SECTION 1: GENERAL MANAGEMENT

ii ii ii
 EXECUTIVE iiSUMMARY

1. General iiManagement
E-commerce iiis iimost iiclosely iiassociated iiwith iithe iiinternet, iiand iihas iideveloped iiin iitandem iiwith
ii the iigrowth iiof iithe iimedium. iiE-commerce iihas iiproven iiso iisuccessful iibecause iiit iioffers iisignificant
ii advantages iito iiboth iiconsumers iiand iiretailers. iiOnline iiretailers iioften iisell iiproducts iiand iiservices iiat
ii a iisignificant iidiscount iito iithose iioffered iiby iitraditional iioutlets, iiand iibuying iionline iiis iiconvenient:
ii consumers iican iimake iitheir iipurchases iifrom iithe iicomfort iiof iitheir iiown iihome, iiand iihave iithem
ii delivered iito iitheir iidoor. iiFlipkart iiis iiamongst iithe iitop ii20 iiIndian iiWeb iisites iiand iihas iibeen iicredited
ii with iibeing iiIndia's iilargest iionline iibookseller iiwith iiover ii11 iimillion iititles iion iioffer.

2. Functional iiSpecialization
There iihas iibeen iian iiincreasing iiemphasis iion iiBig iiData iiAnalytics iiin iie-commerce iiin iirecent iiyears.
ii However, iiit iiremains iipoorly-explored iias iia iiconcept, iiwhich iiobstructs iiits iitheoretical iiand
ii practical iidevelopment. iiThis iireport iiexplores iiBDA iiin iie-commerce iiby iidrawing iion iia iisystematic
ii review iiof iithe iiliterature. iiThe iipaper iipresents iian iiinterpretive iiframework iithat iiexplores iithe
ii definitional iiaspects, iidistinctive iicharacteristics, iitypes, iibusiness iivalue iiand iichallenges iiof iiBDA
ii in iithe iie-commerce iilandscape. iiThe iipaper iialso iitriggers iibroader iidiscussions iiregarding iifuture
ii research iichallenges iiand iiopportunities iiin iitheory iiand iipractice.

3. Corporate iiSocial iiResponsibility

Corporate iiSocial iiResponsibility iiis iia iimanagement iiconcept iiwhereby iicompanies iiintegrate iisocial
ii and iienvironmental iiconcerns iiin iitheir iibusiness iioperations iiand iiinteractions iiwith iitheir
ii stakeholders.
As iia iileader iiin iidigital iitransformation, iia iiresponsible iicompany iiworking iito iiensure iithat
ii technology iiand iiinnovation iidrive iisustainable iiand iisocial iidevelopment. iiThey iihave iistrengthened
ii this iicommitment iito iiour iiemployees, iiclients, iiand iipartners iiby iileveraging iithree iifundamental
ii pillars: iiDiversity, iiDigital iiInclusion, iiand iiEnvironmental iiSustainability.
 EXECUTIVE iiSUMMARY

The iiInternet, iias iia iimean iifor iiboth iifirms iiand iiindividuals iito iiconduct iibusiness, iiis iinowadays iione
ii of iithe iimost iiwidely iiused iinon-store iiformats. iiWith iipopular iitrends iiand iidemands iithe iiconcept iiof
ii the iiInternet iias iithe iiway iiforward iito iiincrease iiprofit iimargins, iicompanies iinew iiand iiold iiare
ii creating iiwebsites iihere iiand iithere. iiThe iisignificance iifor iiretailers iito iihaving iia iiweb iisite iiis iithat iia
ii web iisite iiis iiinformational iiand iitransactional iiin iinature, iias iithe iiweb iisite iican iibe iiused iifor
ii advertising iiand iidirect iimarketing; iisales; iicustomer iisupport iiand iipublic iirelations. iiIt iihas iibeen
ii more iithan iia iidecade iisince iibusiness-to-consumer iiE-commerce iifirst iievolved.

Electronic iicommerce, iicommonly iiknown iias iiecommerce, iiis iia iitype iiof iiindustry iiwhere iibuying
ii and iiselling iiof iiproduct iior iiservice iiis iiconducted iiover iielectronic iisystems iisuch iias iithe iiInternet
ii and iiother iicomputer iinetworks. iiElectronic iicommerce iidraws iion iitechnologies iisuch iias iimobile
ii commerce, iielectronic iifunds iitransfer, iisupply iichain iimanagement, iiInternet iimarketing, iionline
ii transaction iiprocessing, iielectronic iidata iiinterchange ii(EDI), iiinventory iimanagement iisystems, iiand
ii automated iidata iicollection iisystems.
E-commerce iican iibe iidivided iiinto:
 E-tailing iior ii"virtual iistorefronts" iion iiwebsites iiwith iionline iicatalogues, iisometimes
ii gathered iiinto iia ii"virtual iimall"
 The iigathering iiand iiuse iiof iidemographic iidata iithrough iiWeb iicontacts iiand iisocial iimedia
 Electronic iiData iiInterchange ii(EDI), iithe iibusiness-to-business iiexchange iiof iidata
 E-mail iiand iifax iiand iitheir iiuse iias iimedia iifor iireaching iiprospective iiand iiestablished
ii customers ii
 Business-to-business/ iiBusiness-to-Customer iibuying iiand iiselling
 The iisecurity iiof iibusiness iitransactions

Flipkart iistarted iiwith iiconsignment iimodel, iisince iimost iiof iithe iicustomer iiissues iilike iidelivery
ii delays iietc. iiresult iifrom iiprocurement iimodel, iithe iicompany iistarted iiopening iiits iiown iiwarehouses
ii as iiit iistarted iigetting iimore iiinvestments. iiThe iicompany iiopened iiits iifirst iiwarehouse iiin iiBangalore
ii and iilater iion iiopened iiwarehouses iiin iiDelhi, iiKolkata iiand iiMumbai. iiToday iithe iicompany iiworks
ii with iimore iithan iithousands iiof iisuppliers. iiAs iion iidate iimore iithan ii80% iiorders iiof iiFlipkart iiare
ii handled iivia iiwarehouses iiwhich iihelp iiin iiquick iiand iiefficient iiservice
2
 CHAPTER 1: INTRODUCTION ii ii

SECTOR: iiE-COMMERCE
ii are iiexpected iito iireach ii220 iimillion iiby
 The iiIndian iiE-commerce iiindustry iihas ii 2025.
ii been iion iian iiupward iigrowth iitrajectory
ii and iiis iiexpected iito iisurpass iithe iiUS iito
ii become ii the ii second largest
ii ii E-
commerce iimarket iiin iithe iiworld iiby
ii 2034. iiThe iiE-commerce iimarket iiis
ii expected iito iireach iiUS$ ii200 iibillion iiby
ii 2026 iifrom iiUS$ ii38.5 iibillion iiin ii2017. ii
 India's iie-commerce iimarket iihas iithe
ii potential iito iigrow iithan iifour iifolds iito
ii US$ ii150 iibillion iiby ii2022 iisupported iiby
ii rising iiincomes iiand iisurge iiin iiinternet
ii users
 With ii growing ii internet ii penetration,
ii internet iiusers iiin iiIndia iiare iiexpected iito
ii increase iifrom ii445.96 iimillion iiin ii2017  India’s iiinternet iieconomy iiis iiexpected
ii to ii829 iimillion iiby ii2021. iiAs iiof iiJune ii to iidouble iifrom iiUS$125 iibillion iias iiof
ii 2019, iiinternet iisubscribers iiin iiIndia ii April ii2017 iito iiUS$ ii250 iibillion iiby
ii stood iiat ii665.31 iimillion. ii 2020, iimajorly iibacked iiby iiEcommerce.

 Each ii month, ii India ii is ii adding  Digital iitransactions iiare iiexpected iito

ii approximately ii10 iimillion iidaily iiactive ii reach iiUS$ ii100 iibillion iiby ii2020.
ii internet ii users ii to ii the ii internet  Through iiits ii‘Digital iiIndia’ iicampaign
ii community iisupporting iithe iiecommerce ii the iiGovernment iiof iiIndia iiis iiaiming iito
ii industry iiwhich iiis iithe iihighest iirate iiin ii create ii a trillion
ii ii dollar ii online
ii the iiworld. iiOnline iishoppers iiin iiIndia ii economy ii by2025.

3
Growth iiof iiE-commerce iiin iiIndia

 Propelled iii by iii rising iii smartphone iii Ecommerce iiisector iiiexpected iiito iiigrow
iii penetration, iii the iii launch iii of iii 4G iii 1,200 iiiper iiicent iiiby iii2026.
iii networks iiiand iiiincreasing iiiconsumer ii

iii wealth, iii the iii Indian iii E-commerce

iii market iiiis iiiexpected iiito iiigrow iiito iiiUS$
iii 200 iiibillion iiiby iii2027 iiifrom iiiUS$ iii38.5
iii billion iiiin iii2017.
 E-commerce iiiis iiiincreasingly iiiattracting
iii customers iiifrom iiiTier iii2 iiiand iii3 iiicities,
iii where iiipeople iiihave iiilimited iiiaccess iiito
iii brands iiibut iiihave iiihigh iiiaspirations.
iii Average iiionline iiiretail iiispending iiiin
iii India iiiwas iiiUS$ iii224 iiiper iiiuser iiiin
iii 2017. ii
 The iii Government iii e-marketplace
iii (GeM), iii three iii years iii after iii its  Government iii e-Marketplace iii (GeM)

iii inauguration iii saw a

iii iii cumulative iii signed iii a iii Memorandum iii of

iii procurement iiiby iiithe iiicentral iiiand iiistate iii Understanding iii(MoU) iiiwith iiiUnion

iii governments iii of iiiRs iii 24,183 iii crore iii Bank iii of iii India iii to iii facilitate iii a

iii (US$ iii3.46 iiibillion) iiiin iiiFY19 iiiand iiihas iii cashless, iiipaperless iiiand iiitransparent

iii a iiitarget iiiof iiiRs iii50,000 iii(US$ iii7.15 iii payment iiisystem iiifor iiian iiiarray iiiof

iii billion) iiicrore iiiin iiiFY20. ii iii services iiiin iiiOctober iii2019.

 By iii 2022, iii smartphone iii users iii are

iii expected iiito iiireach iii476 iiimillion iiiand

4
Online iiRetail iiMarket

 The iiionline iiiretail iiimarket iiiin iiiIndia iiiis

iii estimated iiito iiibe iiiworth iiiUS$ iii17.8
 Electronics iiiis iiicurrently iiithe iiibiggest
iii billion iiiin iiiterms iiiof iiigross iiimerchandise
iii contributor iiito iiionline iiiretail iiisales iiiin
iii value iii(GMV) iiias iiiof iii2017. iiiIndia iiihas
iii India iiiwith iiia iiishare iiiof iii48 iiiper iiicent,
iii secured iiithe iiihighest iiiCAGR iiiamong
iii followed iiiclosely iiiby iiiapparel iiiat iii29 iiiper
iii major iiieconomies iiiin iiionline iiisales iiiat
iii cent. iii By iii 2025, iii non-electronics
iii 70 iiiper iiicent iiiin iiithe iiionline iiiretail
iii categories iiiare iiiexpected iiito iiitake iii80
iii market iii over iii the iii years iii 2012-17.
iii per iiicent iiishare iiiin iiionline iiiretail iiiin
iii Online iii retail iii sales iii in iii India iii are
iii India. ii
iii expected iiito iiigrow iiiby iii31 iiiper iiicent iiito
iii touch iiiUS$ iii32.70 iiibillion iiiin iii2018, iiiled
iii by iiiFlipkart, iiiAmazon iiiIndia iiiand iiiPaytm
iii Mall. ii
 E-retail iiimarket iiiis iiiexpected iiito iiicontinue
iii its iiistrong iiigrowth, iiiby iiiregistering iiia
CAGR iiiof iiiover iii35 iiiper iiicent iiiand iiito
iii

iii reach iiiRs iii1.8 iiitrillion iii(US$ iii25.75

iii billion) iiiby iiiFY20.
 As iiiof iiiJuly iii2018, iiithe iiinumber iiiof
iii transactions iiiin iiiE-commerce iiiretailing
iii is iii1-1.2 iiimillion iiiper iiiday iiiand iiion iiiE-
commerce iii platforms iii are iii 55-60
iii million iiiper iiimonth. iiiWith iiicost iiiof
iii servicing iiitier-II iiiand iiiother iiismaller
iii cities iiigoing iiidown, iiimost iiiof iiie-retail’s
iii growth iiiin iiithe iiicountry iiiis iiigoing iiito
iii come iiifrom iiithere. iiiOverall, iiionline
iii shoppers iiiin iiiIndia iiiare iiiexpected iiito

5
 iii cross iii120 iiimillion iiiin iii2018 iiiand iii eventually iii220 iiimillion iiiby iii2025. iii

COMPANY: iiFLIPKART

Things are easier said than done! To realize our dreams and that also in such a grand manner
is really a tough task. The founders of Flipkart have probably conquered their dreams with the
amazing success of Flipkart. Flipkart is something which has really opened up the Indian e-
commerce market and that also in a big way.

Flipkart was co-founded by SACHIN BANSAL and BINNY BANSAL in Oct 2007. Both are
graduates from IIT-Delhi and have prior work experience in Amazon.com. They both were
solid coders and wanted to open a portal that compared different e-commerce websites, but
there were hardly any such sites in India and they decided to give birth to their own e-
commerce venture - Flipkart.com. Thus was born Flipkart in Oct 2007 with an initial
investment of 4 lacs (co-founders savings). It was never going to be easy since India has bad
past experiences with e-commerce trading. It was not an easy segment to break into, people
were very particular in paying money for something which they had not seen and received.
The trust was missing in the Indian customers. So what Flipkart had to do was to instill trust
and faith in their customers, and they did exactly the same.

Flipkart began with selling books, since books are easy to procure, target market which reads
books is in abundance, books provide more margin, are easy to pack and deliver, do not get
damaged in transit and most importantly books are not very expensive, so the amount of
money a customer has to spend to try out one's service for one time is very minimal. Flipkart
sold only books for the first two years.

This means e-commerce in India was mostly non-existent at that time and there was no
certainty about its future. Still, the Bansals decided to take this risk and now it has turned out
to be a huge success.

6
One of the major problems that Flipkart tackled during its initial years was online payments
because at that time, people in India were averse to make online payments to a virtual store,
due to fear of frauds and loss of money.

To deal with this issue, Flipkart launched its ‘Cash on Delivery’ service, which helped to
build confidence among online buyers. It also made significant efforts to improve the supply
chain system, which helped the company to ensure timely delivery to its customers.

Acquisition iiby iiWalmart

On ii4 iiMay ii2018, iiit iiwas iireported iithat iithe iiUS iiretail iichain iiWalmart iihad iiwon iia iibidding iiwar
ii with iiAmazon iito iiacquire iia iimajority iistake iiin iiFlipkart iifor iiUS$15 iibillion. iiOn ii9 iiMay ii2018,
ii Walmart iiofficially iiannounced iiits iiintent iito iiacquire iia ii77% iicontrolling iistake iiin iiFlipkart iifor
ii US$16 iibillion, iisubject iito iiregulatory iiapproval. iiFollowing iithe iiproposed iipurchase, iiFlipkart
ii co-founder iiSachin iiBansal iileft iithe iicompany, iiwhile iithe iiremaining iimanagement iinow iireport
ii to iiMarc iiLore, iiCEO iiof iiWalmart iiUS. iiWalmart iipresident iiDoug iiMcMillan iicited iithe
ii "attractiveness" iiof iithe iimarket, iiexplaining iithat iitheir iipurchase ii"is iian iiopportunity iito iipartner
ii with iithe iicompany iithat iiis iileading iitransformation iiof iiE-Commerce iiin iithe iimarket". iiIndian
ii traders iiprotested iiagainst iithe iideal, iiconsidering iithe iideal iia iithreat iito iidomestic iibusiness.

In iia iifiling iiwith iithe iiU.S. iiSecurities iiand iiExchange iiCommission iion ii11 iiMay ii2018, iiWalmart
ii stated iithat iia iicondition iiof iithe iideal iiprescribed iithe iipossibility iithat iiFlipkart's iicurrent iiminority
ii shareholders ii"may iirequire iiFlipkart iito iieffect iian iiinitial iipublic iioffering iifollowing iithe iifourth
ii anniversary iiof iiclosing iiof iithe iitransactions iiat iia iivaluation iino iiless iithan iithat iipaid iiby
ii Walmart".

Following iithe iiannouncement iiof iiWalmart's iideal, iieBay iiannounced iithat iiit iiwould iisell iiits iistake
ii in iiFlipkart iiback iito iithe iicompany iifor iiapproximately iiUS$1.1 iibillion, iiand iire-launch iiits iiown
ii Indian iioperations. iiThe iicompany iistated iithat ii"there iiis iithe iihuge iigrowth iipotential iifor iie-
commerce iiin iiIndia iiand iisignificant iiopportunity iifor iimultiple iiplayers iito iisucceed iiin iiIndia's
ii diverse, iidomestic iimarket." iiSoftbank iiGroup iialso iisold iiits iientire ii20% iistake iito iiWalmart,
ii without iidisclosing iiterms iiof iithe iisale.

The iiacquisition iiwas iicompleted iion ii18 iiAugust ii2018. iiWalmart iialso iiprovided iiUS$2 iibillion iiin
ii equity iifunding iito iithe iicompany.

7
On ii13 iiNovember ii2018, iiFlipkart iiCEO iiBinny iiBansal iiresigned, iiafter iifacing iian iiallegation iiof
ii "serious iipersonal iimisconduct". iiWalmart iistated iithat ii"while iithe iiinvestigation iidid iinot iifind
ii evidence iito iicorroborate iithe iicomplainant's iiassertions iiagainst iiBinny, iiit iidid iireveal iiother
ii lapses iiin iijudgment, iiparticularly iia iilack iiof iitransparency, iirelated iito iihow iiBinny iiresponded iito
ii the iisituation."

Regulatory iiAction iiand iiLawsuits

 In iiNovember ii2012, iithe iiEnforcement iiDirectorate iibegan iiinvestigating iiFlipkart iifor

ii alleged iiviolations iiof iiforeign iidirect iiinvestment iiregulations iiof iithe iiForeign iiExchange
ii Management iiAct, ii1999. ii iiOn ii30 iiNovember ii2012, iiFlipkart's iioffices iiwere iiraided iiby
ii the iiEnforcement iiDirectorate. iiDocuments iiand iicomputer iihard iidrives iiwere iiseized iiby
ii the iiregulatory iiagency. ii
 In iiAugust ii2014, iithe iiEnforcement iiDirectorate iiclaimed iithat iiit iihad iifound iiFlipkart iito
ii be iiin iiviolation iiof iithe iiForeign iiExchange iiManagement iiAct. ii
 The iiDelhi iiHigh iiCourt iiobserved iiviolation iiof iiforeign iiinvestment iiregulations iiby iie-
commerce iifirms iiincluding iiFlipkart. ii
 In iiJanuary ii2016, iipublic iiinterest iilitigation iicame iiup iifor iihearing iiwhich iiaccused
ii Flipkart iiof iicontravention iiof iiforeign iiinvestment iinorms. iiThe iicourt iiasked iithe iiReserve
ii Bank iiof iiIndia iito iiprovide iithe iilatest iicircular iion iiforeign iiinvestment iipolicy. ii
 In iiJanuary ii2016, iithe iiDepartment iiof iiIndustrial iiPolicy iiand iiPromotion ii(DIPP)
ii clarified iithat iiit iidoes iinot iirecognize iithe iimarketplace iimodel iiof iionline iiretail. ii
 In iiFebruary ii2016, iiHealth iiMinister, iiJ iiP iiNadda, iiinformed iithat iithe iiMaharashtra iiFDA
ii had iitaken iiaction iiagainst iiFlipkart, iiamong iiothers, iifor iiselling iidrugs iiwithout iivalid
ii license.

Criticism

8
 On ii13 iiSeptember ii2014, iia iiFlipkart iidelivery iiboy iiallegedly iimolested iia iihousemaid iiin
ii Hyderabad. iiThe iihousemaid's iiemployer iihas iibeen iifighting iiagainst iiFlipkart iifor iijustice
ii on iithis iiissue, iiand iialso iifor iimaking iioffline iidelivery iiservices iisafe. ii
 In ii2014, iicompetitors iisuch iias iiFuture iiGroup ii(owner iiof iiretail iichain iiBig iiBazaar) iifiled
ii complaints iiwith iiIndia's iiMinistry iiof iiCommerce iiand iiIndustry, iialleging iithat iithe iisite's
ii Big iiBillion iiDays iidiscounts iiundercut iiprices iiin iia iimanner iipredatory iito iiother iiretailers.
ii The iiministry iistated iithat iiit iiwould iilook iiinto iithe iicomplaints. ii
 In iiApril ii2015, iiFlipkart iifaced iicriticism iifor iibeing iia iilaunch iipartner iiin iithe iiAirtel iiZero
ii program, iialleging iithat iithe iizero-rating iischeme iiviolated iithe iiprinciples iiof iinet
ii neutrality. iiFlipkart iilater iipulled iiout. ii
 In ii2015, iiaround ii400 iidelivery iiexecutives iiworking iiwith iieKart, iithe iilogistics iiarm iiof
ii Flipkart, iiwent iion iistrike iito iiprotest iipoor iiworking iiconditions. iiComplaints iiincluded
ii seven-day iiworkweeks, iiextended iihours, iilack iiof iiclean iitoilets iiand iimedical iiassistance
ii for iibike iiriders iiinvolved iiin iiaccidents. iiIn ii2016, iidelivery iiexecutive iiNanjunda iiSwamy
ii was iimurdered iiby iia iicustomer iiwho iidid iinot iihave iimoney iito iipay iifor iia iiproduct. iiIn
ii response, iiFlipkart iilaunched iia iisafety iiinitiative ii-'Project iiNanjunda', iinamed iiafter iithe
ii deceased iiexecutive. iiThis iiincluded iian iiSOS iibutton iiin iithe iimobile iiapp ii(called iithe
ii Nanjunda iibutton) iithat iicould iibe iiused iiby iifield iiexecutives iiin iicases iiof iiemergencies. ii
 Sellers iion iiFlipkart iihave iibeen iifacing iiseveral iichallenges iiwhile iidoing iibusiness iion iiits
ii marketplace, iito iithe iiextent iithat iisome iiof iithem iihave iihad iito iiquit iithe iiportal. iiSome iiof
ii these iichallenges iiinclude iiFlipkart's iiunfair iipolicies iitowards iisellers, iilack iiof iia
ii competent iilogistics iiservice, iiand iicustomer iireturns iithat iiare iipurely iias iia iiresult iiof
ii consumer iifraud. ii

9
JOURNEY iiOF iiFLIPKART

2019 Launched iiismart iiiassistive iiifeature iiicalled iiiFlipkart iiiSaathi

Launches iiiits iiionline iiigrocery iiistore iii‘Supermart’ iiiin iiiMumbai.
Flipkart iiibrings iiiUS iiibrand iiiNautica iiionboard iiito iiitap iiiIndian iiifashion iiimarket.

2018 Walmart iiiacquired iii77 iiiper iiicent iiistake iiiin iiiFlipkart iiifor iiiUS$ iii16 iiibillion.
Launched iiifund iiito iiiinvest iiiin iiiearly-stage iiistartups iiito iiiseed iiiinnovation iiiin iiiareas
iii related iiito iiie-commerce iiiecosystem.

2017 PhonePe iiicrosses iii10 iiimillion iiidownload iiion iiiGoogle iiiPlaystore.

Softbank iiiVision iiiFund iiiinvested iiiin iiiFlipkart iiiafter iiiwhich iiiFlipkart iiihad iiiin
iii excess iiiof iiiUS$ iii4 iiibillion iiiof iiicash iiion iiiits iiibalance iiisheet

2016 Crossed iii100 iiimillion iiiregistered iiicustomers. iiiAcquire iiiUnified iiiPayment

iii Interface iii(UPI) iiibased iiistartup iiiPhonePe, iiiIndia’s iiifirst iiiUPI iiibased iiiapp.

2014 Flipkart iiibecame iiithe iiifirst iiiIndian iiiinternet iiiretailer iiito iiiregister iiiUS$ iii1.9 iiibillion
iii gross iiimerchandise iiivalue iii(GMV). iiiAcquired iiifashion iiie-seller iiiMyntra.

2013 Launched iiiPayZippy, iiian iiionline iiipayments iiisolution iiifor iiimerchants iiiand

10
 iii customers.
Sold iii100,000 iiibooks iiiin iiia iiisingle iiiday.

