Future NDE Ideas : Self Driving Trucks & Car Integrated Breathalyzer

“SELF DRIVING TRUCKS AND CAR BREATHALYZER”

 

Nowadays, there are many traffic collision happens in all over the world. The main causes are usually tiredness, sleepy and drunk driver.

According to the National Sleep Foundation’s 2005 Sleep in America poll, 60% of adult drivers – about 168 million people – say they have driven a vehicle while feeling drowsy in the past year, and more than one-third, (37% or 103 million people), have actually fallen asleep at the wheel! In fact, of those who have nodded off, 13% say they have done so at least once a month. Four percent – approximately eleven million drivers – admit they have had an accident or near accident because they dozed off or were too tired to drive.

The National Highway Traffic Safety Administration conservatively estimates that 100,000 police-reported crashes are the direct result of driver fatigue each year. This results in an estimated 1,550 deaths, 71,000 injuries, and $12.5 billion in monetary losses. These figures may be the tip of the iceberg, since currently it is difficult to attribute crashes to sleepiness.

  • There is no test to determine sleepiness as there is for intoxication, i.e. a “Breathalyzer”.
  • State reporting practices are inconsistent. There is little or no police training in identifying drowsiness as a crash factor. Every state currently addresses fatigue and/or sleepiness in some way in their crash report forms. However, the codes are inconsistent and two states (Missouri and Wisconsin) do not have specific codes for fatigue and/or fell asleep.
  • Self-reporting is unreliable.
  • Drowsiness/fatigue may play a role in crashes attributed to other causes such as alcohol. About one million such crashes annually are thought to be produced by driver inattention/lapses.

According to data from Australia, England, Finland, and other European nations, all of whom have more consistent crash reporting procedures than the U.S., drowsy driving represents 10 to 30 percent of all crashes.

It is very difficult for drivers to accurately assess their own level of fatigue. The ability to self- assess becomes increasingly impaired as you get more fatigued, however the self-confidence in this ability remains. Nevertheless, there are some warning signs to look out for, including:

  • Trouble focussing, or narrowing of attention
  • Head nodding, or inability to keep the eyes open
  • Not remembering the last few minutes
  • Poor judgement, slower reaction time
  • “Zoning out”
  • Daydreaming and wandering thoughts
  • Constant yawning or rubbing your eyes
  • Drifting in the lane

Keep in mind that if you are experiencing any of these symptoms of driver fatigue, it is very likely that your driving performance is already impaired.

To prevent the crashes, my idea is to implement the self driving trucks, because the will be no need of driver in context of logistics driver. Long journey will surely affect the driver and driver need to have proper rest throughout the journey.

Logistics make the world go round. They’ll be cheaper to run than regular rigs, driving more smoothly and so using less fuel. Computers never get tired or need comfort breaks, so they’ll run longer routes. And they could drive in convoys, nose-to-tail, to minimise wind resistance. On the downside, it could put drivers instantly out of work, and even staff at the truck stops set up to service them, but om the trucks we might still need a human passenger to ensure their cargo is safe,but the workload is greatly reduced.

For passenger cars, in which the drivers are usually get drunk while driving, I propose to install a system that is helped by the sensors in  the dashboard. This system will prevent the car from running if the alcohol level in the drivers blood is over the standard in only one seconds. The maximum tolerance for above 21 years is 0.8, meanwhile we can also set the system for the drivers aged below 21, set to zero tolerance. If the limit is exceeded, the car will not run. There are two types of sensor, the first one is the Breath Based system and Touch Based system. Breath sensor will analyze the molecule (Carbon Dioxide & Ethanol) from the breath of the driver. The result will show the results in the HUD, warn the drivers with 3 meter with specific colour (Green, Yellow and Red). The other one is the touch based system,the sensors will be located in the most touched objects/components by the driver, such as steering wheel or start stop button in a car. Because alcohol affect the skin, the sensors will read the driver’s skin in order to determine the level of alcohol.

