NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Fundamentals of Big Data & Business Analytics
Internal Assignment Applicable for December 2020 Examination

1. Digital music is gaining firmer ground in India. 56 percent of digital music revenue in
Asia comes from music streaming. Players like Gaana, Hungama, Saavn, Wynk etc.
offer users to stream music online and save songs offline with a premium subscription.
They have grabbed a significant share of the audience who has given up the traditional

methods of downloading music to streaming it online. Advertisers and telecom
providers have also joined the bandwagon. The primary reasons for this growing
popularity can be attributed to the rise in the number of digital natives, improved
internet connectivity, more localized curated song lists, personalization of content,
competitive pricing, huge library, availability across different platforms, simple user
interface and sharing digital music with others across social platforms. How can the
music industry use analytics to predict future hits, describe current trends and
recommend best offerings for customers? (10 Marks)

2. Vivojio, a mobile handset maker, has had a meteoric rise as the „flagship smartphone‟
killer in the past few years, challenging the dominance of other brands. Assume you
have been hired as a data analytics consultant by one of its competitors. Identify social
media analytics tools that can be deployed to understand consumer behavior and
trends. Identify mobile analytics approaches and tools that can be deployed to
understand and leverage mobile usage behavior. (10 Marks)

3. Retailers use analytics in a variety of ways. Specialty retailers use video analytics to
study customer paths and behavior, helping them to design more effective store
layouts. Big Box retailers invest in Wi-Fi networking and new mobile way-finding
apps to help customers navigate through large stores or malls, getting them to desired
products faster. Resorts and hotels are investing in mobile analytics to gather shopper
information from their retail spaces. Mall operators are using the network to track
social media and shopping patterns, and delivering this value-add information to
tenants. Grocery and fast-moving goods retailers are utilizing video analytics for traffic
and conversion analysis, and then using the same information to integrate workforce
management and re-align staffing based on traffic trends. Specialty retailers are using
social sentiment analytics to improve “voice of the customer” feedback to assess

overall brand status and the launch of new products, services, or offers. Retailers can
use analytics tools to measure traffic, wait times, and queue lengths, proactively
anticipating resource demands across the store. For example, front-end staffing
demand in grocery can be anticipated using a combination of real-time traffic counting,
trip time data, and data on staff on hand. Resources are thus dynamically allocated
based on real-time information, improving productivity of labor hours and improving
customer satisfaction. Through presence and location-based mobility analytics,
retailers pinpoint the location of opt-in shoppers when they are close to a store
location. With personalized reminders or discount offers sent directly to their
smartphones, consumers are more motivated to visit the store if they are nearby.
Combining social and mobile analytics with loyalty information, retailers can create
personalized, more relevant engagements with shoppers. For example, say that a
customer enters the shoe department. Their store history shows that 60% of past
purchases included a coupon. The retailer can improve the chance of another sale by
sending, in real time, a special offer or communicating through Twitter about a current
promotion. Such communications change the customer/store relationship from
transaction-based to more value-based, creating more sustainable brand loyalty.
(Source: Beyond Big Data: How Next-Generation Shopper Analytics and the Internet
of Everything Transform the Retail Business.

https://www.insight.com/content/dam/insight-web/en_US/article-
images/whitepapers/partner-whitepapers/beyond-big-data-how-next-generation-
shopper-analytics-and-the-internet-of-everything-transform-the-retail-business.pdf)

a. Give an example of how an Indian retailer has used analytics to improve customer
experience within the store. (5 Marks)
b. Give an example of a how an Indian retailer has used social and mobile analytics for
better customer engagement. (5 Marks)