2012 Launched iiilifestyle iiiand iiifashion iiiportfolio. iiiLaunched iiielectronics iiiprivate iiilabel
iii DigiFlip.

2011 Launches iiidigital iiiwallet. iiiDelivery iiito iiimore iiithan iii600 iiicities iiiin iiiIndia.

2010 Launched iiiMusic, iiiMovies iiiand iiiMobiles iiicategory.

Launched iiicash iiion iiidelivery. iiiFlipkart iiialso iiilaunched iiiits iiilogistic iiiarm, iiiEkart

2007 Founded iiiin iii2007 iiiand iiilaunched iiibooks.

CHAPTER 2: LITERATURE REVIEW

ii ii ii

A iistudy iion iicustomer iisatisfaction iitowards iiflipkart, iiChennai ii(June, ii2015)

This iipaper iipresents iithe iistudy iito iiexamine iithe iicustomer iisatisfaction iitowards iiFlipkart.com iiusers
ii in iiChennai iicity. iiAlso iitried iito iifind iiout iivarious iiattributes iiof iiFlipkart iiusers iiof iiChennai iicity
ii towards iithe iionline iishopping. iiThe iistudy iiresult iiconcluded iithat iifuture iiof iie-tailers iiin iiIndia
ii especially iiin iicities iilooking iivery iibright. iiFlipkart.com iioffering iibest iiprices, iigood iiproducts iiand
ii completely iieasy iishopping iiexperience iifor iiour iicustomers. iiThe iisuccess iiof iiany iie-tailer iicompany
ii in iiIndia iiis iidepending iiupon iiits iipopularity, iiits iibranding iiimage, iiits iiunique ii& iifair iipolicies, iiand
ii its iicustomer iirelations iietc.

Flipkart: iiFlipping iithings iiinto iieverybody iiKart ii

A iimodest iiattempt iibring iiout iithe iiphilosophy iibehind iiecommerce iigiant iiof iiIndia, iiwhat iiare iithe
ii bricks iibehind iithese iiclicks iiand iihow iiit iimanage iito iiadapt iitimely iito iicreate iifavorable iienvironment
ii for iiits iisuccess.

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The iiwar iibetween iiflipkart iiand iiamazon iiIndia: iia iistudy iion iicustomer iiperception ii(May,
ii 2019)

The iie-tailing iiwebsites iitry iito iioutrun iitheir iicompetitors iiby iiadopting iinewer iistrategies iievery iitime
ii and iithereby iigain iibetter iigoodwill iiin iithe iimarket iiwhich iiwill iiultimately iiincrease iitheir iiweb
ii traffic. iiThis iistudy iiis iian iiinsight iiinto iithe iicompetitive iiscenario iiof iithe iie-commerce iiindustry iiof
ii India. iiIt iiaims iito iicheck iithe iirivalry iibetween iithe iitwo iigiants iithat iioperate iiin iiIndia iiviz. iiAmazon
ii India iiand iiFlipkart iiand iiponder iiupon iithe iicustomer iiperception iitowards iithese iistrategies iithat iiboth
ii the iifirms iiadopt iifrom iitime iito iitime.

CHAPTER 2: METHODOLOGY
ii ii

Objective: ii
• To iiget iia iibasic iioverview iiof iithe iiIndian iiInformation iiTechnology iisector
• To iiunderstand iifuture iiscope iiof iithis iisector
• To iiget iia iibasic iioverview iiof iiCapgemini iiand iiits iihistory

Nature iiof iiResearch: iiExploratory

Type iiof iiSources: iiSecondary

Data iiCollection iiSources: ii

 Website
 Research iiPapers
 Articles

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 CHAPTER 4: FINDINGS
ii ii

BUSINESS iiMODEL

1. iiCustomer iiSegments ii

Massive iiUrban iiMarket ii– iiwho iiprefers iito iibuy iionline

 Flipkart iihas iigrown iiinto iian iienormous iiplatform iifor iia iivast iimarketplace iiin iiIndia iifor iithe
ii time iibeing.

 Currently, iiFlipkart iimarketplace iiis iionly iiopen iiand iiavailable iifor iideliveries iito iibe iimade
ii anywhere iiwithin iiIndia.

Discount iiLovers ii– iiPromotional iiOffers ii& iiSpecial iiPricing iifor iiCustomers

 Flipkart iioffers iiits iiloyal iiand iinew iicustomers iipromotional iioffers ii& iispecial iipricing iiduring
ii the iiholidays.

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  They iialso iiprovide iibranded iiproducts iiat iireasonable iiprices ii– iiThis iiis iialso iia iigreat iiway iito
ii ensure iidiligent iitreatment iitowards iiloyal iicustomers iiand iihelp iifurther iiintroduce iiits
ii products iito iipotential iimarketplaces.

Book iiLovers

 Flipkart iioriginally iistarted iiselling iibooks iiand iinow iihave iiexpanded iito iimajor iielectronics iiat
ii a iimassive iiscale iifor iiadults iiand iichildren.

Customers iiwho iiprefer iiconvenience iiand iiaccessibility

 Flipkart iiproducts iiare iieasily iiaccessible iithrough iitheir iiofficial iiwebsite.

 Flipkart iiproducts iican iibe iiaccessed iithrough iiFlipkart’s iisoftware iiapplications iiprograms.
ii (Google iiPlay ii& iiiTunes)

Customer iitargeted iiby iiProduct

 Flipkart’s iimost iisuccess iiis iidriven iiby iithe iismart iianalytics iithat iiis iievaluated iifor iithe iimarket
ii places.

 Its iisocial iimedia iiplatforms iiare iianother iiset iiof iisources iithat iihelp iithe iianalyst iiidentify iiwhat
ii consumers iiare iiinto iinowadays, iiand iiwhat iiis iithe iirecent iitrend.

 Flipkart iitargets iithose iiproducts iithat iiare iiin iihigh iidemand iito iipotentially iimake iia iisale.

2. iiValue iiPropositions

Exclusive iiProduct iiLaunch

 Electronics

 TVs ii& iiAppliances

 Baby ii& iiKids

 Home ii& iiFurniture

 Sports, iiBooks ii& iiMore

Unique iiFeatures

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  Customer iiLogin ii& iiSignup iiarea

 Sell iion iiFlipkart iias iia iiSeller

 24x ii7 iiCustomer iiServices

 Advertise iiwith iiFlipkart

 Software iiApplication ii(Dual iiInterface)

 Flipkart iiAssured– iibadge iifor iihigh-quality iiproducts iiand iifaster iidelivery.

Convenience
 Before iithe iiFlipkart iilaunch, iiIndia iiconsumers iiused iito iipurchase iisuch iigoods iidirectly iifrom
ii Amazon, iiAli iiBaba, iiSnapdeal iiand iiother iicompetitive iiplatforms iithat iioffer iialmost iithe
ii same iitypes iiof iiproducts iiand iiservices.

 When iiFlipkart iilaunched iiwith iicompetitive iiproducts iiwith iilow iiprices, iithe iiIndian
ii consumers’ iiinterest iirose iiin iithe iilocal iiIndian iiAmazon, iii.e., iiFlipkart.

Wide iiSelection

 Users iiare iiable iito iifind iijust iiabout iiany iitype iiof iiproduct, iiwhether iiit iiis iifor iithe iiholidays,
ii searching iifor iia iigift iior iijust iidoing iisome iigeneral iishopping.

 Flipkart iiUsers iiare iiable iito iisearch iithrough iithousands iiof iidifferent iisellers iiand iireview iithe
ii listings iithat iithey iihave.

 Each iilisting ii(product) iiis iilisted iiwith iiproduct iispecifications iiand iidetails. iiUsers iiare iiable iito
ii search iithrough iicategory iior iithrough iismart iisearch ii(filter iiengines)

ii Cheap iiProducts ii& iiHighly iiTrusted

 One iiof iithe iibest iithings iiabout iiFlipkart iiis iithat iifact iithat iithey iioffer iitheir iiclients iito iireview
ii the iilisting iifrom iithese iisellers iiand iiother iirelevant iishops iithat iioffer iitheir iiproducts iiat iithe
ii lowest iiprices iias iicompared iito iithe iimarkets.

 Because iiof iitheir iipolicies, iidue iidiligence, iiand iithe iipositive iifeedbacks, iiFlipkart iiis iihighly
ii trusted iiand iirecommended iiby iicustomers iiwho iihave iiused iithe iiFlipkart iiservices iibefore.

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  Trust iicredibility iifactors iihelp iito iiincrease iibusiness iipotential iirevenue iistreams iiby
ii reference iior iithrough iiretention iiconversions.

3. iiCustomer iiRelationships

Flipkart iiaims iito iiestablish iia iiglobal iirecognition iias iione iiof iithe iileading iie-commerce iiplatforms.
ii Since iithe iiinitial iilaunch iiin ii2007, iiFlipkart iihas iibuilt iia iisound iirelationship iifor iitheir iiloyal
ii customers iiand iifollowers.

 Flipkart iiensures iito iiprovide iiits iicustomers iiwith iithe iibest iideals iiand iioffers iithat iiare iimore
ii beneficial iias iicompared iito iiother iicompetitive iicompanies.

 Flipkart iihas iicreated iia iireliable iiplatform iithat iiprovides iiquality iiproducts iiwith iicustomer
ii reviews.

 Flipkart iiensures iito iiprovide iiquality iicustomer iisupport iivia iiphone, iionline iichat iior iiemail
ii available ii24-7.

4. iiKey iiActivities

The iifollowing iiare iithe iimajor iikey iiactivities iithat iiare iiconducted iidaily iithat iihelp iito iideploy iiall iithe
ii operations iiof iiFlipkart

 Design, iidevelop iiand iioptimize iiits iiingenious iionline iiplatform iispecifically iifor iielectronic
ii commerce iiproducts iifor iithe iiIndian iiRegions.

 Manage iithe iisupply iichain iinetwork iiof iiits iiproducts iiincluding iilogistics, iiwarehouses, iietc.

 Hire, iitrain iiand iiretain iithe iiworkforce.

 Product iicatalog– iimaintain iiproduct iicatalog iiwith iiimages iiand iivideos.

 Build iiand iimanage iisellers’ iinetwork.

 Establish iia iipartnership iiwith iidistributors iiand iiother iimanufacturers.

 Marketing ii& iiSales iipromotion iiincluding iideveloping iian iieffective iiPricing iistrategy iiand
ii promotional iioffers iiand iidiscounts iiduring iishopping iipeak iiseasons iiand iiholidays.

 Establish iia iisecure iipayment iiportal.

 Customer iisupport ii(24 ii– ii7) iivia iiphone, iionline iichat, iiand iiemail.

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5. ii iiChannels

One iiof iithe iimost iisignificant iireasons iifor iiFlipkart iisuccess iiis iithe iipowerful iicombination iiof
ii Flipkart iirevenue iimodel iiand iiother iidigital iimarketing iischemes iithat iispread iilike iiwildfire iiacross
ii the iiinternet, iicreating iiits iionline iipresence, iiawareness iiand iihelping iito iifurther iichannel iiFlipkart iifor
ii opportunities.

Website

 Flipkart iiOfficial iiWebsite iiproducts

 Seller iiProgram

 Affiliation iiPrograms ii(promotional iicontent)

 Flipkart iiPlus

 The iiwebsite iialone iiprovides iiadditional iifeatures, iipromotional iideals iiand iiother iiexclusives
ii that iihelps iiit iilanding iipages iiconvert.

Software iiApplications

 Flipkart iiOnline iiShopping iiApp

 Flipkart iiSeller iiHub

 Additional iiaccessible iiplatforms iilike iiFlipkart iisoftware iiapplications iihelp iipotential

ii customers iito iiprocess iiother iipotential iiorders.

Social iiMedia iiChannels

 Facebook

 LinkedIn

 YouTube

 Instagram

 Twitter

 Google iiPlus

 Through iithe iisocial iimedia iichannels, iiFlipkart iiis iiable iito iipublish iiblogs, iinews iiand iiother
ii promotional iimaterial iithat iihelps iito iiincrease iithe iiawareness iiof iiFlipkart. iiThus, iiincreasing
ii new iirevenue iistreams.

17
6. ii iiKey iiPartners ii

In iiassociation iiwith iithe iibranding iiphase, iiFlipkart iiwas iibuilt iiwith iithe iiassistance iiof iiits iiprimary
ii key iipartners. iiEach iiassociated iimember iihas iirelevant iiexperience iiand iiknowledge iiin iitheir
ii respective iiprofessional iifield, iiand iitook iipart iito iimake iicompany iibusiness iimodels, iiand iiother
ii endeavors iito iimotion:

Publishers ii& iiAuthors

 Flipkart iiwas iioriginally iilaunched iias iia iibook iibuying iiplatform, iioffering iia iiwide iiselection
ii of iibook iiand iieBook iifor iireaders iito iiselect iiand iipurchase.

 The iicompany iisoon iiflourished iiand iiexpanded iiits iiline iiof iiproducts, iiconverting iithe
ii business iimodel iito iithe iiwider iiside iiof iithe iispectrum.

Subsidiaries ii(Myntra, iiJobong.com, iiPhonePe, iieBay.in iiand iiEKart, iiLetsBuy)

 Flipkart’s iisubsidiaries iiprovide iia iiwide iirange iiof iiproducts iito iigenerate iiadditional iirevenue
ii with iihigher iiprofit iimargins.

 Most iiof iithese iisubsidiaries iiwere iilaunched iiprior iito iiachieving iithe iifinancial iigoals iithrough
ii their iifinancial iiinvestors iiand iicapital iistart-up iigrants.

Walmart ii– ii(Owns ii81.3% iiof iiFlipkart)

 Walmart iiis iian iiAmerican iimultinational iiretail iicompany iithat iioperates iiin iimultiple iisectors.

 Headquartered iiin iiBentonville, iiArkansas. iiOn iiMay ii2018, iiWalmart iiacquired ii81.3% iiof
ii Flipkart.

Sellers, iimanufacturer, iiand iidistributors iiof iiproducts

Flipkart iimassive iiinventory iisystem iiis iisupplied iiby iisome iiof iithe iiprime iititans iiin iiIndia:

 Sellers ii– iiSellers iithat iisell iitheir iiproducts iior iiservices iivia iiFlipkart iithrough iimeans iiof
ii operating iia ii“store-presence” iion iithe iiFlipkart iiplatform.

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  Flipkart iiis iiresponsible iifor iidelivering iithe iigoods. iiHowever, iithe iisupply iichain ii(products iior
ii services) iiare iidirected iiby iithe iisupplier/sellers’ iiend.

 The iisellers iiare iiresponsible iifor iifulfilling iithe iiorders iithat iithey iiSellers iiclaim iito
ii sell/promote.

Payment iipartners

Flipkart iihas iipartnered iiwith iiBanks, iiCredit iicard, iie-wallet iicompanies iito iioffer iisecure iipayment
ii service iion iiits iiplatform.

7. iiKey iiResources

Initial iiresources iithat iimakeup iiFlipkart, iiconsists iiof iia iigroup iiof iimultiple iiinvestors iithat iihelp iifund
ii the iistructure iiof iiFlipkart iioperations iiand iifor iifurther iidevelopment.

Resources ii(2007- iiPresent)

Flipkart iiventure iicapital iifunds iipartners;

 Accel iiIndia

 Tiger iiGlobal

 MIH ii(Naspers iiGroup iiSector)

 ICONIQ iiCapital

 Japan’s iiSoftBank

In iipreparation iito iitake iion iiFlipkart’s iibiggest iicompetition– iiAmazon. iiIn ii2017, iiFlipkart iihad
ii $2.5B iifrom iiJapan’s iiSoftBank. iiIn ii2018, iihowever, iiSoftBank iihad iisold iiall ii(20% iistake iiin
ii Flipkart) iiof iiits iishare iito iiWalmart.

Huge iiTraffic iiFlow

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  One iiof iithe iimost iicrucial iifactors iifor iiFlipkart iiis iithat iifact iithat iiits iiability iito iiget iiover ii100
ii million iivisitors iievery iiday.

 The iiconversion iirate ii+ iirecurring iiloyal iicustomers iiand iithe iiconversion iirate iifrom iireference
ii or iithird-person iihelp iito iigenerate iirevenues iifor iithe iicompany.

 Flipkart iinot iionly iido iicustomer iicome iiback iito iishop iiagain iithrough iiFlipkart iichannels iibut
ii also iihelp iito iicreate iiawareness iiof iithe iicompany iiand iiincrease iicompany iiimage.

Payment iiSystem

Flipkart iiplatform iioffers iimultiple iimethods iifor iiits iicustomers iito iipay iifor iitheir iiorders:

 COD ii(Cash iion iiDelivery) ii– iiThe iiconcept iithat iiwas iipioneered iiby iiFlipkart iihas iichanged
ii the iigame iiof iie-commerce iiin iiIndian iiMarket. iiA iicustomer iithat iiwould iilike iito iiplace iian
ii order iion iiCOD iican iiplace iiorders iithat iido iinot iiexceed ii50,000 iiIndian iiRupees ii(Approx.
ii $700).

 Credit ii/ iiDebit iiCard ii– iiDuring iithe iisign-up iiphase, iiclients iiare iirequired iito iiprovide iieither iia
ii credit iicard iior iidebit iicard. iiSuch iicards iican iibe iiissued iifrom iiIndia iior iithe iiother ii21 iicountries
ii that iiFlipkart iiaccepts iito iido iibusiness iiwith.

 Bank’s iiInternet iiBanking iifeature ii– iiCustomers iihave iithe iioption iito iisync iitheir iiFlipkart
ii accounts iiwith iitheir iilocal iibanking iifacility iito iiprocess iipayments.

Flipkart iiSmartBuy

 Flipkart’s iiprivate iilabel iiSmartBuy iiis iicreated iito iiintroduce iiits iiloyal iicustomers iia iichannel
ii to iisupply iimobile ii& iielectronics iiaccessories, iihome ii& iikitchen iiappliances iiat iiaffordable
ii prices.

Flipkart iiTechnological iiAspects

 Flipkart’s iitechnology iiand iiinfrastructure iihave iienabled iithem iito iideliver ii5 iimillion
ii products iiper iimonth.

8. ii iiCost iiStructure

 Technology ii& iiInfrastructure iisupport iicost

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  Warehouse iimanagement iiand iiDelivery iiCost

 Advertising ii& iiBusiness iiPromotional iiExpenses– iiwent iiup iiby ii9.4% iito iiRs. ii1,188 iicrores
ii in ii2017, iias iicompared iiwith iia ii100% iijump iiin ii2016.

 Workforce iimaintenance iiCost

 Employee iiCost iiMonthly: iiThe iiaverage iisalary iiper iiemployee iiis iiapprox. ii$981.73 iiper
ii monthly iibasis iicycle ii(approx. ii70,000 iiIndian iiRupees)

 Employee iiCost iiAnnually: iiThere iiare iiin iitotal iiof ii30,000 iiemployees iix ii$981.73 iiaverage
ii salary ii= ii$30 iiMillion

9. iiRevenue iiStreams

Flipkart iiaccumulates iiits iirevenue iithrough iia iifew iichannels.

Commission iiStructures

 Flipkart iimakes iia iipercentage iicut iiwhenever iisomeone iisells iitheir iiproduct iito iia iicustomer.
ii Commissions iiare iiusually iideducted iifrom iithe iioriginal iitransaction iivalue iiprior iito iipaying
ii out iithe iiseller iiwho iisold iithe iiitem.

 The iicommission iistructures iivary iifrom iiitem iito iiitem, iithey iiare iicategorized iiin iithe
ii following:

 Low iiMargin iibranded iicategories: ii2-5%

 High iiMargin iibranded iicategories: ii10-25%

Shopping iifees ii(Flipkart iiAssured iiProgram)

 Shopper iisaves iimore iiby iiavailing iifree iideliveries iion iiorders iithat iiexceed iithe iivalue iiof ii500
ii Indian iirupees. iiThe iisaved iiamounts iiusually iiare iiaccumulated iiand iithen iispent iiagain iiat
ii Flipkart.

Own iiShipping iiServices ii– iiEkart

 It iiis iia iidepartment iithat iimakes iiall iithe iideliveries iiof iigoods iito iithe iiconcerned iiconsumer.

 It iicosts ii50 iiIndian iiRupees iifor iiitems iithat iiare iiless iithan iihalf iia iiKG ii(weight)

21
SWOT iiANALYSIS

Strengths

1. iiIndia’s iiLargest iiE-business iiRetailer

Flipkart iiis iiIndia’s iibiggest iiE-trade iiorganization iiand iihad iisold iiGMV ii(net iipromoting
ii estimation) iiof ii$1 iibillion iitill iinow.

2. iiExperienced iiorganizers

As iiper iisources, iithe iiFounders iiof iiFlipkart, iiSachin, iiand iiBinny iiBansal iiare iiEx-Amazon
ii workers. iiHaving iirelated iiknowledge iiin iithe iiE-trade iiindustry iihelped iithe iiauthors iito iiwork
ii deliberately iiand iiseparate iitheir iibusiness iiin iia iiprofoundly iiaggressive iimarket.

3. iiSecuring

With iiits iiarrangement iiof iiacquisitions iilike iiLetsbuy.co, iichakpak.com, iiweread.com, iiMine360
ii and iithe iiongoing iione iiMyntra iiin ii2014 iihas iihelped iithe iiorganization iito iiextend iiin iithe iiE-
business iispace iiand iiutilizing iithe iiabilities iiand iiexisting iiassets iiof iiprocured iiorganizations.

4. iiHigh iiBrand iireview

Flipkart iihas iibuilt iiup iiitself iias iian iieminent iiE-business iiorganization iiin iiIndia iithrough iiTV
ii promotions, iiinternet iimarking iiand iithrough iiits iiquality iivia iiweb-based iinetworking iimedia.
ii Brand iiexercises iilike iithe ii“Huge iimulti-day” iihave iitruly iiexpanded iithe iibrand iireview iiof iithe
ii organization.

5. iiClaim iiPayment iidoor iiand iiLogistic iiarm

Having iiits iivery iiown iiLogistics iiarm iiE-kart iiand iiinstallment iientryway iiPayzippy iihas iihelped
ii the iiorganization iito iicontrol iiits iiExpenses. iiConsequently, iipassing iithe iiadvantages iito iithe iiend
ii clients.

6. iiThe iiselective iiand iiexpansive iiscope iiof iiitems

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 Having iiExclusive iirights iito iidispatch iia iifew iiitems iilike iiMotoG iiMotoX, iiXiaomi iiMi3 iijust iias
ii close iito iihome iioriginators iisections iiin iipieces iiof iiclothing iiclass, iihas iihelped iithe iiorganization
ii to iiseparate iiand iilimit iiits iicontributions.

Weaknesses

1. iiConstrained iiDistribution iichannel iireach

Although iiits iicoordination iiarm iihas iikept iicosts iilow, iithe iirange iihas iibeen iiinfluenced iiwhich iiis iia
ii soft iispot iifor iiFlipkart. iiBecause iiof iithe iiutilization iiof iiredistributing, iiGlobal iimammoths iilike
ii Amazon iiand iieBay iican iiconvey iithe iiitem iianyplace iiin iithe iination. iiIn iiany iicase, iiFlipkart iiis iias
ii yet iibattling iiin iithis iifield.

2. iiCost iiof iiAcquisition

Due iito iia iifirm iichallenge iiin iithe iimarket iiand iilow iiclient iimaintenance, iithe iiexpense iiof
ii Acquisition iiis iihigh iiin iilight iiof iithe iifact iithat iiFlipkart iigets iia iiton iiof iiclients iithrough iiweb-
based iipromoting. iiAccording iito iiFlipkart iiinformation, iithe iiorganization iispends iiR.s ii400/ ii– iion
ii getting iianother iiclient iion iia iinormal.

3. iiPower iiin iithe iihand iiof iipurchasers

Since iithis iiindustry iiis iioverwhelmed iiwith iinumerous iiplayers, iipurchasers iihave iimany iichoices
ii to iipick. iiExchanging iiexpenses iiare iiadditionally iiless iifor iiclients iisince iithey iican iiwithout iimuch
ii of iia iistretch iichange iiassistance iistarting iiwith iione iionline iiretail iiorganization iithen iionto iithe
ii next. iiThe iisame iiitems iiwill iibe iishown iiin iia iifew iionline iiretail iisites. iiItem iiseparation iiis
ii practically iimissing iiand iithe iibattle iiat iithat iipoint iistarts iibased iion iicost iias iiit iiwere.

Opportunities

1. iiDevelopment iiof iibusiness

By iifocusing iion iiother iideveloping iimarkets iiorganization iican iiexpand iitheir iiincomes iijust iias iiit
ii can iihave iiEconomies iiof iiscale.

2. iiGrowing iitheir iiProduct iiclasses

This iiwill iiexpand iitheir iiclient iibase iiand iisimultaneously iiwill iilessen iithe iiexpense iiof iisecuring
ii and iiclient iiswitch.

23
 3. iiThe iichanging iiattitude iiof iiIndian iiclients

With iiexpanding iiquantities iiof iiclients iigetting iisettled iiwith iiweb-based iishopping iiand
ii expansion iiin iiquantities iiof iiInternet iiclients iiin iiIndia, iithere iiis iiimmense iipotential iiin iithis
ii Industry.

4. iiStore iinetwork

By iiadvancing iitheir iiinventory iinetwork iithey iican iicontend iiwith iidifferent iiplayers iiand iican iideal
ii with iithe iilosing iideals iibecause iiof iinot iimaking iithe iiitem iiaccessible iibecause iiof iiconveyance
ii requirements.