 


 

Name : Wirawan Rizkika

NIM    : 1401140469

Class   : MB-38-INT-1

JOURNAL – USE OF ICT IN SMES MANAGEMENT WITHIN THE SECTOR OF SERVICES

Journal: USE OF ICT IN SMES MANAGEMENT WITHIN THE SECTOR OF SERVICES

Author:

Plumb Ion & Zamfir Andrea

Academy of Economic Studies Bucharest, Faculty of Management.


Abstract

The knowledge-based economy, along with the impact of the information and communication technologies (ICT) in management of the organizations, presents a growing interest in strategic management literature. Nowadays, information and communication technologies are recognized as key tools in management processes, having a remarkable potential to contribute to sustained competitive advantage for businesses. However, some difficulties in using information and communication technologies and aligning them with strategic development could appear in case of small and medium enterprises (SMEs). The aim of this study is to reveal and analyse the key factors of implementing information and communication technologies in small and medium business within the sector of services. We examined how information and communication technologies could influence the organizational practices of SMEs within the sector of services. Based on the results of the study we offer some reflections on knowledge-based economy practices in SMEs management within the sector of services.

 This study investigates how the use of ICT could contribute to the success of small and medium enterprises (SMEs) within the sector of services. Within the knowledge-based economy, SMEs are facing both opportunities and challenges due to the information and communication technologies development. We consider that ICT should be used in small business management within the sector of services because ICT are key tools in management processes and could improve managerial practices. The study is based on evidence provided by articles and research reports. The research question was answered by analysing published sources and interpreting evidence. Another way of approaching this question could be collecting and analysing empirical data from the SMEs within the sector of services and comparing the results with the findings of this study.

ROLE OF SME’S IN NEW ECONOMY

The economic importance of SMEs within the sector of services is highly recognized at the European Union level. According to Eurostat (2008), in total, there were almost 19 million enterprises in the EU-27’s non-financial business economy in 2004. Of these, 99.8 % were SMEs, the majority of which were micro enterprises (employing fewer than 10 persons). However, in order to have a significant impact on Europe’s economy, SMEs need to grow bigger, meaning that they should increase employment, expand their variety of services, and enlarge their markets and earnings. Innovation is the most important driver of SMEs growth, because it could lead to new products and services or more efficient ways of delivering existing ones, through the introduction of new technology.

BENEFIT OF USING ICT

SMEs within the sector of services should use ICT because it provides many benefits at different levels (Love P. et al., 2004): operational level, tactical level and strategic level. As the figures 1, 2 and 3 reveal, the use of ICT in SMEs within the sector of services could improve communication, ability to exchange data, teamwork, customer relations, visibility of services, market share, and competitive advantage etc. This statement is based on the fact that ICT allows companies to obtain, to process, to accumulate and to exchange information. Furthermore, in a knowledge management context, ICT can support transformation within and between tacit and explicit knowledge. Successful knowledge management initiatives could transform the small business innovation capacity into a sustainable higher performance (Ruiz-Mercader J. et al., 2006). Another benefit of adopting e-business could be the higher efficiency obtained in business transactions due to a fast and accurate processing of information. Web-enabled services increase the competitiveness of SMEs because they change the relationship with customers by creating a stronger link between firms and its clients (Lal. K., 2005).

Using ICT in SMEs within the sector of services could also facilitate cooperation within the company and between the company and other firms.

Figures of benefits below:

Conclusion:

The study reveals that ICT should be used more in SMEs within the sector of services. This conclusion is based on several premises: (1) within the knowledge-based economy, SMEs from the sector of services are facing both opportunities and challenges due to the information and communication technologies development; (2) ICT are today key tools in management processes; (3) ICT could improve managerial practices of SMEs within the sector of services; (4) SMEs could use ICT in order to grow and to become more innovative; (5) ICT provides many benefits for SMEs within the sector of services; (6) the costs of ICT adoption in SMEs within the sector of services have a good potential to decrease.

