The British Library needs the use of big data to keep track of user searches. In addition, through IBM, the British Library can provide users with access to websites that no longer exist but that may be of interest to searchers. Thus, the company uses big data to manage resources and meet searchers’ needs.
State and federal law enforcement agencies use big data analytics to identify crime patterns that occur, enabling them to prevent a recurrence. Some relationships between crimes may be obscure to humans, but maintaining and analyzing big data considers all factors to obtain more extensive information. In addition, big data allows you to collect information about criminals based on their activity on the Internet, which helps to identify criminal activity faster.
The New York City Police Department (NYPD), with the help of IBM, collected data on “over 120 million criminal complaints, 31 million national crime records, and 33 billion public records” (Big data, big rewards, 2014, p.261). It gives the police department access to information that improves their performance, such as photos of suspects and crime scenes.
The world’s largest wind energy company, Vestas, uses big data to select the best location for wind turbines. Previously, this process took up to three weeks, given the amount of information that needed to be analyzed. The use of IBM systems made it possible to expand the company’s wind library and explore the location and weather conditions using 178 parameters in 15 minutes (Big data, big rewards, 2014).
Hertz uses big data analytics to analyze customer behavior and quickly respond to feedback or mood swings. Centralized collection and analysis of data from all the company’s stores help to understand customers’ needs better and promptly adapt to them. Consequently, maintaining and analyzing big data helped raise its productivity and the level of customer content with the services provided.
Reference
Big data, big rewards. (2014). In K.C. Laudon & J.P. Laudon (Eds.), Management Information Systems: Managing the digital firm, (pp. 261-262). Pearson.