5. iiSetting iiup iiin iiother iicreating iieconomies

Like iiAmazon, iiFlipkart iican iigradually iibegin iiextending iiout iiof iiIndia iiand iiset iiup iiactivities iiin
ii different iinations iitoo iiwhich iiwill iihelp iiimprove iiincomes.

Threats

1. iiRivalry

The iistiff iichallenge iifrom iiworldwide iiplayers iilike iiAmazon, iieBay iijust iias iineighborhood
ii players iilike iiSnapdeal, iiTolexo, iiand iiShopclues iiwho iiare iipersistently iiattempting iito iibeat iieach
ii other’s iipiece iiof iithe iioverall iiindustry.

2. iiGovernment iiguidelines

Government iiguidelines iion iithe iiissues iiidentified iiwith iiFDI iiin iimulti iimarking iiretail iihave iibeen
ii a iimajor iiobstacle iiin iithe iiaccomplishment iiof iithe iiE-business iiindustry iiin iiIndia.

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PORTER’S ii5 iiFORCES iiANALYSIS

Intensity iiof iiRivalry

 Flipkart iiis iinot iionly iicompeting iiagainst iitheir iicompetitors iiin iie-commerce iibut iialso iiwith
ii traditional iiretail iistores
 It iihas iiless iicompetitors iiin iisame iisize iibut iimany iiin iismaller iisize
 Incentive iito iifight iiis iilow iias iithe iimarket iiin iibig iienough iifor iieveryone iito iigrow
 High iiexit iicost ii– iias iiflipkart iihas iihigh iiinventory iibased iibusiness iimodel

Threat: iiEntry

 Market iiCondition ii– iivery iihigh iipotential iibut iiis iiat iiits iinascent iistage, iilots iiof iiscope iifor
ii growth
 Entry iiof iismall iiplayers iito iiexplore iithe iiniche iiareas
 Very iihigh iiinvestment iirequired, iiwouldn’t iibe iia iideterrent iias iiVC/PE iiare iiinterested
 Flipkart iiis iifar iiahead iiin iitheir iilearning iicurve. iiAlthough iiother iiplayers iiare iilearning iifrom
ii Flipkart’s iimistake iias iiwell

Threat: iiSubstitutes

 Emergence iiof iiM-commerce iiwhich iiwould iimake iipurchase iiprocess iimore iiconvenient
 Traditional iiretail iistores iiwhich iiare iitrusted iiby iicustomers iifor iiin-person iitransactions
 There iiis iino iiswitching iicost iifor iithe iibuyers iito iimove iifrom iione iicompany iito iiother.
ii Therefore iicross iiprice iielasticity iiis iihigh

25
Bargaining iiPower iiof iiSuppliers

 For iisuppliers iie-commerce iiis iian iianother iiplatform iito iisell iitheir iiproducts, iihence, iithey
ii have iisome iibargaining iipower.
 Except iiin iithe iicase iiof iipopular iiproducts, iicompany iihas iia iilot iiof iialternatives. iiThey iihave
ii low iiswitching iicost, iiif iithere iiis iino iicontract.
 Price iidiscrimination iiis iipossible
 Not iiall iisuppliers iimight iihave iithe iiability iior iiwillingness iito iiforward iiintegrate
 Treating iisuppliers iias iipartners iiwill iibe iibeneficial iifor iiboth iithe iisides

Bargaining iiPower iiof iiBuyers

 To iiattract iibuyers iito iinew iimode iiof iipurchase, iivarious iiprocess iiare iitried iito iimake iiprocess
ii easier
 Buyers iitake iitime iito iitrust iicompany
 Price iiinformation iiis iiavailable iiwithout iidirect iiinteraction, iitherefore iiprice iidiscrimination
ii is iinot iipossible
 As iithe iicustomers iiare iiend iiusers iiof iithe iiproducts, iithere iiis iino iithreat iiof iibackward
ii integration
 Large iinumber iiof iicompetitors iiare iivying iiat iibuyers iiattention iibut iimarket iigrowth iiand iisize
ii brings iithem iiat iisame iilevel
 Products iiare iinot iidifferentiated iiand iihence iibuyers iican iiswitch iifrom iione iiplayer iito iianother

26
COMPETITORS

Digitalization iiof iiseveral iientities iihas iimade iiit iipossible iifor iiconsumers iito iishop iiand iimake iitheir
ii purchases iionline iieasily. iiQuite iia iigood iinumber iiof iibusiness iientities iihave iiestablished iitheir iionline
ii platforms iito iienable iiconsumers iiof iidifferent iicommodities iito iibuy iifrom iisuch iiplatforms. iiThey
ii also iiprovide iithe iiclients iiwith iian iiarray iiof iioptions iihence iimaking iiit iieasy iito iiacquire iithe iiideal
ii goods.

Flipkart iiis iione iiof iithe iionline iistores iithat iioffer iia iiwide iirange iiof iiproducts iifor iiits iicustomers. iiIt iiis
ii the iilargest iie-commerce iiportal iiin iiIndia iiand iicarries iiout iiapproximately ii20 iisales iiper iiminute.
ii Some iiof iithe iitop iiFlipkart iicompetitors iiin iithe iiindustry iiinclude iithe iifollowing:

Amazon

Amazon iiis iiarguably iithe iiworld’s iilargest iionline iishopping iistore. iiIt iioffers iia iiwide iiarray iiof
ii services iiincluding iionline iiretail, iiconsumer iielectronics, iimultimedia iicontent iiand iicomputing
ii services iiamong iiothers. iiIt iiis iiranked iias iithe iileading iionline iiretailer iiin iithe iiUS iigenerating iian
ii estimated iinet iisale iiof iiclose iito ii$140 iibillion iiin ii2016.

A iiconsiderable iipart iiof iiits iirevenue iiis iigenerated iifrom iithe iionline iisale iiof iielectronics iiand iiother
ii related iigoods. iiIt iiis iialso iione iiof iithe iimost iivaluable iibrands iiin iithe iiworld iiwith iiapproximately ii400
ii million iicustomers iiwith iiactive iiaccounts iiglobally. iiAmazon iialso iioffers iiits iiservices iithrough
ii mobile iiApp iiand iidigital iiproducts iilike iimusic iiand iivideos. iiIt iicurrently iihas iiover ii370,000

27
ii employees iiworldwide. iiAmazon iiis iithe iitopmost iiFlipkart iicompetitor iidue iito iiits iiincreasing iimarket
ii share.

Snapdeal

Snapdeal iiis iianother iiIndian iibased iie-commerce iicompany iithat iioffers iionline iiretail iiservices. iiIt iiwas
ii founded iiin ii2010 iibut iihas iirisen iito iibecome iione iiof iithe iibiggest iie-retailers iiin iiIndia. iiIt iiserves iia
ii significant iinumber iiof iisellers iiand iiconsumers iiof iidifferent iiproducts iifrom iidifferent iilocation iiall
ii over iithe iicountry. iiIt iihas iia iibroader iiassortment iiof iiproducts iiestimated iito iibe iiover ii35 iimillion
ii obtained iifrom iimore iithan ii125,000 iiretailers iiand iibrands, iiboth iilocal iiand iiinternational.

Over iithe iiperiod iiof iiits iiexistence, iiit iihas iibeen iiable iito iiacquire iisome iibusinesses iisuch iias
ii Grabbon.com, iiesportsbuy.com, iiand iiDoozton.com, iiwhich iihas iimade iiit iipossible iito iiexpand iiand
ii become iia iisolid iicompetitor iiin iithe iie-retailing iisector, iiespecially iiin iiIndia. iiRecently, iiSnapdeal iihas
ii dropped iimuch iiin iiits iibrand iiequity iiand iiits iionline iisales iihave iidropped iidrastically. iiHowever, iidue
ii to iiits iilegacy, iiit iiis iistill iione iiof iithe iitop iiFlipkart iiCompetitors.

Alibaba

Alibaba iiis iianother iigiant iicompany iithat iioffers iionline iicommerce iiservices. iiIt iiwas iifounded iiin
ii 1999 iias iia iisimple iiB2B iionline iishopping iiportal iibut iilater iigrew iito iibecome iithe iibiggest iie-
commerce iiportal iiin iiAsia iioffering iiB2B, iiC2C, iiand iiB2C iionline iiservices. iiThe iitotal iirevenue iithat
ii this iicompany iigenerated iiin ii2017 iifinancial iiis iiestimated iito iibe iiaround ii$24 iibillion.

As iia iileading iie-retailer iiin iiAsia iiand iialso iipenetrating iiother iiparts iiof iithe iiworld. iiAlibaba iihas
ii employed iiover ii51,000 iiemployees iito iihelp iiin iifacilitating iivarious iiprocesses iiinvolved iiin iibuying
ii and iiselling iiof iidifferent iiproducts iion iithe iiplatform. iiAstonishingly, iiAlibaba iihas iibeen iiable iito
ii receive iia iitotal iinumber iiof iirecord iian iiaverage iiof iiapproximately ii812 iimillion iiorders iiper iiday iiin
ii the iientire ii2017.

Paytm

28
Paytm iiis iian iiIndian-based iionline iipayment iiand iie-commerce iiCompany iithat iioffers iiallows iithe
ii users iito iimake iipayments iiupon iipurchase iiof iia iiwide iirange iiof iiproducts iiincluding iifashion iiitems,
ii electronics, iihome iiappliances iiand iidigital iiproducts iiamong iimany iimore. iiPaytm iiis iian iiabbreviation
ii for iiPayment iithrough iimobile iihas iiover ii13,000 iiemployees iiworking iiin iidifferent iidivisions iihence
ii making iithe iiuser iiexperience iifast, iisecure iiand iiefficient.

It iiwas iifounded iiin ii2010 iibut iioperates iias iia iisubsidiary iiof iiOne97 iiCommunications. iiPaytm iiis
ii increasingly iibecoming iia iistrong iicompetitor iiin iithis iiindustry iiparticularly iiin iiIndia, iiwhere iiit iihas
ii over ii3 iimillion iimerchants iiin iidifferent iiparts iithat iioperate iioffline. iiBecause iiof iicomplete iibacking
ii by iiAlibaba, iiPaytm iiis iithe iistrongest iiupcoming iiFlipkart iiCompetitors.

Shopclues

Shopclues iiis iian iionline iiplatform iithat iioffers iiconsumers iiwith iithe iiopportunity iito iishop iiand iimake
ii payments iifor iidifferent iitypes iiof iiproducts. iiIt iiwas iifounded iiin ii2011, iibut iiit iihas iiimproved iiits
ii services iiand iibrand iivisibility iito iibecome iiamong iithe iihighly iiregarded iionline iimarketplaces iiin
ii India. iiIt iideals iiexplicitly iiwith iihome iiappliances, iikitchen iiwares, iielectronics iiand iifashion iiproducts
ii that iiare iiowned iiby iilocal iiand iiregional iibrands.

It iisurpassed iithe iihalf iia iimillion iimark iiin iiregards iito iimerchants iiin iithe iiplatform iiin ii2016, iiwhich iiis
ii apparently iiseen iias iione iiof iiits iimost iisignificant iimilestones iisince iiit iiwas iiestablished. iiShopclues
ii employs iimore iithan ii11,000 iiworkers, iiand iiit’s iiprojected iithat iithe iinumber iiwill iirise iiin iithe iicoming
ii years iigoing iiby iithe iiimprovements iimade iiin iithis iionline iimarketplace iiand iiincreasing iinumber iiof
ii both iisellers iiand iibuyers.

Focused iionline iistores

There iiare iimany iistores iiwhich iiare iifocused iion iia iisingle iistrategy iiwhich iiare iidirect iiFlipkart
ii competitors. iiSome iiof iithem iiinclude iithe iilikes iiof iiIndustry iibuying ii(industrial iimaterial) iior
ii homeshop18 ii(home iiappliances). iiSuch iifocused iionline iistores iitake iiaway iithe iimarket iishare iiof
ii such iiproducts iifrom iithe iimassive iionline iiportals iilike iiFlipkart. iiAlthough iithey iiare iismall iiin iisize,
ii the iifocused iiapproach iihelps iiin iiturnover iifor iithese iiportals.

29
Currently, iimany iiof iithe iibusiness iiunits iiaround, iiboth iilocal iiand iiregional iiare iiembracing iionline
ii stores iias iithe iiideal iiapproach iito iishopping iiand iimaking iipayments. iiSeveral iionline iistores iiare
ii beginning iito iicome iiup iiwith iimeasures iithat iiwould iiensure iithey iioffer iiintense iicompetition iito iithe
ii relatively iirenowned iie-retailers iias iia iiway iiof iiacquiring iia iimarket iishare iifor iithe iiservices iithey
ii provide. iiOnline iistores iisuch iias iiLifestyle, iiZara iiand iiothers iiare iicoming iiup iiwith iitheir iiown
ii platforms iithat iiform iithe iibasis iifor iionline iishopping. iiIt, iitherefore, iifollows iithat iiconsumers iiwill
ii have iithe iipreference iibuying iifrom iithese iionline iistores iirather iithan iibuying iifrom iian iie-commerce
ii portal.

CHAPTER 5: CONCLUSION
ii ii

 Flipkart iishould iicapitalize iion iitheir iiearly iipresence iiin iithe iimarket iiand iileverage iitheir
ii reputation iifor iisuperior iicustomer iiservice iiand iidelivery iinetwork iito iitheir iiadvantage
 Treat iisuppliers iias iipartners iibut iimake iionly iishort iiterm iicontracts, iias iithe iicustomer
ii behavior iitowards iia iiproduct iican iibe iivery iitransitory
 Use iipredictive iianalytics iito iipredict iia iiproduct’s iidemand iiin iithe iifuture. iiThis iiis iiimportant
ii as iiFlipkart iifollows iian iiinventory-based iibusiness iimodel iiand iithey iineed iito iikeep iitheir
ii inventory iiin iiline iiwith iithe iifuture iidemand
 Increasing iireach iito iiTier iiII iiand iiTier iiIII iicities iiwill iimake iiFlipkart iimore iiattractive iifor iithe
ii suppliers, iienhancing iiFlipkart’s iibargaining iipower
 Increase iithe iiswitching iicost iifor iithe iibuyers iiby iioffering iithem iiheavy iidiscounts iiand
ii exclusive iioffers iithrough iionline iiwallet iifacilities
 Increase iiengagement iiwith iithe iipotential iicustomers iithrough iisocial iimedia iito iiincrease iitheir
ii exposure iiwith iiFlipkart
 Tie iiup iiwith iitraditional iiretail iistores iito iileverage iitheir iitrust iiand iicollective iireach iiin iithe
ii market.
 Infibeam iiis iidoing iithis iithrough iitheir ii‘Build iia iiBazaar’ iiInitiative

30
 Target iithe iiyoung. iiConnect iiwith iithe iiyoung iigeneration iithrough iia iirobust iisocial iimedia
ii presence
 Increase iithe iireach iiof iithe iiservices iiand iienter iithe iiuntapped iimarket iiof iitier iiII ii& iiIII iicities
 Tie iiup iiwith iiauthors iito iiincrease iicompetitive iiadvantage iiin iithe iionline iibooks iimarket
 Tie iiup iiwith iieducational iiinstitutes iito iiattract iibulk iiorders
 Educate iipeople iito iimake iia iisafe iionline iipayment. iiTie iiup iiwith iibanks iito iisimplify iithe
ii payment iiprocedures iiand iimake iithem iimore iitrustworthy
 Price iihigh iivalue iiproducts iimore iicompetitively iito iiencourage iiits iipurchase, iiwhich iiwould
ii increase iithe iiaverage iitransaction iivalue
 Keep iiexperimenting iiwith iivarious iipayment iimethods

SECTION 2: FUNCTIONAL ANALYSIS

ii ii ii

31
 EXECUTIVE iiiSUMMARY

Internet iiihas iiitransformed iiiE-Commerce iiiand iiicustomer iiinow iiihas iiiaccess iiito iiiwide iiirange iiiof
iii products iiioffered iiithrough iiiE-Commerce iiiwebsites. iiiIn iiiorder iiito iiiremain iiicompetitive iiiand iiidefend
iii market iiishare, iiiE-Commerce iiifirms iiiformulates iiionline iiimarketing iiistrategies iiibased iiion iiireal iiitime
iii data. iiiThis iiihas iiisteered iiito iiia iiiparadigm iiishift iiiin iiithe iiiE-Commerce, iiiwhere iiidata iiiis iiiseen iiias iiia
iii biggest iiiasset iiito iiithe iiifirm iiiin iiiunderstanding iiispecific iiineeds iiiof iiicustomers, iiipredicting iiibehavior,
iii tailoring iiispecific iiineeds iiiand iiioffering iiiperformance iiimetrics iiito iiiassess iiieffectiveness. iiiE-
Commerce iiifirms iiiare iiifinding iiiways iiito iiiextract iiimeaningful iiiinformation iiifrom iiilarger iiidatasets
iii where iiidata iiigets iiigenerated iiiat iiigreater iiivelocity, iiidifferent iiivariety iiiand iiiat iiihigh iiivolumes iiithat
iii are iiioften iiireferred iiito iiiBig iiiData. iiiE-Commerce iiifirms iiiare iiiinvesting iiihuge iiion iiiBig iiiData
iii Analytics iiito iiiempower iiithem iiito iiitake iiiaccurate iiiand iiitimely iiidecisions. iiiThis iiiresearch
iii investigates iiihow iiithe iiiuses iiiof iiibig iiidata iiianalytics iiiis iiiperceived iiias iiivalue iiicreator iiithat iiican
iii guide iiiE-Commerce iiicompanies iiiattain iiicompetitive iiiadvantage.

32
 CHAPTER 1: INTRODUCTION
ii ii

1.1 iiiBig iiiData

 Big iiiData iiirefers iiito iiithe iiilarger iiidata iiisets iiithat iiiare iiiso iiivoluminous iiiand iiicomplex iiithat
iii traditional iiidata-processing iiiapplications iiiare iiiflimsy iiito iiideal iiiwith iiithem. iiiIt iiiconsists iiiof
iii large iiivolume iiiof iiidata iii– iiiboth iiistructured iiiand iiiunstructured.
 Big iiiData iiifacilitate iiiin iiianalyzing iiicomputationally iiito iiireveal iiihidden iiipatterns, iiiidentify
iii the iiitrends, iiiand iiiuncover iiiunknown iiiassociations iiiwith iiiseveral iiientities iiito iiihelp iiiwith
iii making iiibetter iiidecisions iiiacross iiibusiness iiiprocesses iiiamong iiifunctions iiior iiicompanies.
 The iiiterm iiiBig iiiData iiiapplies iiito iiiinformation iiithat iiicannot iiibe iiiprocessed iiior iiianalyzed
iii using iiitraditional iiitools iiior iiiprocesses. iiiBig iiiData iiiis iiisomething iiithat iiican iiihave iiia iiihuge
iii impact iiion iiithe iiioperations iiiof iiiorganizations iiinow iiiand iiiin iiithe iiifuture.

Characteristics iiiof iiiBig iiiData

a. Volume: iiiVolume iiirefers iiito iiithe iiiamount iiiof iiidata iiibeing iiicreated iiithat iiiis iiivast iiicompared
iii to iiitraditional iiidata iiisources. iii

33
 b. Variety: iiiVariety iiirefers iiito iiithe iiidifferent iiiformats iiiof iiidata iiiin iiistructured iiirelational
iii database iiisystems iiicollated iiifrom iiidifferent iiisources iii
c. Velocity: iiiData iiiis iiibeing iiigenerated iiiextremely iiifast. iiiThis iiilarge iiiamount iiiof iiidata iiicoming
iii at iiigreater iiispeed iiineed iiito iiibe iiicaptured iiistored iiiand iiianalyzed. iii
d. Veracity: iiiThe iiiquality iiiof iiidata iiicaptured iiicertainly iiihas iiithe iiipotential iiito iiiaffect iiithe
iii accuracy iiiof iiianalysis iiiusing iiithat iiidata. iii

1.2 iiiAnalytics

Analytics iiirefers iiito iiidiscovery, iiiinterpretation, iiiand iiicommunication iiiof iiimeaningful iiiinformation
iii from iiihidden iiipatterns iiiin iiidata. iiiAnalytics iiirelies iiion iiithe iiisimultaneous iiiapplication iiiof iiistatistics,
iii computer iiiprogramming iiiand iiioperations iiiresearch iiito iiiquantify iiiperformance. iiiAnalytics iiiis
iii taking iiiindustry iiitowards iiiachieving iiiquantum iiijump iiiin iiidata iiidriven iiidecision iiimaking. iiiIt iiiis
iii another iiitrend iiiin iiitechnology iiiindustry iiiand iiiit iiirefers iiito iiiability iiito iiigather iiiand iiiuse iiidata iiito
iii generate iiiinsights iiithat iiiinform iiifact-based iiidecision-making. iiiEarlier, iiithe iiidata iiithat iiiwas
iii analyzed iiiand iiiused iiito iiipredict iiiwhat iiimight iiihappen iiiin iiithe iiifuture iiiand iiiwas iiifocusing iiion
iii industries iiisuch iiias iiibanking iiiand iiiinsurance iiicompanies, iiibut iiinow, iiieven iiiretailers iiido, iiithat iiitoo,
iii in iiia iiibig iiiway. iiiBig iiiData iiiand iiiAnalytics iiiare iiisynchronized iiiand iiigo iiihand iiiin iiihand. iiiBig iiiData
iii analytics iiiuses iiipredictive iiiand iiiprescriptive iiianalytics iiiin iiiidentifying iiiand iiiexploiting iiithe
iii business iiiopportunities iiiand iiiis iiichanging iiithe iiianalytics iiilandscape iiiPredictive iiianalytics iiiuses iiithe
iii past iiidata iiito iiipredict iiiwhat iiimay iiihappen iiiin iiithe iiifuture. iiiWhereas, iiiprescriptive iiianalytics iiiis iiinot
iii just iiitaking iiidata iiifrom iiithe iiipast, iiibut iiialso iiiusing iiiit iiito iiidecide iiion iiiwhat iiishould iiibe iiidone iiinext iiito
iii achieve iiioptimal iiiresults. iiiA iiistudy iiiby iiithe iiiEconomic iiiTimes iiisuggests iiithat iiicompanies iiimaking
iii use iiiof iiibusiness iiianalytics iiioutshine iiitheir iiicompetitors, iiiwho iiido iiinot iiiutilize iiithis, iiiby iiia iiihuge
iii margin. iiiBig iiiData iiianalytics iiiis iiifast iiibecoming iiisignificant iiiin iiiseveral iiiindustries, iiiespecially iiiin
iii retail.

E-Commerce iiicompanies, iiiwith iiithe iiiuse iiiof iiibig iiidata iiianalytics iiiachieve: iii
 73% iiiincreased iiisales iiifor iiicompanies iiiwhich iiiuse iiiPredictive iiiAnalytics iiithan iiithose iiiwho iiido
iii not
 45% iiiof iiionline iiishoppers iiiare iiilikely iiito iiibuy iiion iiia iiiwebsite iiioffering iiipersonalized
iii recommendation
 60% iiiincrease iiiin iiibusiness iiimargins iiiand iiia iii1% iiiimprovement iiiin iiilabor iiiproductivity

34
 CHAPTER 2: LITERATURE REVIEW
ii ii ii

Big iiData iiAnalytics iiand iiits iiApplication iiin iiE-Commerce ii(April, ii2014)

This iipaper iipresents iian iioverview iiof iithe iiunique iifeatures iithat iidifferentiate iibig iidata iifrom
ii traditional iidatasets. ii iiIn ii iiaddition, ii iithe ii iiapplication ii iiof ii iibig ii iidata iianalytics ii iiin ii iithe ii iiE-
commerce ii iiand ii iithe ii iivarious iitechnologies iithat iimake ii iianalytics iiof ii iiconsumer iidata iipossible iiis
ii discussed.

35
Big iidata iianalytics iiin iiE-commerce: iia iisystematic iireview iiand iiagenda iifor iifuture iiresearch
ii (April, ii2016)

The iipaper iipresents iian iiinterpretive iiframework iithat iiexplores iithe iidefinitional iiaspects, iidistinctive
ii characteristics, iitypes, iibusiness iivalue iiand iichallenges iiof iiBDA iiin iithe iie-commerce iilandscape.
ii The iipaper iialso iitriggers iibroader iidiscussions iiregarding iifuture iiresearch iichallenges iiand
ii opportunities iiin iitheory iiand iipractice. iiOverall, iithe iifindings iiof iithe iistudy iisynthesize iidiverse
ii BDA iiconcepts ii(e.g., iidefinition iiof iibig iidata, iitypes, iinature, iibusiness iivalue iiand iirelevant iitheories)
ii that iiprovide iideeper iiinsights iialong iithe iicross-cutting iianalytics iiapplications iiin iie-commerce.

Big iiData iiAnalytics iifor iiE-Commerce ii– iiIts iiImpact iion iiValue iiCreation ii(December, ii2017)

E-Commerce iifirms iiare iiinvesting iihuge iion iiBig iiData iiAnalytics iito iiempower iithem iito iitake
ii accurate iiand iitimely iidecisions. iiThis iipaper iiinvestigates iihow iithe iiuse iiof iibig iidata iianalytics iiis
ii perceived iias iivalue iicreator iithat iican iiguide iiE-Commerce iicompanies iiattain iicompetitive
ii advantage.