Our findings could give good reasons for intensifying the efforts of promoting the use of ICT in SMEs within the sector of services and attempting to change mentalities. SMEs within the sector of services should change their managerial practices by integrating ICT in their day-to-day activity. Otherwise, they will not be able to benefit from the opportunities that knowledge-based economy offers and moreover, they will face the risk to be eliminated from the services market.

Further research could focus on collecting and analysing empirical data from the SMEs within the sector of services, comparing the results with the findings of this study, and developing a model for the integration of ICT in SMEs management within the sector of services.


Created and Summarised by:

Wirawan Rizkika

MB-38-INT-1

 

Effect of Mobile on New Digital Economy (GSMA 2017)

Written by : Wirawan Rizkika / 1401140469 / MB-38-INT-1


Mobile has never been separated from our life nowadays, every one has their own mobile phone, even a person can have more than a single device. Because of the increasing mobile usage, 4G uptake driving surge in mobile broadband adoption. The generational shift to mobile broadband networks across the world continues to gain momentum, driven by improved coverage of higher speed networks, more attractively priced data tariffs and greater availability and affordability smartphones. At the end of 2012, mobile broadband connections (3G and 4G technologies) accounted for a quarter of total connections (excluding M2M). This increased to 55% by the end of 2016, with 4 billion mobile broadband connections.

Increased mobile usage will affect the Revenue: short-term spike in growth, but challenges remain. Total mobile revenues reached $1.05 trillion in 2016, an increase of 2.2% on 2015. While down considerably on growth rates mobile operators witnessed over the last ten years, 2016 marked the second consecutive year of rising revenue growth. 2016 saw improved growth rates in developing markets in particular, as the macroeconomic headwinds eased and key markets such as China and India posted encouraging growth rates. The future outlook is more mixed – competition, regulatory intervention and slowing subscriber growth will continue to weigh on revenues, while rising demand for data and more sustainable pricing will act as a positive lever in ensuring mobile revenues continue to grow over the next four years.

Mobile contributing to jobs and economic growth. For the purposes of this analysis the mobile ecosystem consists of mobile network operators, infrastructure service providers, retailers and distributors of mobile products and services, mobile handset manufacturers and mobile content, application and service providers. The direct contribution to GDP of these firms is estimated by measuring their value added to the economy, including employee compensation, business operating surplus and taxes. In 2016, the total value added generated by the mobile ecosystem was around $1 trillion (or 1.4% of GDP), with network operators accounting for two thirds of this.

Platforms, scale and the shift to open. The shift of consumer engagement to mobile is now manifesting itself in the rapid growth of messaging platforms. The leading messaging platforms across the world continue to scale rapidly, with a total user base of around 3.6 billion at the end of 2016. The vast majority of the users on these messaging platforms are on mobile, suggesting that the majority of the just under 5 billion mobile subscribers across the world are using messaging apps.WhatsApp was the first messaging platform to reach 1 billion users, subsequently followed by Facebook Messenger. Newer messaging platforms are also emerging and growing rapidly, including the likes of Snapchat. Messaging platforms have now overtaken the larger social media sites in terms of their user bases, while also typically showing higher user retention and engagement than other apps.

The platform economy: messaging was just the start

Open innovation and the development of open standards has a long history in computing and software development, starting with the Linux operating system and spreading to a broad range of software products. Today, openness is de rigueur in all aspects of the internet, and the widespread adoption of large-scale collaboration has helped drive the rapid pace of innovation in the digital age.

Recent examples of open source initiatives include the following:

• Open Compute Project: its mission is to design and enable the delivery of the most e cient server, storage and data centre hardware designs for scalable computing. Members of the initiative include Facebook, Intel, Nokia, Google, Apple and Microsoft.

• OpenAI: a non-pro t arti cial intelligence research company, associated with business magnate Elon Musk, that aims to carefully promote and develop friendly AI in such a way as to bene t, rather than harm, humanity as a whole.

