cooperate, take advantage of gossip and distinguish between collaborators and competitors, have the ability to adapt, learn and react to a changing environment better than any other structure. Keywords: Supply Chains, Distributed Artificial Intelligence, Multiagent System.Postprint (published version

Digitalization Processes in Distribution Grids: A Comprehensive Review of Strategies and Challenges

This systematic review meticulously explores the transformative impact of digital technologies on the grid planning, grid operations, and energy market dynamics of power distribution grids. Utilizing a robust methodological framework, over 54,000 scholarly articles were analyzed to investigate the integration and effects of artificial intelligence, machine learning, optimization, the Internet of Things, and advanced metering infrastructure within these key subsections. The literature was categorized to show how these technologies contribute specifically to grid planning, operation, and market mechanisms. It was found that digitalization significantly enhances grid planning through improved forecasting accuracy and robust infrastructure design. In operations, these technologies enable real-time management and advanced fault detection, thereby enhancing reliability and operational efficiency. Moreover, in the market domain, they support more efficient energy trading and help in achieving regulatory compliance, thus fostering transparent and competitive markets. However, challenges such as data complexity and system integration are identified as critical hurdles that must be overcome to fully harness the potential of smart grid technologies. This review not only highlights the comprehensive benefits but also maps out the interdependencies among the planning, operation, and market strategies, underlining the critical role of digital technologies in advancing sustainable and resilient energy systems

Blockchain: The Next Breakthrough in the Rapid Progress of AI

Blockchain technologies, once used exclusively for buying and selling bitcoins, have entered the mainstream of computer applications, fundamentally changing the way Internet transactions can be implemented by ascertaining trust between unknown parties. In addition, they ensure immutability (once information is entered it cannot be modified) and enable disintermediation (as trust is assured, no third party is required to verify transactions). These advantages can produce disruptive changes when properly exploited, inspiring a large number of applications. These applications are forming the backbone of what can be called the Internet of Value, bound to bring as significant changes as those brought over the last 20 years by the traditional Internet. This chapter investigates blockchain and the technologies behind it and explains their technological might and outstanding potential, not only for transactions but also as distributed databases. It also discusses its future prospects and the disruptive changes it promises to bring, while also considering the challenges that would need to be overcome for its widespread adoption. Finally, the chapter considers combining blockchain with Artificial Intelligence (AI) and discusses the revolutionary changes that would result by rapidly advancing the AI field

Consensus Algorithms and Deep Reinforcement Learning in Energy Market: A Review

Blockchain (BC) and artificial intelligence (AI) are often utilised separately in energy trading systems (ETS). However, these technologies can complement each other and reinforce their capabilities when integrated. This paper provides a comprehensive review of consensus algorithms (CA) of BC and deep reinforcement learning (DRL) in ETS. While the distributed consensus underpins the immutability of transaction records of prosumers, the deluge of data generated paves the way to use AI algorithms for forecasting and address other data analytic related issues. Hence, the motivation to combine BC with AI to realise secure and intelligent ETS. This study explores the principles, potentials, models, active research efforts and unresolved challenges in the CA and DRL. The review shows that despite the current interest in each of these technologies, little effort has been made at jointly exploiting them in ETS due to some open issues. Therefore, new insights are actively required to harness the full potentials of CA and DRL in ETS. We propose a framework and offer some perspectives on effective BC-AI integration in ETS

Discovering Business Models of Data Marketplaces

The modern economy relies heavily on data as a resource for advancement and growth. Data marketplaces have gained an increasing amount of attention since they provide possibilities to exchange, trade and access data across organizations. Due to the rapid development of the field, the research on business models of data marketplaces is fragmented. We aimed to address this issue in this article by identifying the dimensions and characteristics of data marketplaces from a business model perspective. Following a rigorous process for taxonomy building, we propose a business model taxonomy for data marketplaces. Using evidence collected from a final sample of twenty data marketplaces, we analyze the frequency of specific characteristics of data marketplaces. In addition, we identify four data marketplace business model archetypes. The findings reveal the impact of the structure of data marketplaces as well as the relevance of anonymity and encryption for identified data marketplace archetypes

Distributed energy resources and the application of AI, IoT, and blockchain in smart grids

Smart grid (SG), an evolving concept in the modern power infrastructure, enables the two-way flow of electricity and data between the peers within the electricity system networks (ESN) and its clusters. The self-healing capabilities of SG allow the peers to become active partakers in ESN. In general, the SG is intended to replace the fossil fuel-rich conventional grid with the distributed energy resources (DER) and pools numerous existing and emerging know-hows like information and digital communications technologies together to manage countless operations. With this, the SG will able to “detect, react, and pro-act” to changes in usage and address multiple issues, thereby ensuring timely grid operations. However, the “detect, react, and pro-act” features in DER-based SG can only be accomplished at the fullest level with the use of technologies like Artificial Intelligence (AI), the Internet of Things (IoT), and the Blockchain (BC). The techniques associated with AI include fuzzy logic, knowledge-based systems, and neural networks. They have brought advances in controlling DER-based SG. The IoT and BC have also enabled various services like data sensing, data storage, secured, transparent, and traceable digital transactions among ESN peers and its clusters. These promising technologies have gone through fast technological evolution in the past decade, and their applications have increased rapidly in ESN. Hence, this study discusses the SG and applications of AI, IoT, and BC. First, a comprehensive survey of the DER, power electronics components and their control, electric vehicles (EVs) as load components, and communication and cybersecurity issues are carried out. Second, the role played by AI-based analytics, IoT components along with energy internet architecture, and the BC assistance in improving SG services are thoroughly discussed. This study revealed that AI, IoT, and BC provide automated services to peers by monitoring real-time information about the ESN, thereby enhancing reliability, availability, resilience, stability, security, and sustainability

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