CHAPTER 3: METHODOLOGY
ii ii

Problem iiiStatement

 Data iiivolumes iiicontinue iiitheir iiiunprecedented iiigrowth, iiiand iiitechnology iiibecomes iiimore
iii sophisticated iiiso iiiit’s iiivery iiidifficult iiito iiimanage iiithe iiidata

36
  Personalizing iiimarketing iiicampaigns iiiand iiigenerating iiiprecise iiicontent iiirecommendations
iii that iiidrive iiiengagement, iiiadoption iiiand iiivalue iiifor iiisubscribers iiiis iiibecoming iiimore iiiand
iii more iiidifficult
 Achieving iiian iiiadvanced iiiunderstanding iiiof iiione’s iiiaudience iiiis iiia iiicontinuous iiiprocess iiiof
iii testing iiiand iiilearning. iiiIt iiidemands iiithe iiiability iiito iiiquickly iiigather iiiand iiireliably iiianalyze
iii thousands, iiimillions, iiieven iiibillions iiiof iiievents iiievery iiiday iiifound iiiin iiia iiivariety iiiof iiidata
iii sources, iiiformats iiiand iiilocations iiiotherwise iiiknown iiias iiiBig iiiData

Objectives

The iiiresearch iiiquestion iiithat iiihas iiidriven iiithis iiistudy iiifocuses iiion: iiihow iiiis iii“big iiidata iiianalytics”
iii different iiifrom iiitraditional iiianalytics iiiin iiithe iiie-commerce iiienvironment iiiin iiicreating iiibusiness
iii value? iiiTo iiianswer iiithis iiiresearch iiiquestion, iiithe iiistudy iiiaims iiito iiiprovide iiia iiigeneral iiitaxonomy iiito
iii broaden iiithe iiiunderstanding iiiof iiiBDA iiiand iiiits iiirole iiiin iiicreating iiibusiness iiivalue. iiiMore
iii specifically, iiithe iiiobjective iiiof iiithis iiistudy iiiis: iii

 To iiiidentify iiidefinitional iiiperspectives iiiof iiibig iiidata iiianalytics

 To iiidistinguish iiithe iiicharacteristics iiiof iiibig iiidata iiiwithin iiie-commerce iii
 To iiiexplore iiithe iiitypes iiiof iiibig iiidata iiiwithin iiie-commerce iii
 To iiiillustrate iiithe iiibusiness iiivalue iiiof iiibig iiidata iiiin iiie-commerce iii
 To iiiprovide iiiguidelines iiifor iiitackling iiithe iiichallenges iiiof iiibig iiidata iiiapplication iiiwithin iiie-
commerce

Key iiiChallenges

It iiiis iiiestimated iiiover iii80% iiiof iiian iiienterprise iiidata iiiconsists iiiof iiidata iiigenerated iiifrom iiisupply
iii chain iiipartners, iiimarket iiisurveys, iiiemails, iiisecondary iiiresearch, iiireal iiitime iiisensors iiiand
iii consumers iiisocial iiimedia iiidata. iiiThe iiidata iiimay iiibe iiicoming iiiin iiidifferent iiishapes iiiand iiisizes
iii through iiiflat iiifile, iiirelations iiidatabase iiisystems, iiiXML iiior iiiJSON iiietc. iiiWith iiithe iiivoluminous
iii data, iiia iiifirm iiifaces iiiseveral iiichallenges iiifor iiithe iiifuture iiithat iiineeds iiito iiibe iiiaddressed iiiin iiia
iii sophisticated iiimanner. iiiSome iiiof iiithe iiikey iiichallenges iiifor iiithe iiifuture iiiinclude:

37
1. iiiData iiiintegration

As iiimost iiiof iiithe iiidata iiiis iiieither iiiunstructured iiior iiisemi iiistructured, iiithe iiiability iiito iiicombine iiithem
iii to iiiderive iiiat iiia iiimeaningful iiiinformation, iiileading iiito iiibetter iiibusiness iiidecisions iiiare iiimore
iii important. iiiDue iiito iiidifferent iiivariety, iiithe iiichallenge iiiis iiihow iiito iiihandle iiiand iiicontrol iiithe iiiquality
iii of iiidata. iiiData iiiintegration iiishould iiifocus iiion iiireducing iiidata iiicomplexity, iiiincreased iiidata
iii availability iiithrough iiiincreased iiicollaboration iiithat iiiadds iiivalue iiito iiibig iiidata.

2. iiiData iiiVolume

One iiiof iiithe iiikey iiicharacteristics iiiof iiibig iiidata iiiis iiiVolume. iiiThe iiiquestion iiiis, iiiweather iiijust iiithe
iii volume iiican iiigive iiibetter iiiinsights iiiabout iiithe iiibusiness? iiiAnd iiifor iiithis iiidata iiineeds iiito iiibe
iii acquired, iiistored, iiiaccessed iiiand iiiprocessed iiiwhich iiiis iiia iiichallenging iiitask iiifor iiiany iiisystems.
While iiiprocessing iiilarger iiiset iiiof iiidata, iiicost iiiconsiderations iiishould iiibe iiitaken iiiinto iiiaccount iiiin
iii

iii addition iiito iiiperformance iiielements. iii

3. iiiAvailability iiiof iiirequired iiiskill iiiset

There iiiare iiiseveral iiibig iiidata iiitools iiiavailable iiiin iiithe iiimarket iiiplace iiithat iiineeds iiito iiibe iiilooked iiiinto.
iii In iiiaddition, iiiskilled iiipeople iiiare iiirequired iiiwho iiiknow iiihow iiito iiimake iiiuse iiiof iiiit iiiin iiian iiiefficient
iii manner. iiiThere iiiis iiidefinitely iiishortage iiiof iiipeople iii(like iiidata iiiscientists, iiiMachine iiilearning
iii developers, iiidata iiianalysts, iiistatisticians iiiand iiimathematicians.2016 iiiPredictions: iiiChief iiidata
iii officers iiiwill iiibecome iiithe iiinew iii„sought iiiafter‟ iiipersonnel iiiof iiiIT. iiiSelf-service iiibig iiidata
iii (BDaaS) iiiportals iiiwill iiibond iiithe iiigap iiibetween iiidata iiiscientists iiiand iiibusiness iiianalysts, iii- iiiCurrent
iii estimates iiistate iiithat iiiaround iiione-third iiiof iiichief iiidata iiiscientists iiispend iiiup iiito iii90 iiipercent iiiof
iii their iiitime iii"cleaning" iiiraw iiidata

4. iiiData iiiPrivacy

When iiithe iiidata iiiis iiicollected, iiiit iiihas iiilot iiiof iiipersonal iiiinformation iiiabout iiithe iiicustomers. iiiPeople
iii are/should iiibe iiiworried iiias iiito iiihow iiiinformation iiiabout iiithem iiiis iiibeing iiiused iiithat iiiaffects iiithem.
iii As iiitheir iiidata iiigets iiimonitored iiiquite iiioften iiiduring iiireal iiitime, iiithe iiiprivacy iiiis iiilost.

5. iiiData iiiSecurity iiiand iiiPiracy

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With iiithe iiihuge iiiamount iiiof iiidata iiithat iiithe iiicompanies iiihave iiitoday iiiabout iiitheir iiicustomers, iiithey
iii must iiiscale iiiup iiithe iiicapability iiito iiimake iiisure iiithat iiithis iiidata/information iiiis iiisecure. iiiIn iiiaddition,
iii several iiianti-theft iiielements iiihave iiito iiibe iiiaddressed iiiin iiiorder iiito iiirestore iiithe iiipiracy iiiissues.

6. iiiLegal iiiaspects

Once iiithe iiicompanies iiicollect iiiand iiihave iiithe iiicustomer iiidata, iiithe iiiquestion iiiraises iiiis iii“who iiiis iiithe
iii owner iiiof iiithat iiidata”. iiiIs iiiit iiithe iiiperson iiiwe iiiare iiireferring iiito iiior iiithe iiiperson iiiwho iiigenerated? iiiIn
iii case iiiof iiinegative iiiconsequences iiihow iiisituations iiineeds iiito iiibe iiihandled iiiand iiiwho iiiwill iiibe iiiheld
iii responsible.

CHAPTER 4: FINDINGS ii ii

1. BIG iiiDATA iiiANALYTICS iiiAPPLICATION

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Big iiidata iiianalytics iiiapplications iiican iiibe iiicategorized iiiinto iiisix iiibased iiion iiidata iiitype; iiistructured
iii data iiianalytics, iiitext iiianalytics, iiimultimedia iiianalytics, iiimobile iiianalytics, iiiweb iiianalytics iiiand
iii network iiianalytics.

1.1 iiiStructured iiiData iiiAnalytics

An iiiextensive iiiamount iiiof iiistructured iiidata iiiproduced iiiin iiithe iiiscientific iiiand iiibusiness iiifields
iii have iiibeen iiiwell iiihandled iiiby iiimature iiiRelational iiiDatabase iiiManagement iiiSystems
iii (RDBMS), iiidata iiiwarehousing, iiiOnline iiiAnalytical iiiProcessing iii(OLAP) iiiand iiiBusiness
Process iiiManagement iii(BPM) iiiutilizing iiidata iiimining iiiand iiistatistical iiianalysis. iiiMuch
iii

iii research iiihave iiibeen iiidone iiiin iiidata iiimining iiiand iiistatistical iiianalysis. iiiRecently, iiideep
iii learning, iiiprivacy iiipreserving iiidata iiimining iiiand iiiprocess iiimining iiiare iiiactive iiiresearch iiifields.
iii Deep iiilearning iiias iiiopposed iiito iiimost iiiof iiithe iiicurrent iiimachine iiilearning iiialgorithms iii(which
iii utilize iiihuman-designed iiirepresentations iiiand iiiinput iiifeatures) iiiincorporate iiirepresentation
iii learning iiiand iiilearn iiimultiple iiilevels iiiof iiirepresentation iiiof iiiincreasing iiicomplexity iiior
iii abstraction. iiiDue iiito iiisecurity iiiconcerns iiiin iiihealthcare, iiie-government iiiand iiiecommerce,
iii privacy-preserving iiidata iiimining iiiis iiibecoming iiian iiiinteresting iiifield iiifor iiiresearchers. iiiProcess
iii mining, iiiwhich iiiconcentrates iiion iiiprocess iiianalysis iiiwith iiithe iiiuse iiiof iiievent iiidata, iiiis iiianother
iii area iiiof iiiConfluence iiiJournal iiiof iiiPure iiiand iiistudy iiifor iiiresearchers.

1.2 iiiText iiiAnalytics

Text iiiincorporates iiie-mail iiicommunication, iiiweb iiipages, iiicorporate iiidocuments iiiand iiisocial
iii media iiicontent. iiiText iiianalytics iiior iiitext iiimining iiiis iiithe iiiprocess iiiof iiiextracting iiiuseful
iii information iiiand iiiknowledge iiifrom iiiunstructured iiitext. iiiMost iiitext iiimining iiianalytics iiiare
iii based iiion iiinatural iiilanguage iiiprocessing iiiand iiitext iiirepresentation. iiiInformation iiiextraction,
iii summarization, iiiclustering, iiitopic iiimodeling, iiiopinion iiimining iiiand iiiquestion iiianswering iiiare
iii several iiitechnologies iiithat iiihave iiibeen iiideveloped iiifor iiitext iiimining.

1.3 iiiMultimedia iiiAnalytics

Multimedia iiianalytics iiirefers iiito iiiextracting iiiinteresting iiiknowledge iiiand iiiunderstanding iiithe
iii semantics iiicaptured iiiin iiimultimedia iiidata. iiiThe iiiresearch iiiin iiimultimedia iiianalytics iiicovers iiia
iii wide iiirange iiiof iiisubjects, iiiincluding iiimultimedia iiiannotation, iiisummarization, iiiindexing iiiand
iii retrieval, iiirecommendation iiiand iiievent iiidetection, iiietc. iiiAutomatic iiimultimedia iiiannotation
iii has iiiattracted iiisubstantial iiiresearch iiiinterest. iiiThe iiimain iiichallenge iiilies iiiin iiithe iiisemantic iiigap

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 iii between iiithe iiilow-level iiifeatures iiiand iiiannotations. iiiMost iiicurrent iiiresearch iiion iiievent
iii detection iiiis iiilimited iiito iiinews, iiior iiisport iiievents.

1.4 iiiMobile iiiAnalytics

Mobile iiicomputing iiiis iiiwitnessing iiia iiirapid iiigrowth iiiand iiithis iiiresult iiiin iiimore iiimobile
iii terminals iiisuch iiias iiimobile iiiphones, iiisensors iiiand iiiRadio iiiFrequency iiiIdentification iii(RFID)
iii and iiiapplications iiibeing iiideployed iiiglobally. iiiGlobal iiidata iiitraffic iiimoved iiifrom iii2.1 iiiexabytes
iii per iiimonth iiiat iiithe iiiend iiiof iii2014 iiiand iiireached iii3.7 iiiexabytes iiiper iiimonth iiiat iiithe iiiend iiiof iii2015.
iii The iiichallenges iiiin iiimobile iiianalytics iiiare iiias iiia iiiresult iiiof iiiinherent iiicharacteristics iiiof iiimobile
iii data, iiiwhich iiiincludes iiiactivity iiisensitivity, iiimobile iiiawareness, iiinoisiness iiiand iiiredundancy
iii richness. iiiRecent iiiadvancement iiiin iiiwireless iiisensor, iiimobile iiitechnologies iiiand iiistreaming
iii processing iiibrought iiiabout iiithe iiideployment iiiof iiireal-time iiimonitoring iiibody iiisensors iiiused iiiin
iii healthcare iiiindustry. iiiRFID, iiiRadio iiiFrequency iiiidentification iiiis iiiused iiifor iiiunique iiiproduct
iii identification. iiiIt iiiis iiiused iiito iiiidentify, iiilocate, iiitrack iiiand iiimonitor iiiphysical iiiobjects iiicost
iii effectively. iiiRFID iiiis iiicurrently iiiwidely iiiembraced iiiin iiilogistics iiiand iiiinventory iiimanagement
iii but iiinot iiiwithout iiichallenges; iiiRFID iiiare iiiinherently iiinoisy, iiiredundant, iiitemporal, iiistreaming,
iii high iiivolume iiiand iiimust iiibe iiiprocessed iiion iiithe iiifly.

1.5 iiiWeb iiiAnalytics

Web iiianalytics iiirefers iiito iiiretrieving, iiiextracting iiiand iiievaluating iiiinformation iiifor iiithe iiipurpose
iii of iiiknowledge iiidiscovery iiifrom iiiweb iiidocuments iiiand iiiservices. iiiIt iiiis iiisubdivided iiiinto iiithree
iii categories iiidepending iiion iiithe iiipart iiiof iiithe iiiweb iiithat iiiis iiimined; iiiweb iiistructure iiimining, iiiweb
iii content iiimining iiiand iiiweb iiiusage iiimining. iiiWeb iiistructure iiimining iiidiscovers iiithe iiimodel
iii underlying iiithe iiilink iiistructures iiion iiithe iiiweb. iiiThe iiistructure iiiis iiirepresented iiiby iiithe iiigraph iiiof
iii links iiiin iiia iiiwebsite iiior iiibetween iiiwebsites. iiiThe iiidesign iiiof iiithe iiimodel iiiis iiibased iiion iiithe
iii hyperlink iiitopology iiiwith iiilink iiidescription iiior iiiwithout iiilink iiidescription. iiiThe iiimodel
iii compares iiiand iiicontrasts iiiamong iiidifferent iiiwebsites. iiiThis iiican iiibe iiiused iiifor iiiwebsite
iii classification. iiiWeb iiicontent iiimining iiiis iiithe iiiextraction iiiof iiiuseful iiiinformation iiifrom iiiwebsite
iii content. iiiWebsite iiicontent iiiusually iiiinvolves iiiseveral iiitypes iiiof iiidata iiisuch iiias iiiimage, iiitext,
iii video, iiiaudio, iiisymbolic, iiihyperlinks iiiand iiimetadata. iiiWeb iiicontent iiiare iiiunstructured iiidata iiiin
iii most iiicases, iiias iiia iiiresult iiimost iiiof iiiresearch iiiefforts iiiare iiidirected iiito iiitext iiiand iiihypertext
iii content. iiiText iiimining iiihas iiibeen iiiwell iiiresearched iiiinto iiias iiidescribed iiiearlier. iiiHypertext
iii mining iiirefers iiito iiimining iiiHTML iiipages iiithat iiihave iiihyperlinks. iiiWeb iiicontent iiimining

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 iii utilizes iiieither iiiinformation iiiretrieval iiior iiidatabase iiiapproaches. iiiInformation iiiretrieval
iii approach iiiaims iiito iiiassist iiiin iiifinding iiior iiifiltering iiiinformation iiito iiithe iiiusers iiibased iiion iiieither
iii requested iiior iiiderived iiiuser iiiprofiles. iiiThe iiidatabase iiiapproach iiimodels iiithe iiidata iiion iiithe iiiweb
iii and iiicoordinates iiithem iiiwith iiithe iiigoal iiithat iiimore iiiadvanced iiiqueries iiiother iiithan iiithe
iii keyword-based iiiinquiries iiimay iiibe iiiperformed. iiiWeb iiiusage iiimining iiimanages iiisecondary
iii data iiigenerated iiiby iiiweb iiisessions iiior iiibehaviours. iiiWeb iiiusage iiidata iiiencompasses iiibrowser
iii logs, iiiweb iiiserver iiiaccess iiilogs, iiiproxy iiiserver iiilogs, iiiuser iiiprofiles, iiiregistration iiidata, iiiuser
iii sessions iiior iiitransactions, iiiuser iiiqueries, iiicookies, iiibookmark iiidata, iiiscrolls iiiand iiimouse
iii clicks, iiiand iiiother iiiuser-generated iiidata iiiby iiithe iiiinteraction iiiof iiiusers iiiand iiithe iiiweb. iiiWeb
iii usage iiimining iiifinds iiiits iiiapplication iiiin iiie-commerce, iiipersonalizing iiispace, iiiweb iiiprivacy iiior
iii security iiiand iiiso iiion.

1.6 iiiNetwork iiiAnalytics

As iiia iiiresult iiiof iiirevolutionary iiiweb iiidevelopment, iiiuser iiigenerated iiicontent iiiis iiiexploding. iiiThis
iii includes iiiblogs, iiiphotos iiiand iiivideo iiisharing, iiisocial iiinetworking iiisites, iiisocial iiibook
iii marketing, iiisocial iiinews iiiand iiisocial iiiwikis. iiiSocial iiimedia iiicontent iiicontains iiimultimedia,
iii text, iiicomments iiiand iiilocations. iiiSocial iiimedia iiianalytics iiiare iiifaced iiiwith iiicertain iiichallenges
iii due iiito iiitremendous iiiand iiiever-growing iiisocial iiimedia iiidata, iiinoise iiiinherent iiiin iiisocial iiidata
iii and iiidynamic iiinature iiiof iiisocial iiidata. iiiResearch iiion iiisocial iiimedia iiianalytics iiiis iiistill iiiat iiithe
iii infancy iiistage. iiiIn iiisocial iiinetworks, iiimultimedia iiidatasets iiiincorporate iiirich iiiinformation iiisuch
iii as iiisocial iiiinteraction, iiisemantic iiiontology, iiigeographical iiimaps, iiicommunity iiimedia iiiand
iii multimedia iiicomments. iiiThe iiilink iiistructure iiiof iiisocial iiinetworks iiiis iiilogical iiiand iiiplays iiia
iii vital iiirole iiiin iiimultimedia iiiinformation iiinetworks. iiiLogical iiilink iiistructure iiiis iiicategorized iiiinto
iii four. iiiThey iiiare iiicommunity iiimedia, iiisemantic iiiontologies, iiipersonal iiiphotograph iiialbums iiiand
iii geographical iiilocations. iiiThe iiiresults iiiof iiiretrieval iiisystem, iiicollaborative iiitagging, iiiand
iii recommendation iiisystem iiican iiibe iiiimproved iiiupon iiias iiia iiiresult iiiof iiilogical iiilink iiistructures
iii embedded iiiin iiimultimedia iiiinformation iiinetworks.

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2.0 iiiBIG iiiDATA iiiANALYTICS iiiTECHNOLOGIES

The iiikey iiidifference iiibetween iiithe iiibig iiidata iiianalytics iiiconceptual iiiframework iiiand iiithat iiiof
iii conventional iii data iii analytics iii lies iii in iii how iii processing iii is iii being iii executed. iii In
iii conventional/traditional iiidata iiianalytics, iiianalyses iiiare iiiperformed iiiwith iiibusiness iiiintelligence
iii tool iiion iiia iiistand-alone iiisystem, iiisuch iiias iiidesktop iiior iiilaptop. iiiIn iiibig iiidata iiianalytics, iiiprocessing
iii is iii broken iii down iii into iii chunks, iii distributed iii and iii executed iii across iii multiple iii nodes.
iii Hadoop/MapReduce iiihas iiienabled iiithe iiibig iiidata iiianalytics. iiiWhile iiitraditional iiianalytics iiiand iiibig
iii data iiianalytics iiihave iiisimilar iiimodels iiiand iiialgorithms, iiitheir iiiuser iiiinterfaces iiiare iiiextremely
iii different. iiiTraditional iiianalytics iiitools iiiare iiiuser iiifriendly iiiand iiitransparent iiibut iiithose iiiof iiibig iiidata
iii analytics iiiare iiicomplex iiiand iiirequire iiitop iiiprogramming iiiskills iiias iiiwell iiias iiiapplication iiiof iiia
iii variety iiiof iiiskills. iiiThe iiicomplexity iiibegins iiiwith iiithe iiidata iiiitself iiias iiidepicted iiiin iiiFigure iii1. iiiData
iii from iiivarious iiisources iiiare iiipooled. iiiIn iiithe iiisecond iiicomponent, iiidata iiiare iiiin iiitheir iiiraw iiistate iiiand
iii needed iiito iiibe iiitransformed. iiiThere iiiare iiiseveral iiiways iiito iiithis; iiione iiipossibility iiiis iiito iiiuse iiiservice
iii oriented iiiarchitectural iiimethod iiicombined iiiwith iiiweb iiiservices iii(middleware). iiiThe iiinext
iii component iiiis iiithe iiiframework iiiwhere iiiseveral iiidecisions iiiare iiimade iiiregarding iiithe iiidata iiiinput
iii approach, iiidistributed iiidesigns, iiitool iiiselection iiiand iiianalytic iiimodels. iiiThe iiifourth iiicomponent
iii represents iiithe iiitypical iiiapplication iiiof iiibig iiidata iiianalytics.

Figure ii1 ii: iiA iiconceptual iiArchitecture iiof iiBig iiData iiAnalytics

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Some iiiof iiithe iiiprominent iiitechnologies iiifor iiibig iiidata iiianalytics iiiare iiidescribed iiibelow.