• The Telecom Infrastructure Project: founded
by Facebook, this initiative includes telecoms operators, infrastructure providers and other technology companies. This is an engineering- focused initiative that aims to reimagine ways
of building and deploying telecoms network infrastructure and drive the development of next- generation open components.

 

Screen Shot 2017-04-03 at 12.31.43 AM.png

So, mobile enables many opportunities that are hardly achieved without the help or the usage of mobile. It does really play a major role in New Digital Economy. It contributes to NDE, such as:

 

1.High contribution on jobs and economic growth. According to GSMA 2017, In 2016, mobile technologies and services generated 4.4% of GDP globally, equivalent to around $3.3 trillion of economic value.

2. Significant stimulation on people behavior to actively participate in the digital economy.

3. Development of many technologies, even more advanced to support

4. Creates effectiveness and efficiency

Source:

GSMA 2017

 

“DELOITTE’S REPORT ON FACEBOOK’S GLOBAL ECONOMIC IMPACT”

  • How does Social Network Analysis play an important role in shaping :
  • Users behavior in terms of conducting businesses

Facebook are connecting billions of people in every part of the world, it helps everyone discover new potential customers and helping the customer to find some new products by connecting with a lot of people online. It helps them discover new products and services from local and global businesses. Those networks could be analysed and maximizes all opportunity using the data of Social Network.

  • The economic outcome locally and globally?

Social Network Analysis does really play an important role in shaping the economic outcome, especially from marketing effects.

Marketing effects estimate the impact from businesses’ use of Facebook marketing tools to drive online and of ine sales, and to increase awareness of their brand.

Facebook gives marketers of all sizes the ability to reach an audience of more than 1.35bn people through
a set of products that connect businesses and people, including Pages and targeted advertising.9

The report considers three sources of effects that create economic impact from marketing: Pages, targeted advertising and referrals.

Pages provide businesses with a way to establish or enhance their presence online across desktop, mobile and tablet. On Facebook people can discover Pages that are relevant to their interests. Targeted advertising, based on characteristics of Facebook’s audience, allows marketers to deliver messages at scale to their most likely customers, which can increase return on advertising.

Integration of advertising into Facebook’s mobile platform gives marketers the ability to connect with people regardless of the device being used and capitalize on the high popularity of Facebook’s app.
In addition to providing a channel for discovery, businesses can also use their online presence on Pages to get customer feedback, crowdsource ideas, and recruit potential employees.

It is estimated that the marketing effect of Facebook
in 2014 enabled $148bn of economic impact and
2.3m jobs globally. North America, which contains Facebook’s largest market, the US, captured nearly
half of the overall global economic impact ($81bn and 870,000 jobs) through a mix of active advertising spend and high page engagement.

They use SNA to target their advertisement, which in the end will boost the consumption of products.

Platform Effects

Apps integrate with Facebook to enhance customer experience, acquisition, and retention and can use advertising to drive installs or engagement. These apps leverage the Facebook developer platform to

enhance their business proposition and increase sales conversions. Furthermore, developers can extend
their reach and monetise their apps with ads from Facebook’s advertisers through the Facebook Audience Network.

  1. Explain the implementation of SMART concepts in integrating Facebook services into a company’s business (Specific, Measureable, Assignable, Realistic, Time-Related)

Specific:

Facebook outcome and goals are pretty specific. Facebook know their goals and how to reach them, the reports also showing positive results. It stated  that in 2014 more than 1.35 billion people around the world logged into Facebook at least once a month, a 14% increase compared to 2013. More than 83% of people active on the platform log in via their mobile devices and many of them return to check their News feed multiple times a day.

Measurable:

Facebook users in United States mainly using mobile platform to engages with Facebook. They reach billions of people by using a single platform.

Assignable:

Facebook connects people using their platform, many businesses joined Facebook and use this to expand their business opportunity. While personal tend to use for communication with other people. Facebook for businesses that use it as marketing platform to connect with consumers and build brand value.

Realistic:

Facebook will gain its beneficial results through this. It estimates the new economic activity enabled through Facebook’s emergence and growth in the relevant ecosystems. Facebook has become a hub that democratizes marketing and it facilitates economic activity for businesses of all sizes. Mainly from marketing.

Time-Related:

Facebook reach their customers (users) as fast as possible, they serve all people around the world.Economic activity of facebook will results in the increasing users over time. Because of the gradually increasing users, especially from business users, this might end up in increasing business economic activity that is conducted through facebook.

Brewing Customer Experience through Social Media

Conventional Business Model:

STARBUCKS BUSINESS MODEL

Starbucks & Vertical Integration

Howard Schultz calls Starbucks’s business model “vertical integration to the extreme,” because the company buys and roasts all its own coffee and sells it through entirely company-owned stores.

Why would Starbucks vertically integrate?

Risks

  • One the negative side, you have a lot of dependencies and there is a great risk of stagnancy in a dynamic market-place.

 

  • The more people you have working for you and the more business-units you have to manage, the higher the complexity level and the more layers are necessary in a command-structure. Therefore everything happens much slower and is also much more expensive.

 

Benefits

 

Starbucks, the core-competencies is quality coffee which it sells at a premium prices. The company is immensely vertically integrated for one purpose alone, maintaining perfect quality throughout the value-chain.

Starbucks is able to ensure a constant supply of coffee beans at a cheaper price with the farms it purchased.

They do not need to depend on a distribution channel for its products to reach the market as it sells its products in its own stores.

Backwards Integration

Starbucks has successfully integrated backwards through:

 

  1. Purchase Agreements with Coffee Growers
  2. Company Owned Bean Roasting Plants
  3. Company Owned Warehousing & Distribution Facilities
  4. Coffee Bean Farm in Costa Rica & China

 

Purchase Agreements with Coffee Grower

They have agreements with grower in 3 main growing regions: Africa/Arabia, Latin America and Asia Pacific.

Starbucks is committed to 100% ethically sourced beans that come from farmers who abide by Coffee and Farmer Equity (C.A.F.E.) Practices.

Coffee Farm

In 2013, Starbucks purchased a 600 acre coffee bean farm. The new farm will facilitate with research and development to offer new hybrid coffee beans and study specific diseases that are devastating the coffee bean crops.

Roasting & Warehousing Plants

Starbucks has many plants across US and the world.

 

Forward Integration

Starbucks has successfully integrated backwards through its company owned stores that sell food, drink, coffee beans, appliances and accessories.

By controlling the value-chain, you can control the experience and maintain the level of quality much better than if you are dependent on external partners.

In the world of coffee, this is an issue when dealing with suppliers in developing nations with varying standards of quality.

Based on Jim Harvey’s speech structures

Starbucks has many plants across the United States that deals with coffee beans and full leaf tea.

SOCIAL MEDIAS

Challenges

• In 2008, sales and traffic had begun to slip for the first time in its history as a public company
• Direct competition from Peets and Coffee Bean increased
• Cheaper alternatives from McDonalds and Dunkin Donuts
• Recession has affected customers’ willingness to spend
• Greater risks in expansion and creating new value innovation
• Continuously building a strong relationship or partnership between Starbucks and social networks
• Constantly making attractive, inspiring, memorable and interesting social media campaigns (both commercial and cause-marketing) to generate buzz to its products and website in order to attract potential customers
• Ability to spot and tackle bad publicity from bloggers or influencers promptly so it won’t compromise Starbucks’ brand reputation
• Ability to address complaints immediately and continually scan the social media environment to avoid bad issues that can go viral