2.1 iiiNoSQL

NoSQL iiiis iiia iiiparadigm iiishift iiiwhen iiiit iiicomes iiito iiistorage iiiand iiiaccess iiito iiiinformation
iii especially iiiin iiithis iiiera iiiof iiiinformation iiiage iiithat iiiwe iiihave iiilarge iiiportion iiiof iiithe iiisemi-
structured iiior iiiunstructured iiidata iiibeing iiigenerated. iiiExisting iiidatabase iiiframeworks, iiifor
iii example, iiiMySQL, iiiOracle, iiiSQLServer iiiand iiiPostgress iiican't iiideal iiiwell iiiwith iiisuch iiidata.
iii NoSQL iiiis iiia iiidischarge iiifrom iiithe iiiimperatives iiiforced iiion iiidatabase iiiadministration
iii frameworks iiiby iiithe iiirelational iiimodel. iiiNoSQL iiidatabase iiioversees iiiinformation iiiin iiia
iii method iiiother iiithan iiitabular iiirelations iiiin iiicustomary iiidatabases. iiiThe iiirelational iiimodel iiitakes
iii information iiiand iiiisolates iiiit iiiinto iiinumerous iiiinterrelated iiitables iiithat iiicontain iiirows iiiand
iii columns iiiwhile iiidocument-oriented iiiNoSQL iiidatabase iiifor iiiinstance, iiitakes iiithe iiidata iiiinto
iii document iiiutilizing iiithe iiiJavaScript iiiObject iiiNotation iii(JSON) iiiformat. iiiAnother iiireal
iii distinction iiiis iiithat iiirelational iiitechnologies iiihave iiirigid iiischema iiiwhile iiiNoSQL iiimodels iiiare
iii “schema iiiless”. iiiSuch iiidatabases iiihave iiibeen iiiin iiiexistence iiisince iiilate iii1960s iiibut iiidid iiinot
iii gain iiipopularity iiias iiithe iiiname iii“NoSQL” iiiuntil iiiearly iiitwenty iiifirst iiicentury, iiiwhich iiiwas
iii triggered iiiby iiithe iiineeds iiiof iiiWeb iii2.0 iiicompanies iiisuch iiias iiiGoogle, iiiFacebook iiiand
iii Amazon.com. iii

NoSQL iiidatabase iiihas iiifour iiidiverse iiisorts iiiof iiidata iiistructures, iiiwhich iiiare:

i) Key iiiValue iiiStores: iiiWith iiikey iiivalue iiistores, iiieach iiiitem iiiis iiistored iiias iiian iiiattribute
iii name iiialong iiiwith iiiits iiivalue. iiiIt iiiis iiibased iiion iiia iiihash iiitable, iiiwhich iiiuses iiia iiiunique
iii key iiiand iiia iiipointer iiito iiireference iiia iiiparticular iiiitem iiiof iiidata. iiiExamples iiiare iiiDynamo,
iii Voldemort, iiiRhino iiiDHT, iiietc.

ii) Document iiiDatabase: iiiIn iiidocument-oriented iiidatabase, iiieach iiikey iiiis iiibeing iiipaired
iii with iiicomplex iiidata iiistructure iiireferred iiito iiias iiidocument. iiiSemistructured iiidocument

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 iii can iiibe iiiXML iiior iiiJSON iiiformatted. iiiIn iiiaddition iiito iiithe iiikey, iiidocument iiican iiibe
iii retrieved iiiwith iiiqueries. iiiExamples iiiare iiiCouchDB, iiiMongoDB, iiiLotus iiiNotes, iiiRedis,
iii etc.

iii) Family/Wide iiiColumn iiiStores: iiiRather iiithan iiiusing iiirows iiito iiistore iiidata, iiithey iiiuse
iii columns iiiinstead. iiiThey iiistore iiiand iiiprocess iiilarge iiiamount iiiof iiidata iiidistributed iiiover
iii many iiimachines. iiiThey iiiare iiioptimized iiifor iiiqueries iiiover iiivery iiilarge iiidatasets.
iii Examples iiiare iiiBigTable, iiiCassandra, iiiHBase, iiiHadoop, iiietc.

iv) Graph iiiStores: iiiGraph iiidatabase iiiis iiibased iiion iiigraph iiitheory. iiiThey iiiare iiibuilt iiibased iiion
iii nodes, iiirelationship iiibetween iiinodes iii(edges) iiiand iiiproperties iiiof iiinodes. iiiExamples
iii are iiiNeo4J, iiiFlockDB, iiiGraphBase iiiInfoGrip, iiietc.

One iiiof iiithe iiimotivations iiifor iiiNoSQL iiiincludes iiisimplicity iiiin iiiterms iiiof iiidesign; iiiit
iii accommodates iiihorizontal iiiscaling iiito iiiclusters iiiof iiicomputers, iiiwhich iiiis iiian iiiissue iiifor
iii relational iiidatabases. iiiAnother iiimotivation iiiis iiifiner iiicontrol iiiover iiiavailability iiias iiiwell iiias
iii flexibility iiiin iiiterms iiiof iiidata iiistructure iiiwhen iiicompared iiiwith iiirelational iiidatabases. iiiWith
iii many iiiNoSQL iiidatabases, iiithere iiiis iiia iiitrade-off iiibetween iiiconsistency, iiiavailability, iiipartition
iii tolerance iiiand iiispeed, iiii.e. iiithere iiiis iiia iiicompromise iiiin iiiconsistency iiiin iiifavour iiiof iiispeed,
iii partition iiitolerance iiiand iiiavailability. iiiBarriers iiito iiigreater iiiadoption iiiof iiiNoSQL iiidatabases
iii include iiithe iiiuse iiiof iiilow-level iiiquery iiilanguages iii(e.g. iiiinability iiito iiiperform iiiad-hoc iiijoins
iii across iiitables), iiihuge iiiprevious iiiinvestments iiiin iiiexisting iiirelational iiidatabase iiiand iiilack iiiof
iii standardized iiiinterfaces. iiiOther iiichallenges iiiare iiimaturity, iiisupport iiifor iiidata iiianalysis,
iii support iiifrom iiiusers iiiand iiimaintenance.

2.2 iiiHadoop iiiPlatform

Hadoop iiiis iiithe iiipredominant iiibig iiidata iiiplatform. iiiIt iiihas iiithree iiiprimary iiiresources: iiithe
iii Hadoop iiiDistributed iiiFile iiisystem iii(HDFS), iiithe iiiMapReduce iiiprogramming iiiplatform iiiand
iii the iiiHadoop iiiecosystem. iiiHadoop iiiwas iiibrought iiiabout iiias iiia iiiresult iiiof iiitrying iiito iiifix
iii scalability iiiproblem iiiassociated iiiwith iiiNutch iii(a iiicrawler iiiand iiisearch iiiengine iiithat iiimakes iiiuse
iii of iiiMapReduce iiiand iiibig-table iiideveloped iiiby iiiGoogle). iiiHadoop iiiuses iiimaster-slave
iii architecture iiibased iiion iiidata iiipartitioning iiiacross iiimultiple iiinodes iiiand iiiparallel iiicomputation

45
 iii of iiilarge iiidatasets. iiiIt iiimanages iiiscalability iiiwith iiithe iiiaddition iiiof iiicomputing iiinodes. iiiHadoop
iii can iiiprocess iiiextremely iiilarge iiiamount iiiof iiidata iiithrough iiipartitioning iiiwith iiithe iiihelp iiiof
iii numerous iiinodes iii(servers), iiieach iiiof iiithe iiinodes iiisolves iiismall iiiand iiidifferent iiiparts iiiof iiithe
iii larger iiiproblem iiiand iiithen iiifinally iiiintegrates iiithem. iiiHadoop iiiplays iiia iiidouble iiirole; iiidata
iii organizer iiiand iiianalytics iiitool. iiiEnterprises iiican iiinow iiiharness iiidata iii(unstructured, iiisemi-
structured iiiand iiistructured) iiithat iiiis iiiusually iiidifficult iiito iiimanage iiiand iiianalyze.

Figure ii2: iiHadoop iiArchitecture

2.3 iiiMapReduce iiiProgramming iiiFramework

One iiiof iiithe iiimost iiicommonly iiiprogramming iiiframework iiiimplemented iiion iiitop iiiof iiiHadoop
iii Distributed iiiFile iiiSystem iiiis iiiMapReduce iiiframework. iiiIt iiiis iiia iiiprogramming iiimodel iiithat
iii applies iiifunctional iiiprogramming iiiparadigm iiiin iiiwhich iiiprogrammer iiican iiidefine iiiMap iiiand
Reduce iiitasks. iiiLarge-scale iiidata iiicomputations iiican iiibe iiiperformed iiiefficiently iiiand iiiin iiia iiiway
iii

iii that iiiis iiitolerant iiito iiihardware iiifailures. iiiAlthough iiiMapReduce iiidoes iiinot iiiperform iiiwell iiiwith
iii online iiitransactions, iiithe iiikey iiistrengths iiilie iiiin iiihigh iiidegree iiiof iiiparallelization, iiiprogramming
iii framework iiisimplicity iiias iiiwell iiias iiiits iiiability iiito iiimanage iiilarge iiivariety iiiof iiiapplication.
iii MapReduce iiifunctions iiiare iiiusually iiiwritten iiiin iiiJava iiibut iiithey iiican iiias iiiwell iiibe iiicoded iiiin
iii other iiilanguages iiisuch iiias iiiPerl, iiiC++, iiiRuby, iiiPython, iiiR, iiietc. iiiMapReduce iiiprograms iiito iiibe
iii executed. iiiEach iiiof iiithe iiiclusters iiireceives iiismall iiichunk iiiof iiidata iiito iiibe iiicomputed iiiwhich
iii usually iiitakes iiiplace iiion iiithe iiisame iiimachine iiiwhere iiithat iiichunk iiiof iiidata iiiresides.

46
 Figure ii3: iiMapReduce iiFramework

2.4 iiiHadoop iiiEcosystem

Hadoop iiiecosystem iiirefers iiito iiitechnologies iiior iiiframeworks iiithat iiisit iiibetween iiiHadoop iiiand
iii MapReduce iiiin iiiorder iiito iiicomplement iiithe iiiHadoop iiiMapReduce iiiparadigm. iiiSome iiiof iiithese
iii technologies iiiare iiibriefly iiidiscussed iiibelow

i) Hive: iiiThe iiigoal iiiof iiiHive iiiis iiito iiiallow iiiSQL iiiaccess iiito iiidata iiiin iiithe iiiHDFS. iiiQueries
iii written iiiin iiiHQL iiiare iiiconverted iiiinto iiiMapReduce iiicode iiiby iiiHive iiiand iiiexecuted iiiby
iii Hadoop iiithough iiiHQL iiiis iiinot iiifull iiiANSI iiistandard iiiSQL iii(i.e. iiisome iiifeatures iiiare
iii missing; iiiHive iiidoes iiinot iiisupport iiinon-equality iiijoin iiicondition, iiiupdate iiiand iiidelete
iii statements. iiiThough iiiyou iiimay iiinot iiineed iiithese iiibut iiiif iiiyou iiirun iiicode iiigenerated iiiby
iii third-party iiisolutions, iiithey iiimay iiigenerate iiinon-Hive iiicompliant iiicode). iiiIt iiialso iiiallows
iii user-defined iiifunctions. iii

ii) Zookeeper: iiiWhen iiithere iiiis iiineed iiito iiidistribute iiismall iiiamount iiiof iiidata iiiacross iiimany
iii machines, iiiZookeeper iiifinds iiiits iiirelevance. iiiIt iiiis iiian iiieffective iiimechanism iiirunning
iii dependent iiijobs. iiiApache iiiZookeeper iiiprovides iiidistributed iiiconfiguration iiiservices
iii within iiithe iiiHadoop iiiecosystem.

iii) HBase: iiiHBase iiiis iiia iiiscalable, iiicolumn iiioriented iiirather iiithan iiirow- iiioriented iiidatabase
iii management iiisystem iiithat iiisits iiion iiitop iiiof iiiHDFS. iiiHBase iiiis iiisuitable iiifor iiireal-time
iii read/write iiirandom iiiaccess iiito iiivery iiilarge iiidataset. iiiIt iiiis iiinot iiirelational iiiand iiiuses iiia
iii non-SQL iiiapproach. iiiThe iiiHBase iiifinds iiiits iiiapplication iiiin iiiweb iiitable.

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 iv) Jaql: iiiJaql iiiprocesses iiilarge iiidatasets iiithrough iiithe iiiuse iiiof iiifunctional iiideclarative iiiquery
iii language. iiiIt iiifacilitates iiiparallel iiiprocessing iiiby iiiconverting iiihigh iiilevel iiiqueries iiiof
iii MapReduce iiitasks iiito iiilow-level iiiqueries.

v) Mahout: iiiIt iiiis iiia iiiscalable iiimachine iiilearning iiialgorithms iiithat iiirun iiion iiiHadoop. iiiWhile
iii there iiiis iiimuch iiianalysis iiithat iiican iiibe iiidone iiiin iiiMapReduce iiior iiiPig, iiithere iiiare iiisome
iii machine-learning iiialgorithms iiithat iiiare iiidistributed iiias iiipart iiiof iiiMahout iiiProject. iiiSome
iii examples iiiare iiiclassification, iiirecommendation, iiiand iiiclustering.

vi) Oozie: iiiOozie iiiis iiia iiiHadoop’s iiiworkflow iiischeduler iiifor iiirunning iiiworkflow iiiof
iii dependent iiijobs. iiiIt iiihas iiia iiiworkflow iiiand iiia iiicoordinator iiiengine. iiiOozie iiican iiiprocess
iii and iiimanage iiithousands iiiof iiiworkflows iiiin iiia iiiHadoop iiicluster iiiin iiia iiitimely iiiand
iii efficient iiimanner. iiiOozie iiiemploys iiiDirected iiiAcyclic iiiGraph iii(DAG) iiifor iiiworkflow
iii tasks iiiexecution. iii

vii) Blur: iiiBlur iiiis iiia iiitool iiifor iiiindexing iiiand iiisearching iiitext iiiwith iiiHadoop. iiiBecause iiiit iiihas
iii Lucene iii(a iiivery iiipopular iiitext-indexing iiiframework) iiiat iiiits iiicore, iiiit iiihas iiimany iiiuseful
iii features, iiiincluding iiifuzzy iiimatching, iiiwildcard iiisearches, iiiand iiipaged iiiresults. iiiIt
iii allows iiiyou iiito iiisearch iiithrough iiiunstructured iiidata iiiin iiia iiiway iiithat iiiwould iiiotherwise
iii be iiivery iiidifficult.

viii) BigTop: iiiused iiifor iiipackaging iiiand iiitesting iiithe iiiHadoop iiiecosystem. iiiAlthough iiiit iiiis iiinot
iii a iiicluster iiimanager, iiiit iiisimplifies iiiinstallation, iiiintegration iiiand iiismoke iiitesting iiiof iiithe
iii Hadoop iiitool iiikit iiiproviding iiian iiiintegrated iiitool iiistack. iiiThis iiiresults iiiin iiia iiiwell-tested,
iii high-quality, iiistack-based iiiHadoop iiiproduct iiiset.

2.5 iiiApache iiiSpark iiiApache

Spark iiiis iiian iiiopen-source iiicluster-computing iiiframework iiithat iiiuses iiiin-memory iiicomputation
iii to iiiprovide iiibetter iiiand iiifaster iiiperformance iiithan iiiHadoop’s iiidisk-based iiiMapReduce
iii paradigm. iiiOver iiitime, iiiMapReduce iiihas iiibeen iiithe iiicentre iiiparadigm iiifor iiibatch iiijobs.
iii However, iiiApache iiiSpark, iiiis iiisuitable iiifor iiibatch, iiiiterative iiiand iiistreaming iiijobs. iiiSpark iiiis

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iii relevant iiifor iiimachine iiilearning iiiconcepts iiias iiiit iiiallows iiifrequent iiiquery iiito iiibe iiiapplied iiito
iii data iiiload iiiin iiithe iiicluster’s iiimemory. iiiSpark iiiframework iiiconsists iiiof iiia iiicluster iiimanager iiiand
iii a iiidistributed iiistorage iiisystem. iiiApache iiiSpark iiiis iiia iiicompetitive iiisolution iiiwith iiiadditional
iii benefits iiicompared iiito iiiMapReduce iiiin iiiaddressing iiireal-time iiidata iiianalysis. iiiApache iiiSpark
iii has iiia iiiuser-friendly iiiprogramming iiiinterface iiiand iiias iiia iiiresult iiicoding iiiefforts iiiis iiireduced. iiiIt
iii does iiinot iiionly iiiprovide iiian iiialternative iiito iiiMapReduce iiibut iiialso iiihas iiiboth iiiSQL iii(Shark) iiias
iii well iiias iiimachine iiilearning iiilibrary iiicalled iiiMLLib

Figure ii4: iiApache iiSpark iiArchitecture

Spark iiiuses iiimaster/worker iiiarchitecture. iiiThere iiiis iiia iiidriver iiithat iiitalks iiito iiia iiisingle
iii coordinator iiicalled iiimaster iiithat iiimanages iiiworkers iiiin iiiwhich iiiexecutor iiiruns. iiiThe iiidriver iiiand
iii executors iiirun iiiin iiitheir iiiown iiiJava iiiprocesses. iiiYou iiican iiirun iiithem iiiall iiion iiithe iiisame
iii (horizontal iiicluster) iiior iiiseparate iiimachines iii(vertical iiicluster) iiior iiiin iiia iiimixed iiimachine
iii configuration. iiiA iiiSpark iiidriver iiiis iiithe iiiprocess iiithat iiicreates iiiand iiiowns iiian iiiinstance iiiof
SparkContext. iiiA iiimaster iiiis iiia iiirunning iiiSpark iiiinstance iiithat iiiconnects iiito iiia iiicluster iiimanager
iii

iii for iiiresources. iiiThe iiimaster iiiacquires iiicluster iiinodes iiito iiirun iiiexecutor. iiiWorkers iiiare iiirunning
Spark iiiinstances iiiwhere iiiexecutors iiilive iiito iiiexecute iiitasks. iiiExecutors iiiare iiidistributed iiiagents
iii

iii responsible iiifor iiiexecuting iiitasks. iiiThey iiiprovide iiiin-memory iiistorage iiifor iiiResilient
iii Distributed iiiDatabases iii(RDDs) iiithat iiiare iiicached iiiin iiiSpark iiiapplications.

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3.0 iiiBIG iiiDATA iiiANALYTICS iiiTRENDS

Big iiidata iiitechnology iiialso iiirefers iiito iiiBig iiiTable, iiiDynamo, iiiCassandra, iiiHadoop, iiiGoogle iiiFile
System, iiiHBase, iiiMapReduce, iiiMashum iiiand iiistream iiiprocessing. iiiBig iiidata iiistarted iiiwith iiia iiilittle
iii

iii shift iiifrom iiitraditional iiianalytics iiito iiiinclude iiibatch-processing iiicomputations. iiiIt iiigradually
iii moved iiifrom iiithis iiistage iiiwith iiiMapReduce iiiparadigm iiito iiia iiihigher iiilevel iiiwhere iiistream
iii processing iiiis iiiinvolved iiiwith iiiApache iiiSpark iiiplatform. iiiThe iiitrend iiicontinues iiito iiinear iiireal-time
iii processing iiiand iiiis iiicurrently iiiprogressing iiito iiireal-time iiianalytics. iiiThere iiiare iiithree iiinoteworthy
iii viewpoints iiito iiiconsider iiihere:

3.1 iiiData iiiAnalysis iiiModel iiiArchitecture

As iiia iiiresult iiiof iiidifficulties iiisuch iiias iiiscalability iiipresent iiiwith iiistructured iiidata iiitechniques,
iii MapReduce iiiconcept iiiwas iiiborn iiiin iii2004 iiito iiicope iiiwith iiiunstructured iiiand iiisemi-structured
iii databases. iiiHowever iiias iiiearlier iiinoted iiiMapReduce iiiis iiinot iiisuitable iiifor iiionline iiitransactions,
iii iterative iiiand iiigraph iiicomputation. iiiThere iiiare iiiother iiitechnologies iiithat iiisit iiibetween iiithe
iii HDFS iiiand iiiMapReduce iiicommonly iiireferred iiito iiias iiiHadoop iiiecosystem iiithat iiihelps iiito
iii achieve iiiother iiipurposes iiiwhere iiiMapReduce iiimay iiinot iiibe iiisuitable. iiiExamples iiiof iiisuch
iii technologies iiiare iiiHBase, iiiJaql, iiiMahout, iiietc. iiiRecently, iiia iiisuccessor iiiof iiiMapReduce
iii paradigm iiiin iiiHadoop iiiwas iiiborn, iiithe iiiApache iiiSpark, iiiwhich iiiencompasses iiiall iiiother
iii computation iiiother iiithan iiibatch iiiprocessing iiisuch iiias iiiiterative, iiistreaming iiiand iiion-line
iii transaction iiianalysis.

3.2 iiiVisualization

Visualization iiiis iiiconsidered iiias iiithe iiistrongest iiipotential iiigrowth iiiwhen iiiit iiicomes iiito iiichoosing
iii among iiidifferent iiioptions iiifor iiibig iiidata iiianalytics. iiiOne iiiof iiithe iiimost iiiideal iiiapproaches iiito
iii covey iiiyour iiimessage iiiis iiito iiiuse iiivisualization; iiithrough iiithis, iiithe iiiattention iiiof iiithe iiiaudience
iii is iiidrawn iiito iiiimportant iiimessages iiiand iiiwith iiivisual iiipresentation iiimore iiisurprising iiipatterns
iii and iiiobservations iiithat iiiare iiinot iiiapparent iiiwith iiistatistics iiialone iiican iiibe iiiuncovered.

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 iii Visualization iiiis iiinot iiionly iiifor iiipresenting iiiresult iiibut iiican iiibe iiiused iiiat iiiall iiithe iiistages iiiof iiidata
iii analytics. iiiWhat iiican iiisuffice iiifor iiibig iiidata iiianalytics iiiis iiireferred iiito iiias iiiAdvanced iiiData
iii Visualization iii(ADV). iiiAs iiiopposed iiito iiistandard iiivisualization iiiframework iiisuch iiias iiipie, iiiline
iii and iiibar iiicharts, iiiadvanced iiidata iiivisualization iiitechnologies iiican iiiscale iiito iiirepresent
iii thousands iiior iiimillions iiiof iiidata iiipoint. iiiIt iiican iiiaccommodate iiidiverse iiidata iiitypes iiiand
iii complex iiistructures iiithat iiicannot iiibe iiieasily iiirepresented iiion iiithe iiicomputer iiiscreen iii(e.g.
iii hierarchies iiiand iiineural iiisets). iiiMajority iiiof iiithe iiiadvanced iiidata iiivisualization iiitools iiican
iii interact iiiwith iiidata iiisources iiidirectly, iiiwhich iiienables iiianalysts iiito iiichoose iiithe iiiright iiidata iiiset
iii at iiireal iiitime. iiiThere iiiare iiifour iiimajor iiitechniques iiiin iiiparallelism iiivisualization; iiitask
iii parallelism, iiidata iiistreaming, iiipipeline iiiparallelism iiiand iiidata iiiparallelism. iiiAdvanced iiidata
iii visualization iiitools iiiare iiinumerous; iiiexamples iiiare iiiCharts.js, iiiTableau, iiiRaw, iiiDygraphs,
iii Google iiicharts, iiiCrossfitter, iiiTangle, iiiPolymaps, iiiOpenLayers, iiiKartograph, iiiCartoDB, iiiand
iii Gephi iiito iiimention iiia iiifew.

3.3 iiiTesting iiiBenchmark

The iiidiversity iiiof iiibig iiidata iiiposes iiia iiichallenge iiiwhen iiiit iiicomes iiito iiideveloping iiibig iiidata
iii benchmarks iiithat iiiwill iiibe iiisuitable iiifor iiiall iiiworkload iiicases. iiiOne iiicannot iiistick iiito iiione iiibig
iii data iiibenchmark iiibecause iiiit iiihas iiibeen iiiobserved iiithat iiiusing iiiit iiion iiidifferent iiidata iiisets iiido
iii not iiigive iiithe iiisame iiiresult. iiiThis iiiimplies iiithat iiibenchmark iiitesting iiishould iiibe iiiapplication
iii specific. iiiSubsequently, iiiin iiievaluating iiibig iiidata iiisystem, iiiidentification iiiof iiiworkload iiifor iiian
iii application iiidomain iiiis iiia iiiprerequisite. iiiMost iiiof iiithe iiiexisting iiibig iiidata iiibenchmarks iiiare
iii designed iiito iiievaluate iiispecific iiitype iiiof iiisystems iiior iiiarchitectures. iiiFor iiiinstance, iiiHiBench,
iii GridMix iiiand iiiPigMix iiiare iiifor iiiMapReduce iiiHadoop iiisystems. iiiBigBench iiifor iiiTeradata
iii Aster iiiDBMS, iiiMapReduce iiisystems, iiiRedshift iiidatabase, iiiHive, iiiSpark iiiand iiiImpala.
iii LinkBench iiifor iiiMySQL iiidatabases. iiiPresently, iiiBigDataBench iiiseems iiito iiibe iiithe iiionly iiibig
iii data iiibenchmark iiithat iiican iiievaluate iiihybrid iiiof iiidifferent iiibig iiidata iiisystems.