Solutions

• Keep using advanced social media analytics to stay ahead in the coffee business.
• Cultivate relationships with its customers both online and in-stores
• Focus on Social Media campaigns to build strong brand identity. Established Twitter handle in 2008.
• Extend customer experiences through social media.
• Cross-promote by sharing content across different social media networks such as Facebook, Twitter, Foursquare, Pinterest, Instagram, Google+ and YouTube
• Launched MyStarbucksIdea.com in July 2008 for consumers to make suggestions, ask questions, and vent their frustrations
• Introduce attractive, interesting promotion campaigns through social media to generate buzz to its products and increase traffic to its website, such as Tweet-a-Coffee gift cards, Free Pastry Day, and Barista badge
• Promote cause marketing campaigns and CSR (Corporate Social Responsibility) campaigns such as: Create Jobs for USA, Global Month of Service, Starbucks Red, and Starbucks Shared planet to build brand and corporate image.
• Partner with other companies such as Pandora to sponsor playlists
• Strive to create more personalized, friendlier, and transparent messages or conversations on Facebook and Twitter which show customers that Starbucks cares.
• Track and monitor customer sentiments (both positive and negative) in real time using advanced technology in order to improve brand quality and deliver products that customers like.
• Address online complaints immediately and constantly scan the social media environment to avoid rumors and misconceptions that can go viral.

Results

• One of the most ‘liked’ consumer brands on Facebook with more than 36 million fans.
• One of the most searched brands on Foursquare with more than 1.8 million users.
• More than 150,000 ideas submitted through My Starbucks Idea site. Two millions votes have been cast on My Starbucks Idea site and 277 ideas have been brought to life over the past five years. These ideas helped Starbucks improve their overall brand quality, brand image, corporate image and increase sales.
• Number 33 on Facebook’s Leader Board
• Number two for all consumer brand products
• Has 6.17 million Twitter followers
• Rewards campaigns built a community of faithful online followers asking to be included on new products or company news

Data Point

• Established in 1971 in Seattle, Washington
• Maintained its competitive advantage of bringing quality, bistro-style coffee choices to the masses.
• Needs to focus on its core competencies and avoid spreading themselves too thin.
• Need to create new value innovation by continuously enhancing the customer experience by investing in online content and interactivity

Social Media Analysis Questions:

How is the company branding itself?

Starbucks wants to create a perception that all Starbucks products are associated with good quality, enjoyable experience and social responsibility. Starbucks has created many creative, simple, memorable, and meaningful taglines/hashtags and images for its social responsibility, cause-marketing and commercial campaigns to create a good brand reputation. Through social responsibility and cause-marketing campaigns, Starbucks wants its customers to know that Starbucks’ social responsibility is not just merely a program or a press release. It is the way Starbucks does business every day.

What would you say is their social strategy?

Starbucks’s social strategies are:
• To actively engage and listen to their loyal and potential customers through many different types of social media
• To build ongoing conversations with their customers on a regular basis.
• To create a buzz for its products
• To increase traffic to its website
• To continually promote brand recognition and awareness
• To maintain brand loyalty
• To generate or increase sales

Starbucks uses many different types of social media to reach out to their loyal fans or followers and to stay connected with them on a regular basis. These are the social media channels that Starbucks uses:

a. Facebook
The Starbucks Facebook page was created in 2008. In 2014, Starbucks, has approximately 36 millions fans. Using Facebook, Starbucks provides their fans an online community for open discussions where fans can openly share stories, ideas or suggestions, comments, pictures and videos. In their profile, Starbucks provides many tabs that benefits users or fans. These tabs are: locations, jobs, information, Starbucks cards, event, video, photos, and internationals. Through Facebook, Starbucks delivers its campaigns and actively engages with its fans. Fans can also build their own virtual images and share them through Facebook.

b. Twitter
As of today, Starbucks has approximately 6.17 million followers. Starbucks engages with their followers on a daily basis by answering questions and re-tweeting what others are saying about Starbucks. Twitter followers can also receive an e-coupon for a new coffee or tea drink or build their own virtual drink and share it through Twitter.

c. Foursquare
Foursquare is a location-based social networking website for mobile devices. Foursquare allows Starbucks visitors who visit Starbucks locations to earn badges/customer rewards as well as to share their comments and current location with their social circle. Every time a customer checks in with Foursquare, Foursquare will track how many times this customer has been in a specific Starbucks location. The customer who visits a specific Starbucks location the most often becomes the “Mayor” of that specific location and gets a reward.