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4. iiiAPPLICATION iiiAREAS iiiOF iiiBIG iiiDATA iiiANALYTICS

Our iiiworld iiiis iiichanging iiifor iiithe iiibetter iiias iiia iiiresult iiiof iiileveraging iiithe iiipower iiiof iiibig iiidata
iii analytics. iiiThe iiilast iiidecade iiirecorded iiia iiilot iiiof iiiadvancement iiiwith iiirespect iiito iiithe iiiamount iiiof
iii data iiigenerated iiias iiiwell iiithe iiitechnology iiiemployed iiiin iiianalyzing iiiand iiiunderstanding iiiit. iiiFor
iii individual iiifirms iiito iiigain iiicompetitive iiiadvantage iiisuch iiifirms iiimust iiileverage iiion iiidata iiidriven
iii strategies iiito iiicompete, iiiinnovate iiiand iiicapture iiifrom iiireal-time iiiinformation. iiiBig iiidata iiianalytics
iii is iiirelevant iiiin iiievery iiifield iiiof iiihuman iiiendeavor iiiand iiias iiimany iiithat iiiwould iiiwant iiito iiigain iiia
iii competitive iiiadvantage, iiibig iiidata iiiis iiikey. iiiAlmost iiiall iiisectors iiilike iiicomputer iiiand iiielectronic
iii products, iiigovernment iiiand iiiinsurance iiiwill iiibenefit iiifrom iiibig iiidata. iiiBelow iiiare iiisome iiiof iiithe
iii application iiiareas:

i) Smarter iiiHealthcare: iiiApart iiifrom iiiyielding iiibetter iiiprofits iiiand iiistreamlining iiion
iii overhead iiiincurred iiion iiiwaste, iiibig iiidata iiiis iiirelevant iiiin iiithe iiiprediction iiiof iiiepidemics,
iii curing iiidiseases, iiiimproving iiilife iiiquality iiiand iiipreventing iiiavoidable iiideath. iiiWith
iii wireless iiisensor iiinetworks, iiihealthcare iiipatients’ iiirecord iiican iiibe iiitracked iiiand
iii uploaded. iiiThere iiiare iiialso iiistream iiiof iiiwearable iiidevices iii(Fit iiibit, iiiSamsung iiigear iiifit,
Jawbone, iiietc.) iiithat iiihave iiialso iiiemerged iiithrough iiiwhich iiipeople iiican iiimonitor iiitheir
iii

iii heartbeat iiirate, iiithe iiinumber iiiof iiicalories iiiburnt iiias iiia iiiresult iiiof iiiexercise, iiiquality iiiof
iii sleep, iiietc. iiiIn iiiaddition, iiipharma iiico iiivigilance, iiiwhich iiiinvolves iiithe iiidetection,
iii examination, iiiunderstanding iiiand iiiprevention iiiof iiiadverse iiieffects iiiof iiidrugs, iiiis iiinow
iii possible iiiby iiiusing iiibig iiidata iiianalytics iiito iiiharness iiiand iiianalyze iiiinformation iiifrom
iii various iiisources iii(social iiimedia iiifeeds, iiipublished iiiliterature, iiireal iiiworld iiidata, iiiand
iii health iiiagency iiidatabases) iiithat iiireport iiithe iiicase iiiof iiiadverse iiieffect iiion iiiany iiidrug.

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ii) Homeland iiiSecurity: iiiThis iiirefers iiito iiiconcerted iiieffort iiiin iiiensuring iiia iiihomeland iiiis
iii safe, iiisecure iiiand iiiable iiito iiiresist iiievery iiiform iiiof iiihazards iiiand iiiterrorism. iiiFor
iii instance, iiicyber-attack iiion iiione iiiof iiithe iiimajor iiilifelines iiisuch iiias iiiwater, iiipower,
iii financial iiiservices iiiand iiicommunication. iiiBig iiidata iiianalytics iiican iiibe iiiused iiito
iii recognize iiipotential iiimenaces iiiby iiimonitoring iiicommunication iii(email, iiimobile iiiand
iii social iiimedia), iiifinancial iiitransactions, iiilocations iiiand iiitravels iiiitineraries iiiof iiiusers
iii with iiisuspicious iiiactivity iiipatterns.

iii) Traffic iiiControl: iiiCombining iiiinformation iiifrom iiisatellites iiilinked iiiwith iiisensors
iii positioned iiialong iiiroads iiiand iiitraffic iiidata iiifrom iiiboth iiimoving iiivehicles iiiand
iii pedestrians iiican iiibe iiiused iiito iiianalyze iiiroad iiiconditions iiiand iiihelp iiiplan iiiroutes iiimore
iii accurately, iiiestimate iiithe iiitime iiito iiireach iiia iiidestination iiiand iiiover iiia iiiwider iiirange iiithan
iii is iiipossible iiiwith iiiGlobal iiiPositioning iiiSystem.

iv) Manufacturing: iiiManufacturers iiiare iiiable iiito iiimonitor iiiproduct iiiquality iiiand iiidelivery
iii accuracy iiiwith iiithe iiihelp iiiof iiibig iiidata iiiin iiiorder iiito iiiimprove iiicustomer iiiservice. iiiThey
iii achieve iiithis iiiwith iiitelemetry iiidata, iiiwhich iiiconsists iiiof iiidata iiigenerated iiiby iiimachines
iii during iiimanufacturing iiiprocess. iiiOnce iiithe iiiproduct iiiis iiiin iiithe iiihand iiiof iiithe
iii customers, iiiits iiiperformance iiiis iiimonitored iiiwhich iiican iiibe iiiused iiito iiidetermine
iii whether iiia iiicustomer iiiwill iiihave iiiproblem iiibefore iiiit iiieventually iiihappens.

v) Education: iiiBig iiidata iiihas iiiopportunities iiiin iiithe iiifield iiiof iiieducation; iiimore iiidetailed
iii information iiifor iiischool iiican iiibe iiigenerated. iiiProgress iiican iiibe iiitracked iiiand iiianalyzed.
Collaborative iiilibrary iiiis iiienabled. iiiThese iiilead iiito iiibetter iiieducation iiiand iiiinformed
iii

iii stakeholder iiiand iiithe iiioutside iiiworld iiithereafter.

vi) Multi-channel iiiSales: iiiThis iiirefers iiito iiimultiple iiimediums iiifor iiibuying, iiimarketing iiiand
iii selling. iiiFor iiimulti-channel iiimarkets iiito iiibe iiisuccessful, iiibig iiidata iiianalytics iiimust iiibe
iii employed. iiiInformation iiicollected iiifrom iiicustomers iiiprovides iii360-degree iiiview iiiof
iii the iiicustomers, iiiwhich iiilead iiito iiioverall iiiimprovement iiiof iiimulti-channel iiistrategy. iiiIn
iii addition, iiicustomer iiidoes iiinot iiineed iiito iiigo iiito iiia iiispecific iiiwebsite iiito iiifind iiia iiiproduct,
iii they iiican iiibuy iiiand iiimake iiitransactions iiifrom iiiany iiiwebsite iiithey iiifind iiiproduct iiithat iiiis

53
 iii of iiiinterest iiito iiithem. iiiCompanies iiican iiitake iiiproduct iiito iiiany iiienvironment iiithat iiithere
iii are iiipotential iiibuyers. iii

vii) Telecommunication iiiIndustries: iiiTelecommunication iiiindustries iiiare iiisitting iiion iiigold

iii mine iiidue iiito iiithe iiifact iiithey iiihave iiiplenty iiidata iiiabout iiitheir iiicustomers. iiiEfficient iiiand
iii effective iiianalysis iiiof iiistructured, iiisemi-structured iiiand iiiunstructured iiidata iiito iiiget
iii deeper iiiinsight iiiabout iiitheir iiicustomers’ iiibehaviour, iiipreferences, iiiusage iiipatterns,
iii locations iiiand iiitravel iiipatterns iiiin iiireal iiitime iiiis iiirequired. iiiThis iiiis iiiwhere iiibig iiidata
iii comes iiiin. iiiWith iiibig iiidata iiianalytics, iiicustomers iiican iiibe iiimarketed iiiwith iiialmost iiion
iii individual iiibasis, iiiwhich iiisignificantly iiireduces iiichurn iiirate iiiand iiiimproves iiithe
iii customers’ iiiperception iiiof iiithe iiicompany. iiiMoreover, iiithey iiihave iiia iiicomplete iiiview iiiof
iii the iiinumber iiiof iiitargeted iiicustomers, iiihow iiimany iiiwere iiireached, iiihow iiimany iiiyielded
iii to iiicompany’s iiiadverts. iiiThey iiican iiialso iiicalculate iiiReturn iiion iiiInvestment iiivery
iii quickly.

viii) Search iiiQuality: iiiFinding iiiproduct iiieasily iiion iiiwebsites iiidrives iiia iiigreat iiiuser
iii experience, iiicustomer iiiloyalty iiiand iiiincreased iiiprofit. iiiWith iiibig iiidata iiianalytics,
iii search iiiresults, iiicatalogues iiiand iiirecommendations iiican iiibe iiitailored iiito iiicustomers’
iii need iii paving iii way iii to iii a iii greater iii user iii experience iii and iii eventually iii better
iii conversation.

ix) Trading iiiAnalytics: iiiWith iiibig iiidata iiianalytics, iiistructure iiiand iiitrends iiiin iiithe iiimarket
iii can iiibe iiianalyzed. iiiTrades iiican iiibe iiiaccurately iiiexecuted iiiat iiibest iiipossible iiiprices iiiand
iii that iiiat iiihigh iiispeed. iiiFor iiiinstance, iiiUnited iiiParcel iiiService iiican iiitrack iiian iiiaverage iiiof
iii 39.5 iiimillion iiirequests iiiper iiiday.

x) Finance: iiiThe iiicontinual iiiadoption iiiof iiibig iiidata iiiin iiifinance iiiwill iiieventually iiitransform
iii the iiilandscape iiiof iiifinancial iiiservices iiifrom iiibeing iiifaster iiito iiismarter, iiileading iiito
iii better iiiinvestments iiiwith iiiconsistent iiireturns.

5 iiiRESEARCH iiiISSUES iiiIN iiiBIG iiiDATA iiiANALYTICS

Big iiidata iiianalytics iiiis iiia iiirapidly iiiexpanding iiiresearch iiiarea iiiand iiihas iiibecome iiiubiquitous iiiin
iii terms iiiof iiisolving iiicomplex iiiproblems iiivirtually iiiin iiiall iiifields iiiof iiihuman iiiendeavors iiisuch iiias

54
iii applied iiimathematics, iiiengineering, iiicomputational iiibiology, iiimedicine, iiihealthcare, iiibusiness,
iii finance, iiisocial iiinetworks, iiieducation, iiitelecommunication iiitransportation, iiietc. iiiInternet iiiand
iii mobile iiicomputing iiihas iiiled iiito iiigeneration iiiof iiihuge iiivolumes iiiof iiidata iiiin iiienterprises, iiicompanies
iii and iiigovernments. iiiThis iiiinformation iiioverload iiihas iiigreatly iiicomplicated iiiefficient iiiand iiieffective
iii decision iiimaking. iiiIn iiiaddition, iiithe iiiheterogeneous iiinature iiiof iiithe iiisources iiiand iiidata iiisize iiiposes
iii a iiidifficult iiichallenge iiifor iiianalysis. iiiAs iiia iiiresult iiiof iiithe iiiabove iiipoints, iiia iiilot iiiof iiiresearch iiiissues
iii in iiibig iiidata iiianalytics iiiare iiigingered iiiup iiiwhich iiiinclude iiibut iiinot iiilimited iiito.

i) Algorithms iiifor iiiBig iiiData: iiiEfficient iiialgorithms iiiare iiiof iiiparamount iiiwhen iiiit iiicomes
iii to iiibig iiidata iiianalytics. iiiThe iiichallenge iiiis iiiobtaining iiiscalable iiiinnovative iiialgorithmic
iii solutions iiifor iiiever iiigrowing iiiand iiiexploding iiidata iiisize. iiiThere iiiis iiineed iiifor iiimodels
iii for iii sketching iii and streaming,
iii iii external memory
iii iii and iii cache-obliviousness,
iii dimensionality iiireduction, iiietc. iii

ii) Visualization iiiAnalytics iiifor iiiBig iiiData: iiiStandard iiicharts iiiand iiigraphs iiiare iiino iiilonger
iii sufficient iiifor iiitoday’s iiidata iiivisualization iiitools. iiiThere iiiis iiineed iiifor iiithe iiidesign iiiof
iii data iiivisualization iiitools iiithat iiihave iiiinteractive iiicapabilities iii(giving iiiusers iiithe
iii opportunities iiiof iiimanipulating iiior iiidrilling iiiinto iiidata iiisources iiifor iiiquerying iiiand
iii analysis) iiiand iiiindicators iiito iiialert iiiusers iiiwhen iiichanges iiihave iiibeen iiimade iiito iiidata.

iii) Link iiiand iiiGraph iiiMining: iiiLink iiiis iiigenerally iiireferred iiito iiias iiirelationships iiiamong
iii data iiiinstances. iiiThey iiiare iiiused iiito iiiexhibit iiithe iiiimportance, iiirank iiior iiicategory iiiof
iii objects. iiiA iiikey iiichallenge iiiis iiimining iiirichly iiistructured iiidataset iiiwhich iiiare iiiusually
iii difficult iiiwith iiitraditional iiistatistical iiimodels. iiiOf iiirecent, iiia iiisurge iiiof iiiinterest iiiin
iii mining iiisecurity iiiand iiilaw iiienforcement, iiiepidemiological iiirecords, iiisocial iiinetworks
iii and iiibibliographic iiicitations iiihas iiiemerged.

iv) Data iiiAcquisition, iiiIntegration, iiiCleaning iiiand iiiScalability: iiiManaging iiithe iiiever
iii growing iiidata iiiin iiiterms iiiof iiistorage, iiiintegration iiiand iiitransformation iiiis iiia iiichallenge.
Scalability iiiissue iiiwith iiirespect iiito iiithe iiivolume iiicoupled iiiwith iiithe iiivelocity iiiat iiiwhich
iii

iii data iiiis iiigenerated iiiis iiianother iiichallenge.

v) Data iiiand iiiInformation iiiQuality iiifor iiiBig iiiData: iiiAccording iiito iiirecent iiistudies, iiithere iiiis
iii prevalence iiiof iiipoor iiiquality iiidata iiion iiithe iiiweb iiiand iiiin iiilarge iiidatabases. iiiAs iiiit iiiis

55
 iii generally iiiknown iiithat iiithe iiiconsequence iiiof iiidata iiianalysis iiiis iiidependent iiion iiithe iiidata
iii that iiiis iiibeing iiiused, iiiveracity, iiione iiiof iiithe iiifeatures iiiof iiibig iiidata iiiis iiiincreasingly
iii being iiirecognized. iiiAt iiipresent, iiithere iiiare iiino iiiresearch iiiquality iiistandards iiiand iiiquality
iii assessment iiimethods iiifor iiibig iiidata.

vi) High iiiPerformance/Parallel iiiComputing iiiPlatforms iiifor iiiBig iiiData: iiiThe iiichallenge
iii here iiiis iiidesigning iiihigh iiiperformance iiiand iiiparallel iiicomputing iiiplatforms iiithat
iii include iiisystem iiiconfiguration iiito iiisupport iiiboth iiibatch iiiand iiistream iiiprocessing.

vii) Autonomic iiiComputing iiiDesign iiiand iiiDeployment: iiiAutonomic iiicomputing iiirefers iiito
iii self iiimanaging iiicharacteristics iiiof iiidistributed iiicomputing iiiresources iii(without iiihuman
iii intervention), iiiability iiito iiiadapt iiito iiiunpredictable iiichanges iiiwhile iiihiding iiiintrinsic
iii complexities iiifrom iiiusers. iiiAutonomic iiicomputing iiiincludes iiiself-configuration, iiiself-
healing, iiiself-optimizing iiiand iiiself-protection.

viii) New iiiProgramming iiiModels iiifor iiiBig iiiData iiibeyond iiiHadoop: iiiHadoop iiiis iiino iiilonger
iii sufficed iiifor iiienterprises iiithat iiineed iiibetter iiiand iiifaster iiiways iiito iiiextract iiibusiness
iii value iiifrom iiilarge iiidataset. iiiWhile iiimany iiiorganizations iiiare iiistill iiiembarking iiion
iii Hadoop, iiiits iiicreator, iiiGoogle iiihas iiimoved iiito iiinewer iiitechnologies iiisuch iiias iiiCloud
iii Data iiiFlow, iiietc

ix) High iiiPerformance iiiCryptography: iiiMalicious iiihacking iiiand iiihigh iiiprofile iiidata
iii breaches iiiare iiicontinuously iiiputting iiiorganization iiiat iiirisk iiiand iiisignificant iiibusiness
iii disruption. iiiThe iiichallenge iiiis iiihow iiito iiiharness iiithe iiivalue iiiof iiilarge iiiamount iiiwhile
iii mitigating iiithe iiirisk iiiof iiiexposure iiiand iiicompromise. iiiExisting iiisolutions iiisuch iiias
iii fragmented iiicryptographic iiikey iiimanagement iiiare iiinot iiisufficient. iiiTo iiiensure iiian iiiend-
to-end iiisecure iiiof iiiprivate iiisensitive iiidata, iiidata iiihas iiito iiibe iiiencrypted iiibased iiion iiiaccess
iii control iiipolicies. iiiMore iiiefficient iiiand iiiscalable iiiAttribute-Based iiiEncryption iii(ABE)
iii has iiito iiibe iiiimplemented.

x) Trust iiiManagement iiiin iiiIoT: iiiInternet iiiof iiithings iiirefers iiito iiiseamless iiiintegration iiiof
iii physical iiiobjects iiiinto iiiinformation iiinetworks iiito iiiprovide iiihuman iiibeings iiiwith
iii advanced iiiand iiiintelligent iiiservices. iiiTrust iiimanagement iiiin iiiIoT iiiensures iiiqualified

56
 iii services, iiidata iiifusion iiiand iiimining iiireliability iiiand iiienhanced iiiuser iiiprivacy iiiand
iii information iiisecurity. iiiResearch iiiissues iiiinclude iiithe iiidesign iiiof iiidistributed iiiand
iii scalable iiitrust iiimanagement iiiprotocol iiifor iiiInternet iiiof iiithings iiithat iiiwill iiiadvocate iiithe
iii use iiiof iiitrust iiiproperties iii(such iiias iiicooperativeness, iiihonesty iiiand iiicommunity
iii interest) iiiand iiiconsider iiithe iiiissue iiiof iiisocial iiirelationship iiito iiievaluate iiitrust.

xi) Privacy iiiPreserving iiiBig iiiData iiiAnalytics: iiiBig iiidata iiiis iiia iiitroubling iiimanifestation iiiof
iii big iiibrother iiiby iiienabling iiiinvasive iiimarketing, iiiinvasions iiiof iiiprivacy iiiand iiidecreased
iii civil iiifreedoms. iiiUser iiidata iiiare iiiconstantly iiimined iiiby iiiinside iiianalyst iiiand iiipotential
iii outside iiibusiness iiipartners iiiand iiias iiia iiiresult iiican iiibe iiiabused iiiby iiithem. iiiThere iiiis iiineed
iii for iiirobust iiiand iiiscalable iiiprivacy iiipreserving iiialgorithm iiithat iiiwill iiiincrease iiiuser
iii safety.

xii) Stream iiiComputing iiifor iiiBig iiiData: iiiTime iiiis iiiof iiithe iiiessence iiifor iiitime-sensitive
iii processes iiisuch iiias iiimitigating iiisecurity iiithreats, iiithwarting iiifraud iiior iiiresponding iiito
iii natural iiidisaster. iiiThere iiiis iiineed iiifor iiiscalable iiiarchitectures iiior iiiplatforms iiithat iiienable
iii continuous iiiprocessing iiiof iiidata iiistreams iiiwhich iiican iiibe iiiused iiito iiimaximize iiithe
iii timeliness iiiof iiidata.

BigData iiiAnalytics iiiin iiithe iiiE-Commerce iiiEnvironment

E-commerce iiifirms iiiare iiione iiiof iiithe iiifastest iiigroups iiiof iiiBDA iiiadopters iiidue iiito iiitheir iiineed iiito iiistay
iii on iiitop iiiof iiitheir iiigame. iiiIn iiimost iiicases, iiie-commerce iiifirms iiideal iiiwith iiiboth iiistructured iiiand
iii unstructured iiidata. iiiWhereas iiistructured iiidata iiifocuses iiion iiidemographic iiidata iiiincluding iiiname,
iii age, iiigender, iiidate iiiof iiibirth, iiiaddress, iiiand iiipreferences, iiiunstructured iiidata iiiincludes iiiclicks,
iii likes, iiilinks, iiitweets, iiivoices, iiietc. iiiIn iiithe iiiBDA iiienvironment, iiithe iiichallenge iiiis iiito iiideal iiiwith
iii both iiitypes iiiof iiidata iiiin iiiorder iiito iiigenerate iiimeaningful iiiinsights iiito iiiincrease iiiconversions. iiiThe
iii definition iiiof iiibig iiidata iiiincorporated iiivarious iiidimensions iiiincluding: iiigreater iiiscope iiiof
iii information; iiinew iiikinds iiiof iiidata iiiand iiianalysis; iiireal-time iiiinformation; iiinon-traditional iiiforms
iii of iiimedia iiidata; iiinew iiitechnology-driven iiidata; iiia iiilarge iiivolume iiiof iiidata; iiithe iiilatest iiibuzz iiiword;
iii and iiisocial iiimedia iiidata. iiiAs iiidefined iiiby iiiIDC, iiibig iiidata iiifocuses iiion iiithree iiimain iiicharacteristics:
iii the iiidata iiiitself, iiithe iiianalytics iiiof iiithe iiidata, iiiand iiithe iiipresentation iiiof iiithe iiiresults iiiof iiithe
iii analytics iiithat iiiallow iiithe iiicreation iiiof iiibusiness iiivalue iiiin iiiterms iiiof iiinew iiiproducts iiior iiiservices.

57
iii Overall, iiithe iiistudy iiidefines iiibig iiidata iiiin iiiterms iiiof iiifive iiiVs: iiivolume, iiivelocity, iiivariety, iiiveracity,
iii and iiivalue. iiiThe iii‘volume’ iiirefers iiito iiithe iiiquantities iiiof iiibig iiidata, iiiwhich iiiis iiiincreasing
iii exponentially. iiiThe iii‘velocity’ iiiis iiithe iiispeed iiiof iiidata iiicollection, iiiprocessing iiiand iiianalyzing iiiin
iii the iiireal iiitime. iiiThe iii‘variety’ iiirefers iiito iiithe iiidifferent iiitypes iiiof iiidata iiicollected iiiin iiibig iiidata
iii environment. iiiThe iii‘veracity’ iiirepresents iiithe iiireliability iiiof iiidata iiisources. iiiAnd, iiifinally, iiithe
iii ‘value’ iiirepresents iiithe iii14 iiitransactional, iiistrategic iiiand iiiinformational iiibenefits iiiof iiibig iiidata.

The iiisheer iiivolume iiiof iiiacademic iiiand iiiindustry iiiresearch iiiprovides iiievidence iiion iiithe iiiimportance
iii of iiibig iiidata iiiin iiimany iiifunctional iiiareas iiiof iiie-commerce iiiincluding iiimarketing, iiihuman iiiresources
iii management, iiiproduction iiiand iiioperation, iiiand iiifinance. iiiIn iiie-commerce, iiia iiilarge iiiamount iiiof
iii customer-related iiiinformation iiiis iiiavailable iiisimply iiiwhen iiicustomers iii‘sign iiiin’: iiithese iiidata iiiare
iii of iiigreat iiiinterest iiito iiibusiness iiidecision iiimakers. iiiWhile iiithe iiisignificance iiiof iiibig iiidata iiiin iiimaking
iii strategic iiidecisions iiiis iiirecognized iiiand iiiunderstood, iiithere iiiis iiistill iiia iiilack iiiof iiiconsensus iiion iiithe
iii operational iiidefinition iiiof iiibig iiidata iiianalytics. iiiIt iiiis iiithus iiiprudent iiito iiianalyze iiithe iiidefinitions iiiof
iii BDA iiimentioned iiiin iiiprevious iiistudies iiiin iiiorder iiito iiiidentify iiitheir iiicommon iiithemes. iiiFor
iii example, iiiBDA iiirefers iiito iiithe iiiquantitative iiianalysis iiiof iiibig iiidata iiiwith iiia iiiview iiito iiimaking
iii business iiidecisions.

In iiidefining iiiBDA, iiione iiistream iiiof iiiresearch iiihas iiifocused iiion iiistrategy-led iiianalytics, iiior iiianalytics
iii that iiicreate iiisustainable iiivalue iiifor iiibusiness.. iiiIndeed, iiistrategy-driven iiianalytics iiihas iii15 iiireceived
iii much iiiattention iiidue iiito iiiits iiirole iiiin iiibetter iiidecision iiimaking. iiiStudies iiihave iiialso iiifocused iiion
iii “competitive iiiadvantages” iiiand iii“differentiation”, iiiwhile iiiapplying iiianalytics iiito iiianalyze iiireal-
time iiidata. iiiThe iiiother iiistream iiiof iiiresearch iiidefines iiiBDA iiifrom iiithe iiiperspective iiiof iiiidentifying
iii new iiiopportunities iiiwith iiibig iiidata. iiiSimilar iiiarguments iiihave iiialso iiibeen iiioffered iiiin iiianother
iii study iiiby iiiDavenport iiiet iiial. iiiscanning iiithe iiiexternal iiienvironment iiiand iiiidentifying iiiemerging
iii events iiiand iiiopportunities. iiiIn iiiaddition, iiistudies iiihave iiialso iiihighlighted iiithe iiirole iiiof iiibehavioral
iii elements iiiin iiithe iiiBDA iiidefinition, iiisuch iiias iiiempathy, iiiwhich iiithey iiibelieve iiito iiibe iiiessential iiiin
iii considerably iiienhancing iiithe iiianalytical iiiability iiiof iiifirms. iiiThey iiiexplained iiiBDA iiias iiibeing iiia
iii combination iiiof iiithree iiithings, iiithat iiiis, iiibusiness iiiprocesses, iiitechnology iiioptimization, iiiand
iii emotional iiiconnection iiiwith iiithe iiiuse iiiof iiidata. iiiIn iiia iiisimilar iiispirit, iiiFerguson iiistated iiithat iiiBDA
iii refers iiito iiia iiimultidimensional iiibehavioral iiianalysis iiithat iiicovers iiiboth iiiinternal iiiand iiiexternal
iii factors. iii

Overall, iiiit iiiis iiievident iiithat iiistatistical, iiicontextual, iiiquantitative, iiipredictive, iiicognitive, iiiand iiiother
iii models iiiare iiinecessary iiiprerequisites iiifor iiibig iiidata iiianalytics iii(BDA). iiiAs iiisuch, iiithe iiistudy

58
iii defines iiiBDA iiiin iiie-commerce iiias iiia iiiholistic iiiprocess iiithat iiiinvolves iiithe iiicollection, iiianalysis,
iii use, iiiand iiiinterpretation iiiof iiidata iiifor iiivarious iiifunctional iiidivisions iiiwith iiia iiiview iiito iiigaining
iii actionable iiiinsights, iiicreating iiibusiness iiivalue, iiiand iiiestablishing iiicompetitive iiiadvantage. iiiAs iiia
iii result, iiithere iiiare iiiclear iiiopportunities iiifor iiitheoretical iiiand iiipractical iiiinquiry iiito iiidefine iiiBDA iiiin
iii a iiiparticular iiie-commerce iiicontext iiiranging iiifrom iiimarketing iiipromotions, iiicustomer iiirelationship
iii to iiisupply iiichain iiimanagement. iiiBy iiideveloping iiiinteresting iiiresearch iiiquestions, iiithis iiinew
iii frontier iiiof iiidata iiiscience iiican iiicreate iiinew iiiknowledge iiiand iiiscientific iiipossibilities iiiby iiileveraging
iii on iiidata, iiitechnology, iiianalytics, iiibusiness iiiand iiisociety.

Business iiivalue iiiof iiiBigData iiifor iiiE-Commerce iiicompanies iii

Use iiiof iiiBig iiidata iiiallows iiifirms iiito iiibuild iiibetter iiimodels, iiiwhich iiiproduce iiiresults iiiwith iiihigher
iii precision. iiiBig iiidata iiienables iiiyou iiito iiihear iiithe iiivoice iiiof iiievery iiicustomer iiias iiiagainst iiito
iii customers iiiat iiilarge. iiiMany iiiE-Commerce iiicompanies, iiiuse iiithis iiiinformation iiito iiipersonalize
iii their iiicommunications iiiwith iiitheir iiicostumers, iiiwhich iiiin iiiturns iiileads iiito iiimeeting iiiconsumer
iii expectations iiiand iiisatisfied iiicustomers. iiiIt iiiis iiiobserved iiithat iiiby iiia iiiconsistent iiianalysis iiiof iiiBig
iii Data, iiifirms iiiwill iiitransform iiiinto iii„intelligent iiienterprises‟ iiithat iiiwill iiienhance iiitheir iiiproductivity
iii and iiicompetitiveness iiiin iiithe iiimarket, iiithus iiioptimizing iiitheir iiioperations iiion iiiprecise iiiinformation
iii coming iiifrom iiivarious iiisources iiicombined. iiiThere iiiis iiian iiiessence iiifor iiibetter iiirelationship
iii between iiifirms iiiwithin iiithe iiistrategic iiinetwork iiiin iiiorder iiito iiiachieve iiicompetitive iiiposition.
iii Having iiistrategic iiinetworks iiican iiicreate iiivalue iiito iiiE-Commerce iiifirms iiiby iiienabling iiiaccess iiito
iii information, iiitechnologies, iiimarkets iiiand iiiactivities iiithat iiiare iiiregarded iiias iiiresources. iiiAlso
iii strategic iiinetworks iiioffer iiirisk iiisharing, iiithe iiiopportunity iiito iiiscale iiiand iiiscope iiimore iiieasily,
iii knowledge iiisharing iiiand iiilearning.

Value iiican iiibe iiiderived iii“from iiithe iiiattenuation iiiof iiiuncertainty, iiicomplexity, iiiinformation
iii asymmetry, iiiand iiismall-numbers iiibargaining iiiconditions”. iiiValue iiicreation iiialso iiihappen iiiwhen
iii increasing iiithe iiiefficiency iiiof iiia iiitransaction, iiias iiiimproved iiiefficiency iiireduces iiicosts.
Personalized iiisurfing iiipractice iiiis iiinow iiicommon iiionline.
iii

E-Commerce iiicompanies iiirecommends iiiproducts iiibased iiion iiicustomer iiishopping iiihistories iiior
iii shares iiithe iiipreferences iiiof iiiother iiicustomers iiiwho iiihave iiipurchased iiiproducts iiiwe iiiare
iii considering iiiExample: iiiWhile iiisearching iiifor iiia iiihotel iiion iiisome iiitravel iiiwebsites, iiiit iiidisplays
iii how iiimany iiipeople iiiare iiicurrently iiiviewing iiithe iiisame iiihotel iiiand iiihow iiimany iiirooms iiiare iiileft.

59
iii Later, iiiwe iiisee iiiit iiiwhen iiian iiiitem iiiwe iiiwere iiithinking iiiabout iiibuying iiionline, iiishadows iiius iiiacross
iii the iiiinternet iiias iiiads.

E-Commerce iiicompanies iiiuse iiispecial iiisoftware iiito iiianalyze iiicookies iiiand iiiclick iiistream iiion
iii customer iiibrowsers, iiican iiiidentify iiipatterns iiiin iiicustomers‟ iiishopping iiihabit iiiand iiihence iiican
iii provide iiicustomized iiioffers, iiiadvertisements iiiand iiidiscounts iiito iiisuch iiicustomer. iiiA iiiscalable iiiand
iii high-performance iiiBig iiiData iiianalytics iiiplatform iiiis iiicritical iiito iiicreate iiivalue iiito iiiany iiiE-
Commerce iiifirm. iiiAccording iiito iiiGartner iiiResearch, iiiBig iiiData iiican iiihave iiiimpact iiion iiiyour iiifirms
iii business iiiin iiithree iiiways. iiiIt iiican iiiextent iiihelp iiiyou iiito: iii

a. iiiDiscover iiihidden iiipatterns iiiof iiidata iiiand iiioffer iiimeaningful iiiinsights

b. iiiImprove iiiyour iiidecisions, iiiby iiistirring iiiinformation iiifor iiidecision iiimakers

c. iiiAutomate iiithe iiibusiness iiiprocesses

A iiiresearch iiifirm iiiwith iiiassociation iiiwith iiithe iiiMassachusetts iiiInstitute iiiof iiiTechnology iii(MIT) iiiin
iii 2012 iiirevealed iiithat iiifirms iiithat iiiused iiibig iiidata iiiand iiianalytics iiioutpaced iiitheir iiipeers iiiby iii5% iiiin
iii productivity iiiand iii6% iiiin iiiprofitability.

By iiiharnessing iiienormous iiiinformation, iiibig iiidata iiianalytics iiihelps iiibusinesses iiioriginate

iii consumer-centric iiiinsights iiito iiiimprove iiibusiness iiioperations. iiiAs iiitechnology iiigrows iiiand
iii becomes iiia iiimore iiipersistent iiiincidence iiiin iiiday-to-day iiilives, iiibig iiidata iiiwill iiiend iiiup iiiplaying iiia
iii superior iiirole iiiin iiidriving iiiE-Commerce.

We iiigather iiiand iiishare iiicountless iiidata iiievery iiimoment, iiiin iiifact, iiieven iiiour iiiactions iiiare iiigenerating
iii data iiiright iiinow. iiiThings iiithat iiiwe iiiused iiito iiisee iiiin iiisci-fi iiimovies iiihave iiinow iiibecome iiireal. iiiWith
iii us iiibeing iiisurrounded iiiby iiiso iiimuch iiidata, iiimanaging iiithem iiihas iiibecome iiivery iiichallenging, iiibut
iii then iiibig iiidata iiiis iiihere!

IoT, iiiAI, iiiBlockchain, iiiBig iiiData: iiiyou iiimight iiibe iiiseeing iiior iiihearing iiiabout iiithese iiiphrases iiia iiilot
iii lately. iiiWith iiiour iiiworld iiiturning iiidigital iiiin iiievery iiiway, iiiknowing iiithese iiiconcepts iiiand iiitheir
iii functioning iiiis iiibecoming iiiimperative. iiiBig iiiData iiiAnalytics iiiis iiithe iiiway iiiof iiiexamining iiia
iii voluminous iiiamount iiiof iiidata iiiin iiiorder iiito iiiunearth iiihidden iiipatterns, iiicorrelations, iiimarket
iii trends, iiiconsumer iiipreferences iiiand iiiother iiiinsights iiithat iiican iiihelp iiibusinesses iiito iiimodify
iii accordingly. iiiData iiidiffer iiiin iiivolume, iiivariety, iiiand iiivelocity. iiiThey iiican iiibe iiistructured iiidata iiilike
SQL iiidatabase iiistores; iiiunstructured iiidata iiilike iiidocument iiifiles; iiior iiistreaming iiidata iiifrom iiireal-
iii

60
time iiisensors iiiused iiiin iiithe iiiIoT. iiiAlthough iiithe iiiconcept iiiis iiinothing iiinew iiias iiibusinesses iiiused iiito
iii manually iiianalyze iiitheir iiidata iiiearlier, iiiwith iiiBig iiiData, iiithere iiiare iiimultiple iiibenefits iiilike iiitime
iii and iiicost iiisaving, iiiefficiency, iiismarter iiibusiness iiimoves, iiimore iiiefficient iiioperations, iiihigher
iii profits, iiiand iiihappier iiicustomers. iiiEcommerce iiiis iiia iiisuccessful iiiand iiimost-preferred iiisector iiiin iiithe
iii industry, iiiwhich iiihas iiichanged iiithe iiiway iiiof iiibuying iiiand iiiselling iiigoods iiiand iiiservices. iiiThe iiispeed
iii with iiiwhich iiithe iiiecommerce iiiindustry iiiis iiibooming, iiiit iiiis iiiexpected iiito iiihit iii$4.5 iiitrillion iiiin iii2021
iii (according iiito iiia iiiStatista iiireport). iiiOn iiiaverage, iii54% iiiof iiimillennials iiiare iiinow iiimaking iiionline
iii purchases iiicompared iiito iii49% iiiof iiinon-millennials.

Applications iiifrom iiiBig iiiImpact iiito iiiBig iiiData

E-Commerce iiiand iiiMarket

Factors Security iiiand iiiPublic iiiSafety
iii Intelligence
Applications • iiiRecommender iiisystems • iiiCrime iiianalysis

61
 • iiiSocial iiimedia iiimonitoring • iiiComputational iiicriminology
iii and iiianalysis • iiiTerrorism iiiinformatics
• iiiCrowd-sourcing iiisystems • iiiCyber iiisecurity
• iiiCriminal iiirecords
• iiiCrime iiimaps
• iiiSearch iiiand iiiuser iiilogs
• iiiCriminal iiinetworks iiiNews
• iiiCustomer iiitransaction
Data iii and iiiweb iiicontents
iii records iii• iiiCustomer
• iiiTerrorism iiiincident
iii generated iiicontent
iii databases iii• iiiViruses, iiicyber
iii attacks, iiiand iiibotnets
• iiiAssociation iiirule iiimining •Criminal iiiassociation iiirule
• iiiDatabase iiisegmentation iiiand iii mining iiiand iiiclustering
iii clustering • iiiCriminal iiinetwork iiianalysis
• iiiAnomaly iiidetection •Spatial-temporal iiianalysis
Analytics • iiiGraph iiimining iii and iiivisualization
• iiiSocial iiinetwork iiianalysis •Multilingual iiitext iiianalytics
• iiiText iiiand iiiweb iiianalytics •Sentiment iiiand iiiaffect
• iiiSentiment iiiand iiiaffect iii analysis iii•Cyber iiiattacks
iii analysis iii analysis iiiand iiiattribution
Long-tail iiimarketing, iiitargeted
iii and iiipersonalized
Improved iiipublic iiisafety iiiand
Impacts iii recommendation, iiiincreased
iii security
iii sale iiiand iiicustomer
iii satisfaction

Data iiiAnalytics iiiDashboards

62
63
64
65
How iiiBig iiiData iiiis iiihelping iiiFlipkart iiito iiiachieve iiithe iiiMilestone?

Flipkart iiithe iiiWorld’s iiinumber iiione iiie-commerce iiiplatform iiiis iiiusing iiianalytics iiiand iiialgorithms iiito
iii get iiibetter iiiinsights iiiinto iiiits iiibusiness iiiduring iiiany iiitype iiiof iiisale iiior iiifestival iiiseason. iiiFlipkart iiiis
iii leveraging iiiBig iiiData iiiPlatform iiifor iiiprocessing iiibig iiidata iiiin iiistreams iiiand iiibatches. iiiThis iiiservice-
oriented iiiarchitecture iiiempowers iiiuser iiiexperience, iiioptimizes iiilogistics iiiand iiiimproves iiiproduct
iii listings. iiiIt iiiwill iiigive iiian iiiinsight iiiinto iiihow iiithis iiiingenious iiibig iiidata iiiplatform iiiis iiiable iiito
iii process iiisuch iiilarge iiiamounts iiiof iiidata. iii

Big iiiData iiiat iiiFlipkart

Flipkart iiiData iiiPlatform iiiis iiia iiiservice-oriented iiiarchitecture iiithat iiiis iiicapable iiiof iiicomputing iiibatch
iii data iiias iiiwell iiias iiistreaming iiidata. iiiThis iiiplatform iiicomprises iiiof iiivarious iiimicro-services iiithat
iii promote iiiuser iiiexperience iiithrough iiiefficient iiiproduct iiilistings, iiioptimization iiiof iiiprices,
iii maintaining iiivarious iiitypes iiiof iiidata iiidomains iii– iiiRedis, iiiHBase, iiiSQL, iiietc. iiiThis iiiFDP iiiis
iii capable iiiof iiistoring iii35 iiiPetaBytes iiiof iiidata iiiand iiiis iiicapable iiiof iiimanaging iii800+ iiiHadoop iiinodes
iii on iiithe iiiserver. iiiThis iiiis iiijust iiia iiibrief iiiof iiihow iiiBig iiiData iiiis iiihelping iiiFlipkart. iiiBelow iiiI iiiam
iii sharing iiia iiidetailed iiiexplanation iiiof iiiFlipkart iiidata iiiplatform iiiarchitecture iiithat iiiwill iiihelp iiiyou iiito
iii understand iiithe iiiprocess iiibetter.

The iiiArchitecture iiiof iiiFlipkart iiiData iiiPlatform

To iiiknow iiihow iiiFlipkart iiiis iiiusing iiiBig iiiData, iiiwe iiineed iiito iiiunderstand iiithe iiiflow iiiof iiidata iiior
iii Flipkart’s iiidata iiiplatform iiiarchitecture iiiwhich iiiis iiiexplained iiithrough iiithe iiibelow iiiflow iiichart-

66
 Figure ii5: iiArchitecture iiof iiFlipkart iiData iiPlatform

Let’s iiitake iiia iiitour iiito iiithe iiicomplete iiiprocess iiiof iiihow iiiFlipkart iiiworks iiion iiiBig iiiData. iiiStarting
iii with iiithe iiiFDP iiiingestion iiisystem iii–

1. iiiFPD iiiIngestion iiiSystem

A iiiBig iiiData iiiIngestion iiiSystem iiiis iiithe iiifirst iiiplace iiiwhere iiiall iiithe iiivariables iiistart iiitheir iiijourney
iii into iiithe iiidata iiisystem. iiiIt iiiis iiia iiiprocess iiithat iiiinvolves iiithe iiiimport iiiand iiistorage iiiof iiidata iiiin iiia
iii database. iiiThis iiidata iiican iiieither iiibe iiitaken iiiin iiithe iiiform iiiof iiibatches iiior iiireal-time iiistreams.
Simply iiispeaking, iiibatch iiiconsists iiiof iiia iiicollection iiiof iiidata iiipoints iiithat iiiare iiigrouped iiiin iiia
iii

iii specific iiitime iiiinterval. iiiOn iiithe iiicontrary, iiistreaming iiidata iiihas iiito iiideal iiiwith iiia iiicontinuous iiiflow
iii of iiidata. iiiBatch iiiData iiihas iiigreater iiilatency iiithan iiistreaming iiidata iiiwhich iiiis iiiless iiithan iiisub-
seconds. iiiThere iiiare iiithree iiiways iiiin iiiwhich iiiingestion iiican iiibe iiiperformed iii–

 Specter iii– iiiThis iiiis iiia iiiJava iiilibrary iiithat iiiis iiiused iiifor iiisending iiithe iiidraft iiito iiiKafka.

 Dart iiiService iii– iiiThis iiiis iiia iiiREST iiiservice iiiwhich iiiallows iiithe iiipayload iiito iiibe iiisent iiiover
iii HTTP.

 File iiiIngestor iii– iiiWith iiithis, iiiwe iiican iiimake iiiuse iiiof iiithe iiiCLI iiitool iiito iiidump iiidata iiiinto iiithe
iii HDFS.

67
Then, iiithe iiiuser iiicreates iiia iiischema iiifor iiiwhich iiithe iiicorresponding iiiKafka iiitopic iiiis iiicreated. iiiUsing
Specter, iiidata iiiis iiithen iiiingested iiiinto iiithe iiiFDP. iiiThe iiipayload iiiin iiithe iiiHDFS iiifile iiiis iiistored iiiin
iii

iii the iiiform iiiof iiiHIVE iiitables.

2. iiiBatch iiiCompute

This iiipart iiiof iiithe iiibig iiidata iiiecosystem iiiis iiiused iiifor iiicomputing iiiand iiiprocessing iiidata iiithat iiiis
iii present iiiin iiibatches. iiiBatch iiiCompute iiiis iiian iiiefficient iiimethod iiifor iiiprocessing iiilarge iiiscale iiidata
iii that iiiis iiipresent iiiin iiithe iiiform iiiof iiitransactions iiithat iiiare iiicollected iiiover iiia iiiperiod iiiof iiitime. iiiThese
iii batches iiican iiibe iiicomputed iiiat iiithe iiiend iiiof iiithe iiiday iiiwhen iiithe iiidata iiiis iiicollected iiiin iiilarge
iii volumes, iiionly iiito iiibe iiiprocessed iiionce. iii

3. iiiStreaming iiiPlatform

The iiistreaming iiiplatforms iiiprocess iiithe iiidata iiithat iiiis iiigenerated iiiin iiisub-seconds. iiiApache iiiFlink iiiis
iii one iiiof iiithe iiimost iiipopular iiireal-time iiistreaming iiiplatforms iiithat iiiare iiiused iiito iiiproduce iiifast-paced
iii analytical iiiresults. iiiIt iiiprovides iiia iiidistributed, iiifault-tolerant iiiand iiiscalable iiidata iiistreaming
iii capabilities iiithat iiican iiibe iiiused iiiby iiithe iiiindustries iiito iiiprocess iiia iiimillion iiitransactions iiiat iiione
iii time iiiwithout iiiany iiilatency.

4. iiiMessaging iiiQueue

A iiiMessaging iiiQueue iiiacts iiilike iiia iiibuffer iiior iiia iiitemporary iiistorage iiisystem iiifor iiimessages iiiwhen
iii the iiidestination iiiis iiibusy iiior iiinot iiiconnected. iiiThe iiimessage iiican iiibe iiiin iiithe iiiform iiiof iiia iiiplain
iii message, iiia iiibyte iiiarray iiiconsisting iiiof iiiheaders iiior iiia iiiprompt iiithat iiicommands iiithe iiimessaging
iii queue iiito iiiprocess iiia iiitask. iiiThere iiiare iiitwo iiicomponents iiiin iiithe iiiMessaging iiiQueue iiiArchitecture
iii – iiiProducer iiiand iiiConsumer. iiiA iiiProducer iiigenerates iiithe iiimessages iiiand iiidelivers iiithem iiito iiithe
iii messaging iiiqueue. iiiA iiiConsumer iiiis iiithe iiiend iiidestination iiiof iiithe iiimessage iiiwhere iiithe iiimessage
iii is iiiprocessed.

68
 Figure ii6 ii: iiKafka iiArchitecture

The iiimost iiipopular iiitool iiiused iiiin iiiMessaging iiiQueues iiiis iiiKafka. iiiApache iiiKafka iiiis iiian iiiopen-
source iiistream-processing iiisoftware iiisystem iiithat iiiis iiiheavily iiiinspired iiiby iiithe iiitransaction iiilogs.
iii Thousands iiiof iiicompanies iiiaround iiithe iiiworld iiimake iiiuse iiiof iiiKafka iiias iiitheir iiiprimary iiiplatform
iii for iiibuffering iiimessages. iiiIts iiiscalability, iiizero iiifault iiitolerance, iiireliability, iiiand iiidurability iiimake
iii it iiian iiiideal iiichoice iiifor iiiindustry iiiprofessionals.

5. iiiReal-time iiiServing

After iiithe iiimessages iiiare iiiretrieved iiifrom iiithe iiiMessaging iiiQueue, iiithe iiireal-time iiiserving iiisystem
iii acts iiias iiia iiiconsumer iiifor iiithe iiimessaging iiiqueue. iiiWith iiithe iiihelp iiiof iiithis iiireal-time iiiserving
iii platform, iiiusers iiican iiigather iiireal-time iiiinsights iiifrom iiithe iiidata iiiplatform. iiiFurthermore, iiiwith iiithe
iii help iiiof iiireal-time iiiserving, iiithe iiiusers iiican iiiaccess iiithe iiidata iiithrough iiidynamic iiipipelines.

6. iiiData iiiLake

The iiicore iiicomponent iiiof iiithis iiiarchitecture iiiis iiithe iiidata iiistorage iiiplatform. iiiThis iiiis iiia iiiHadoop
iii platform iiithat iiistores iiiraw iiidata, iiijournal iiidata iiias iiiwell iiias iiiderived iiidata. iiiUsing iiithis, iiithe iiidata iiiis
iii stored iiiin iiithe iiiform iiiof iiia iiibackup, iiiarchive iiithat iiican iiibe iiiretrieved iiior iiipurged iiiaccording iiito iiithe
69
iii requirements. iiiThe iiiraw iiidata iiiis iiimostly iiiused iiiby iiithe iiidata iiiscientists iiiwho iiiuse iiithe iiiinsights
iii from iiithe iiioriginal iiidata iiito iiimake iiidecisions iiiand iiidevelop iiidata iiiproducts. iiiThe iiidata iiiis iiipresent
iii in iiithe iiiform iiiof iiibatches iiior iiireal-time iiistreams. iiiThe iiireal-time iiidata iiiis iiiin iiithe iiiform iiiof iiiclick
iii streams, iiisummarized iiireports iiiof iiiuser iiidata, iiiproduct iiiinsights, iiireviews, iiietc.

From iiithe iiidata iiilake, iiidata iiiis iiitransferred iiito iiithree iiimain iiiroutes iii–

a. iiiReports

The iiireports iiiare iiigenerally iiiproduced iiifrom iiithe iiibatch iiidata. iiiThese iiireports iiiallow iiia
iii comprehensive iiiinsight iiiinto iiiwebsite iiilogs, iiidaily iiiwebsite iiireadings iiiand iiiother iiiforms iiiof
iii reports. iiiWith iiithe iiihelp iiiof iiithese iiireports, iiicompanies iiilike iiiFlipkart iiiare iiiable iiito iiiquantify iiithe
iii market iiineeds iiias iiiwell iiias

b. iiiAd iiihoc iiiQuery

Ad iiihoc iiiQuery iiiis iiidesigned iiifor iiisome iiispecific iiipurpose iiior iiiuse. iiiThe iiiAd iiihoc iiiQueries iiithat iiiare
iii generated iiifrom iiithe iiidata-lake iiiare iiihandled iiiby iiithe iiidata iiianalysts. iiiThese iiidata iiianalysts iiimake
iii use iiiof iiivarious iiibusiness iiiintelligence iiitools iiito iiidiscover iiimeaning iiifrom iiithe iiidata.

c. iiiBatch iiiExport

This iiipart iiiof iiithe iiidata iiiplatform iiitakes iiithe iiidata iiifrom iiidata-lake iiiand iiiexports iiiit iiiin iiivarious
iii formats iiito iiithe iiifurther iiiprocessing iiiplatforms. iiiThe iiidata iiiis iiipresent iiiin iiihuge iiibulks iiithat iiiare
iii exported.

7. iiiKnowledge iiiGraphs

Knowledge iiigraphs iiirepresent iiian iiiinter-linked iiinetwork iiiof iiireal-world iiientities iiior iiiobjects
iii through iiiwhich iiiwe iiican iiiextract iiiinformation iiito iiiprocess iiiit iiiin iiian iiiefficient iiimanner. iiiThis
iii knowledge iiigraph iiitakes iiiinput iiifrom iiithe iiimeta-data. iiiThis iiimetadata iiiis iiibeneficial iiifor
iii understanding iiithe iiiunderlying iiisemantics iiiwhich iiiis iiiused iiifor iiideriving iiinewer iiifacts. iiiThe
iii knowledge iiigraph iiialso iiimakes iiiuse iiiof iiivarious iiimachine iiilearning iiitools iiiand iiilibraries iiito iiigain
iii insights iiiand iiiunderstand iiithe iiirelationships iiibetween iiithe iiiobjects. iiiOne iiiof iiithe iiimost iiipopular
iii tools iiithat iiiare iiiused iiifor iiibuilding iiigraph iiiis iiiApache iiiSpark’s iiiGraphX iiilibrary.