d. YouTube
Starbucks has 28,972 people subscribing to Starbucks’ YouTube Channel. Starbucks videos on YouTube are not merely about their brand or products. The videos are also about coffee in general. Starbucks uses commercial videos as well as informational videos to provide information and make connections with their audiences. On their informational videos, Starbucks shows the origins of the different coffee blends, making the perfect coffee, farmer stories in Costa Rica, etc. Starbucks also introduces its history through videos, which enable people to learn more about the company and relate more to Starbucks’ brand. In order to popularize Starbucks, it allows people to embed its videos anywhere they want on any website.

e. Starbucks’ Social Network
Starbucks has its own version of a social network, which is “My Starbucks Idea.” My Starbucks Idea allows any Starbucks fan to share, vote, discuss and see ideas in order to make its services or products even better. Viewers not only can share and discuss but also see what others are suggesting and vote for those ideas. Each idea is reviewed. Viewers can make comments on any idea that has been submitted. Good ideas are launched. Some of these ideas include: getting free drinks on birthdays; getting discounts when reloading Starbucks cards; buying ten cups of coffee and getting the eleventh one free; and getting Starbucks VIP cards. In order to let viewers know the status of each idea, a check-mark or a piece of paper-mark is used. A checked-mark idea means that idea has been launched and a piece of paper-idea means that the idea is being reviewed.

f. Blog
Starbucks’ blog is part of My Starbucks Idea. Many Starbucks employees write on the Starbucks Blog which is called “Ideas in Action.” This blog basically talks and discusses what Starbucks will do with the ideas submitted by users on the My Starbucks Idea site.

g. Google+
Starbucks has more than a million followers on Google+. Starbucks posts content every few days. Many of the posts are taken from its Twitter feed and Facebook page.

h. Instagram
Starbucks has 2,511,204 followers on Instagram. Using Instagram, Starbucks interacts with customers through the photo-sharing service.

i. Pinterest
Starbucks has 2,119 Pins on Pinterest. Starbucks uses Pinterest boards as an extension of its storefront or website. Using Pinterest, it interacts with customers through the photo-sharing capabilities.

Through all these Social Media channels, Starbucks keeps sharing useful content, responding to follower/ fan requests, answering, listening, and accepting their ideas. By doing all of these, Starbucks is able to show it genuinely cares and make their fans or followers feel that they are an important part of Starbucks.

What other business channels is the company promoting on Twitter (Facebook, blog, website)? How are they being integrated?

In 2013 Starbucks launched a “Tweet-a-Coffee” campaign on Twitter. Tweet-a-coffee is a way to send $5 Starbucks Card eGifts to Twitter friends and followers. In order for it to work, a sender must have a Starbucks account and link his/her account to Twitter. The sender then enters his/her credit card information to tweet “a coffee” $5 Starbucks gift card to friends of their choice. The “Tweet-a-Coffee” campaign program has generated more than $180,000 in purchases since it launched.

b-Web Models:

 

ANALYTICS INFRASTRUCTURE

ANALYTICS INFRASTRUCTURE

Analytic infrastructure to be the services, applications, utilities and systems that are used for either preparing data for modeling, estimating models, validating models, scoring data, or related activities. For example, analytic infrastructure includes databases and data warehouses, statistical and data mining systems, scoring engines, grids and clouds.

So, this infrastructure will be the main component of all services, apps, utilities and system. The infrastructure will serve the process of all activities that uses the infrastructure itself. The better infrastructure usually will lead to better performance of processing, such as faster and more efficient works (modelling, validating, etc)

We will need Analytics Infrastructre in order to analyse some data, such as customer information data used to segment the market or customer profiling, historical stock price to predict future stock price, customer purchase decision modelling, knowledge management information flow modelling.

Written by:

Wirawan Rizkika

MB-38-INT-1

1401140469