70
 CHAPTER iii5: iiiCONCLUSION

As iiithe iiiBig iiidata iiiis iiibeen iiiused iiiin iiimany iiisectors, iiiit iiiwidely iiiinfluences iiiE-commerce iiiservices
iii and iiiplays iiia iiimajor iiirole iiiin iiibusiness iiimaking iiidecisions. iiiThe iiiusage iiiof iiibig iiidata iiihas
iii enormously iiigrown iiiin iiie-commerce, iiimany iiibig iiiretailers iiivalues iiithis iiidata’s iiiinformation iiiand
iii helps iiithem iiifor iiipredicting iiithe iiiuser iiiinterests iiiand iiiprovide iiitheir iiicustomers iiirelative iiiand
iii interested iiisearches iiiwhen iiithey iiishop iiion iiitheir iiisite, iiiso iiithat iiithey iiiattract iiithe iiicustomer iiiby
iii giving iiithe iiirequired iiiand iiirelevant iiisearches iiiof iiithe iiiproducts iiior iiiitems. iiiUsing iiithe iiirelated
iii information iiifrom iiithis iiisurvey iiipaper iiithe iiiresearchers iiican iiicome iiiup iiirelevant iiiand iiichallenging
iii systems iiito iiiextending iiithe iiibenefits iiiof iiibig iiidata iiiusage iiitoward iiiecommerce iiifor iiiboth iiithe
iii customers iiias iiiwell iiias iiithe iiiretailers. iiiIn iiithis iiicompetitive iiiand iiifast iiienvironment iiicustomers
iii mostly iiigo iiiwith iiithe iiionline iiiadvertisements iiior iiithrough iiisearch iiiengines iiiby iiidecreasing iiithe
iii inefficiency iiiof iiithe iiireal iiitime iiimarkets. iiiCompanies iiican iiifind iiitheir iiistatus iiito iiiwork iiion
iii particular iiiproduct iiito iiigrow iiiwith iiithe iiicompetition iiiand iiialso iiican iiieasily iiifind iiiand iiicompare
iii with iiiothers iiionline iiistores. iiiIn iiiour iiisurvey iiipaper iiiwe iiihave iiiconcentrated iiion iiithe iiitypes iiiof iiidata
iii which iiiare iiitaken iiias iiiinput iiiand iiioutput iiiwith iiithe iiirelevant iiiprocessing iiisteps. iiiThere iiiare
iii numerous iiitechnologies iiiavailable iiiat iiithe iiicore iiiof iiibig iiidata iiiprocessing. iiiBig iiidata iiihave iiia
iii positive iiiimpact iiion iiioutcomes iiiand iiiproductivity. iiiArea iiisuch iiias iiirecord iiilinkage, iiigraph
iii analytics iiiand iiimachine iiilearning iiihas iiishown iiithat iiiit’s iiibeen iiicritical iiihelp iiiin iiithe iiiapplications.
iii HPCC iiiSystems iiiopen iiisource iiioffering iiiprovides iiia iiisingle iiiplatform iiithat iiiis iiieasy iiito iiiinstall
iii manage iiiand iiicode. iiiThe iiibuilt-in iiianalytics iiilibraries iiifor iiiMachine iiiLearning iiimake iiiit iiieasy iiifor
iii users iiito iiianalyze iiiBig iiiData.

Our iiiresearch iiihelps iiiidentifying iiivarious iiiapplications iiiof iiibig iiidata iiiinto iiie-commerce iiiso iiithat iiiwe
iii can iiiknow iiithe iiiimportance iiiof iiibig iiidata; iiiit iiimakes iiibetter iiiunderstanding iiiof iiiUsage iiiof iiibig iiidata
iii and iiiits iiicomponents. iiiWe iiialso iiidiscuss iiiby iiithe iiisurvey iiimade iiion iiithe iiiissues iiirelated iiito iiiE-
Commerce iiiif iiibig iiidata iiiis iiinot iiiin iiirelated iiito iiithat, iiiso iiithat iiiresearchers iiican iiiwork iiion iiithe iiiissues
iii related iiito iiibig iiidata iiiand iiiextend iiitheir iiiwork iiion iiithat. iiiThe iiiultimate iiichallenge iiiof iiiBig iiidata
iii analysis iiiis iiito iiigenerate iiibusiness iiivalue iiifrom iiitheir iiiexplosion iiiof iiibig iiidata. iiiWe iiialso iiihave
iii discussed iiithe iiimajor iiichallenges iiiassociated iiiwith iiibig iiidata iiiso iiithat iiiwe iiiextend iiiour iiiresearch iiiin
iii finding iiisolution iiito iiione iiiof iiithe iiichallenges iiiassociated iiiwith iiithat. iiiResearchers iiican iiiget
iii information iiiabout iiithe iiiissues iiiregarding iiibig iiidata iiiand iiimajor iiichallenges iiiassociated iiiwith iiithat.

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 So iiithey iiican iiiget iiiconcise iiiinformation iiiabout iiibig iiidata iiiwhich iiihelps iiithem iiiin iiiextending iiitheir
iii

iii research iiiwork iiion iiibig iiidata iiirelated iiito iiie-commerce.

SECTION 3: CORPORATE SOCIAL RESPONSIBILITY

ii ii ii ii

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 EXECUTIVE iiiSUMMARY

CSR iiiis iiian iiievolving iiibusiness iiipractice iiithat iiiincorporates iiisustainable iiidevelopment iiiinto iiia
iii company's iiibusiness iiimodel. iiiIt iiihas iiia iiipositive iiiimpact iiion iiisocial, iiieconomic iiiand iiienvironmental
iii factors. iiiAs iiithe iiiuse iiiof iiicorporate iiiresponsibility iiiexpands, iiiit iiiis iiibecoming iiiextremely iiiimportant
iii to iiihave iiia iiisocially iiiconscious iiiimage. iiiConsumers, iiiemployees iiiand iiistakeholders iiiare iiibeginning
iii to iiiprioritize iiiCSR iiiwhen iiichoosing iiia iiibrand iiior iiicompany. iiiThey iiiare iiiholding iiicorporations
iii accountable iiifor iiieffecting iiisocial iiichange iiiwith iiitheir iiibusiness iiibeliefs, iiipractices iiiand iiiprofits.

Promoting iiithe iiiuptake iiiof iiiCSR iiiamongst iiiSMEs iiirequires iiiapproaches iiithat iiifit iiithe iiirespective
iii needs iiiand iiicapacities iiiof iiithese iiibusinesses, iiiand iiido iiinot iiiadversely iiiaffect iiitheir iiieconomic
iii viability. iiiUNIDO iiibased iiiits iiiCSR iiiprogramme iiion iiithe iiiTriple iiiBottom iiiLine iii(TBL) iiiApproach,
iii which iiihas iiiproven iiito iiibe iiia iiisuccessful iiitool iiifor iiiSMEs iiiin iiithe iiideveloping iiicountries iiito iiiassist
iii them iiiin iiimeeting iiisocial iiiand iiienvironmental iiistandards iiiwithout iiicompromising iiitheir
iii competitiveness. iiiThe iiiTBL iiiapproach iiiis iiiused iiias iiia iiiframework iiifor iiimeasuring iiiand iiireporting
iii corporate iiiperformance iiiagainst iiieconomic, iiisocial iiiand iiienvironmental iiiperformance. iiiIt iiiis iiian
iii attempt iiito iiialign iiiprivate iiienterprises iiito iiithe iiigoal iiiof iiisustainable iiiglobal iiidevelopment iiiby
iii providing iiithem iiiwith iiia iiimore iiicomprehensive iiiset iiiof iiiworking iiiobjectives iiithan iiijust iiiprofit
iii alone. iiiThe iiiperspective iiitaken iiiis iiithat iiifor iiian iiiorganization iiito iiibe iiisustainable, iiiit iiimust iiibe
iii financially iiisecure, iiiminimize iii(or iiiideally iiieliminate) iiiits iiinegative iiienvironmental iiiimpacts iiiand
iii act iiiin iiiconformity iiiwith iiisocietal iiiexpectations.

Key iii CSR iii issues: iii environmental iii management, iii eco-efficiency, iii responsible iii sourcing,
iii stakeholder iii engagement, iii labour iii standards iii and iii working iii conditions, iii employee iii and
iii community iiirelations, iiisocial iiiequity, iiigender iiibalance, iiihuman iiirights, iiigood iiigovernance, iiiand
iii anti-corruption iiimeasures.

A iiiproperly iiiimplemented iiiCSR iiiconcept iiican iiibring iiialong iiia iiivariety iiiof iiicompetitive iiiadvantages,
iii such iiias iiienhanced iiiaccess iiito iiicapital iiiand iiimarkets, iiiincreased iiisales iiiand iiiprofits, iiioperational

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iii cost iiisavings, iiiimproved iiiproductivity iiiand iiiquality, iiiefficient iiihuman iiiresource iiibase, iiiimproved
iii brand iiiimage iiiand iiireputation, iiienhanced iiicustomer iiiloyalty, iiibetter iiidecision iiimaking iiiand iiirisk
iii management iiiprocesses.

CHAPTER iii1: iiiINTRODUCTION

What iiiis iiiCorporate iiiSocial iiiResponsibility iii(CSR)?

Corporate iiisocial iiiresponsibility iii(CSR) iiiis iiia iiiself-regulating iiibusiness iiimodel iiithat iiihelps iiia
iii company iiibe iiisocially iiiaccountable—to iiiitself, iiiits iiistakeholders, iiiand iiithe iiipublic. iiiBy iiipracticing
iii corporate iiisocial iiiresponsibility, iiialso iiicalled iiicorporate iiicitizenship, iiicompanies iiican iiibe
iii conscious iiiof iiithe iiikind iiiof iiiimpact iiithey iiiare iiihaving iiion iiiall iiiaspects iiiof iiisociety, iiiincluding
iii economic, iiisocial, iiiand iiienvironmental.

To iiiengage iiiin iiiCSR iiimeans iiithat, iiiin iiithe iiiordinary iiicourse iiiof iiibusiness, iiia iiicompany iiiis iiioperating
iii in iiiways iiithat iiienhances iiisociety iiiand iiithe iiienvironment, iiiinstead iiiof iiicontributing iiinegatively iiito
iii them.

Understanding iiiCSR

Corporate iiisocial iiiresponsibility iiiis iiia iiibroad iiiconcept iiithat iiican iiitake iiimany iiiforms iiidepending iiion
iii the iiicompany iiiand iiiindustry. iiiThrough iiiCSR iiiprograms, iiiphilanthropy, iiiand iiivolunteer iiiefforts,
iii businesses iiican iiibenefit iiisociety iiiwhile iiiboosting iiitheir iiibrands.

As iiiimportant iiias iiiCSR iiiis iiifor iiithe iiicommunity, iiiit iiiis iiiequally iiivaluable iiifor iiia iiicompany. iiiCSR
iii activities iiican iiihelp iiiforge iiia iiistronger iiibond iiibetween iiiemployees iiiand iiicorporations, iiiboost
iii morale iiiand iiihelp iiiboth iiiemployees iiiand iiiemployers iiifeel iiimore iiiconnected iiiwith iiithe iiiworld
iii around iiithem.
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Key iiiPoints

 Corporate iiisocial iiiresponsibility iiiis iiiimportant iiito iiiboth iiiconsumers iiiand iiicompanies.
 Starbucks iiiis iiia iiileader iiiin iiicreating iiicorporate iiisocial iiiresponsibility iiiprograms iiiin iiimany
iii aspects iiiof iiiits iiibusiness. iii
 Corporate iiiresponsibility iiiprograms iiiare iiia iiigreat iiiway iiito iiiraise iiimorale iiiin iiithe iiiworkplace.
iii

For iiia iiicompany iiito iiibe iiisocially iiiresponsible, iiiit iiifirst iiineeds iiito iiibe iiiaccountable iiito iiiitself iiiand iiiits
iii shareholders. iiiOften, iiicompanies iiithat iiiadopt iiiCSR iiiprograms iiihave iiigrown iiitheir iiibusiness iiito iiithe
iii point iiiwhere iiithey iiican iiigive iiiback iiito iiisociety. iiiThus, iiiCSR iiiis iiiprimarily iiia iiistrategy iiiof iiilarge
iii corporations. iiiAlso, iiithe iiimore iiivisible iiiand iiisuccessful iiia iiicorporation iiiis, iiithe iiimore
iii responsibility iiiit iiihas iiito iiiset iiistandards iiiof iiiethical iiibehavior iiifor iiiits iiipeers, iiicompetition, iiiand
iii industry.

Small-and-mid-sized iiibusinesses iiialso iiicreate iiisocial iiiresponsibility iiiprograms, iiialthough iiitheir

iii initiatives iiiare iiinot iiioften iiias iiiwell-publicized iiias iiilarger iiicorporations.

Special iiiConsiderations

In iii2010, iiithe iiiInternational iiiOrganization iiifor iiiStandardization iii(ISO) iiireleased iiia iiiset iiiof
iii voluntary iiistandards iiimeant iiito iiihelp iiicompanies iiiimplement iiicorporate iiisocial iiiresponsibility.
iii Unlike iiiother iiiISO iiistandards, iiiISO iii26000 iiiprovides iiiguidance iiirather iiithan iiirequirements
iii because iiithe iiinature iiiof iiiCSR iiiis iiimore iiiqualitative iiithan iiiquantitative, iiiand iiiits iiistandards iiicannot
iii be iiicertified.

Instead, iiiISO iii26000 iiiclarifies iiiwhat iiisocial iiiresponsibility iiiis iiiand iiihelps iiiorganizations iiitranslate
CSR iiiprinciples iiiinto iiipractical iiiactions. iiiThe iiistandard iiiis iiiaimed iiiat iiiall iiitypes iiiof iiiorganizations,
iii

iii regardless iiiof iiitheir iiiactivity, iiisize, iiior iiilocation. iiiAnd, iiibecause iiimany iiikey iiistakeholders iiifrom
iii around iiithe iiiworld iiicontributed iiito iiideveloping iiiISO iii26000, iiithis iiistandard iiirepresents iiian
iii international iiiconsensus.

Corporate iiiSocial iiiResponsibility iii(CSR) iiiassumes iiisignificance iiias iiiit iiipermits iiicompanies iiito
iii engage iiiin iiiprojects iiior iiiprograms iiirelated iiito iiiactivities iiirelated iiito iiisocial iiiwelfare iiiand
iii improvement iiienlisted iiiunder iiithe iiiterms iiiof iiiCompanies iiiAct, iii2013. iiiThere iiiis iiian iiielement iiiof

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iii flexibility iiiin iiicompany iiiactivities iiiby iiiallowing iiithem iiito iiiselect iiitheir iiipreferred iiiCSR
iii engagements iiithat iiiare iiiin iiiagreement iiiwith iiithe iiioverall iiiCSR iiipolicy iiiof iiithe iiicompany.

Corporate iiiSocial iiiResponsibility iiiunder iiiCompanies iiiAct

Definition

The iiiterm iiiCorporate iiiSocial iiiResponsibility iiior iiiCSR iiihas iiibeen iiidefined iiias iiiunder, iiibut iiiis iiinot
iii limited iiito:

 Projects iiior iiiprograms iiiwith iiireference iiito iiiactivities iiithat iiiare iiispecified iiiin iiithe iiiSchedule;
iii or

 Projects iiior iiiprograms iiirelated iiito iiiactivities iiiundertaken iiiby iiithe iiiBoard iiiin iiipursuance iiiof
iii recommendations iiiof iiithe iiiCSR iiiCommittee iiiaccording iiito iiithe iiideclared iiiCSR iiipolicy
iii subject iiito iiithe iiicondition iiithat iiisuch iiipolicy iiicovers iiisubjects iiiexplained iiiin iiithe iiiSchedule.

Applicability iiiof iiiCSR iiito iiiCompanies

Corporate iiiSocial iiiResponsibility iiiis iiirequired iiifor iiiall iiicompanies iiiviz. iiiprivate iiilimited iiicompany,
iii limited iiicompany. iiiThe iiifollowing iiicompanies iiiare iiinecessary iiito iiiconstitute iiia iiiCSR iiicommittee:

 Companies iiiwith iiia iiinet iiiworth iiiof iiiRs. iii500 iiicrores iiior iiigreater, iiior

 Companies iiiwith iiia iiiturnover iiiof iiiRs. iii1000 iiicrores iiior iiigreater, iiior

 Companies iiiwith iiia iiinet iiiprofit iiiof iiiRs. iii5 iiicrores iiior iiigreater.

If iiiany iiiof iiithe iiiabove iiifinancial iiistrength iiicriteria iiiare iiimet, iiithe iiiCorporate iiiSocial iiiResponsibility
iii (CSR) iiiprovisions iiiand iiirelated iiirules iiiwill iiibe iiiapplicable iiito iiithe iiicompany. iiiThese iiicompanies
iii are iiirequired iiito iiiform iiia iiiCSR iiicommittee iiiconsisting iiiof iiiits iiidirectors. iiiThis iiicommittee iiioversees
iii the iiientire iiiCSR iiiactivities iiiof iiithe iiiCompany.

Corporate iiiSocial iiiResponsibility iiiis iiia iiirequirement iiifor iiicompanies iiimeeting iiithe iiiabove iiicriteria.
iii On iiithe iiiother iiihand, iiiSection iii8 iiiCompanies iiiare iiiincorporated iiisolely iiifor iiinot-for-profit
iii purposes.

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Role iiiof iiiBoard iiiof iiiDirectors iiiin iiiCSR

The iiiboard iiiof iiidirectors iiiof iiia iiicompany iiiplays iiia iiisignificant iiirole iiiin iiiCSR iiiactivities iiiof iiithe
iii company. iiiThe iiirole iiiof iiiBoard iiiis iiias iiifollows:

 Approval iiiof iiithe iiiCSR iiipolicy.

 Ensuring iiiits iiiimplementation.

 Disclosure iiiof iiithe iiicontents iiiof iiiCSR iiipolicies iiirelated iiito iiiits iiireport.

 Placing iiithe iiisame iiion iiiCompany’s iiiwebsite.

 Ensuring iiithat iiistatutory iiispecified iiiamount iiiis iiispend iiiby iiithe iiicompany iiiwith iiireference iiito
CSR iiiactivities.
iii

 It’s iiisignificant iiito iiinote iiithat iiithere iiiis iiino iiipenalty iiiif iiithe iiiparticular iiiamount iiiis iiinot iiispent
iii on iiiCSR iiiactivities. iiiIn iiisuch iiicase, iiithe iiiboard’s iiireport iiimust iiiidentify iiithe iiireason iiifor
iii such iiishort iiispending.

CSR iiiCommittee iiiand iiiPolicy

All iiiqualifying iiicompany iiirequired iiito iiihave iiia iiiCSR iiicommittee iiiare iiirequired iiito iiispend iiiat iiileast
iii 2% iiiof iiiits iiiaverage iiinet iiiprofit iiifor iiithe iiidirectly iiipreceding iii3 iiifinancial iiiyears iiion iiiCSR iiiactivities.
iii Additionally, iiithe iiiqualifying iiicompany iiishall iiibe iiinecessitated iiito iiicomprise iiia iiicommittee iii(CSR
Committee) iiiof iiithe iiiBoard iiiof iiiDirectors iii(Board) iiicomprising iiiof iii3 iiior iiimore iiidirectors. iiiThe
iii

CSR iiiCommittee iiiwill iiiprepare iiiand iiirecommend iiito iiithe iiiBoard, iiia iiipolicy iiiwhich iiiwill iiispecify
iii

iii the iiiactivities iiito iiibe iiiundertaken iii(CSR iiiPolicy); iiiadvocate iiithe iiiamount iiiof iiiexpenditure iiito iiibe
iii incurred iiion iiithe iiiactivities iiireferred iiiand iiimonitor iiithe iiiCSR iiiPolicy iiirelated iiito iiithe iiicompany.
iii The iiiBoard iiiwill iiitake iiiinto iiiaccount iiithe iiirecommendations iiimade iiiby iiithe iiiCSR iiiCommittee iiiand
iii support iiithe iiiCSR iiiPolicy iiiof iiithe iiicompany.

Activities iiipermitted iiiunder iiiCSR

The iiifollowing iiiactivities iiican iiibe iiiperformed iiiby iiia iiicompany iiito iiiaccomplish iiiits iiiCSR
iii obligations:

 Eradicating iiiextreme iiihunger iiiand iiipoverty

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  Promotion iiiof iiieducation

 Promoting iiigender iiiequality iiiand iiiempowering iiiwomen

 Reducing iiichild iiimortality

 Improving iiimaternal iiihealth

 Combating iiihuman iiiimmunodeficiency iiivirus, iiiacquired, iiiimmune iiideficiency iiisyndrome,

iii malaria iiiand iiiother iiidiseases

 Ensuring iiienvironmental iiisustainability,

 Employment iiienhancing iiivocational iiiskills, iiisocial iiibusiness iiiprojects

 Contribution iiito iiithe iiiPrime iiiMinister’s iiiNational iiiRelief iiiFund iiior iiiany iiiother iiifund iiiset iiiup
iii by iiithe iiiCentral iiiGovernment iiior iiithe iiiState iiiGovernments iiifor iiisocio-economic
iii development, iiiand

 Relief iiiand iiifunds iiifor iiithe iiiwelfare iiiof iiithe iiiScheduled iiiCastes, iiithe iiiScheduled iiiTribes,
iii other iiibackward iiiclasses, iiiminorities iiiand iiiwomen iiiand iiisuch iiiother iiimatters iiias iiimay iiibe
iii prescribed.

Importance iiito iiiLocal iiiAreas iiiand iiiNeighborhoods

Under iiithe iiiterms iiiof iiiCompanies iiiAct, iiipreference iiimust iiibe iiigiven iiiby iiicompanies iiiin iiiits iiiCSR
iii activities iiito iiilocal iiiareas iiiand iiithe iiiareas iiiwhere iiithe iiicompany iiioperates. iiiCompany iiimay iiipossibly
iii also iiichoose iiito iiilink iiiwith iii2 iiior iiimore iiicompanies iiifor iiifulfilling iiithe iiiCSR iiiactivities iiiprovided
iii that iiithey iiiare iiicompetent iiito iiireport iiiindividually. iiiThe iiiCSR iiiCommittee iiiwill iiialso iiiprepare iiithe
CSR iiiPolicy iiiin iiiwhich iiiit iiiincludes iiithe iiiprojects iiiand iiiprogrammes iiiwhich iiiis iiito iiibe iiiundertaken,
iii

iii organize iiia iiilist iiiof iiiprojects iiiand iiiprogrammes iiiwhich iiia iiicompany iiiplans iiito iiiembark iiion iiiduring
iii the iiiexecution iiiyear iiiand iiialso iiifocus iiion iiiintegrating iiibusiness iiimodels iiiwith iiisocial iiiand
iii environmental iiipriorities iiiand iiiprocess iiifor iiithe iiireason iiiof iiicreating iiishare iiivalue. iiiThe iiicompany
iii can iiiin iiiaddition iiimake iiithe iiiannual iiireport iiiof iiiCSR iiiactivities iiiin iiiwhich iiithey iiideclare iiithe
iii average iiinet iiiprofit iiifor iiithe iii3 iiifinancial iiiyears iiiand iiialso iiiapproved iiiCSR iiiexpenditure iiibut iiiif iiithe
iii company iiiis iiinot iiicapable iiito iiispend iiithe iiiminimum iiirequired iiiexpenditure iiithe iiicompany iiihas iiito
iii provide iiithe iiireasons iiiin iiithe iiiBoard iiiReport iiifor iiinon-compliance iiiso iiithat iiithere iiiare iiino iiirelated
iii penal iiiprovisions.

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 CHAPTER iii2: iiiLITERATURE iiiREVIEW

Corporate iiiSocial iiiResponsibility iii– iiiEvolution

Corporate iiisocial iiiresponsibility iii(CSR) iiiis iiia iiibuzzword iiiworldwide. iiiIn iiitoday‘s iiiglobalized
iii world, iiione iiiof iiithe iiigreat iiichallenges iiifaced iiiby iiifirms iiiis iiiintegration iiiof iiiCSR iiiin iiibusiness.
Stakeholders iiirequire iiia iiilot iiimore iiifrom iiicompanies iiithan iiimerely iiipursuing iiigrowth iiiand
iii

iii profitability. iiiCSR iiihas iiicome iiia iiilong iiiway iiiin iiiIndia iiiand iiiother iiiemerging iiimarkets. iiiFrom
iii responsive iiiactivities iiito iiisustainable iiiinitiatives, iiicorporates iiihave iiiclearly iiiexhibited iiitheir iiiability
iii to iiimake iiia iiisignificant iiidifference iiiin iiithe iiisociety iiiand iiiimprove iiithe iiioverall iiiquality iiiof iiilife.
iii This iiipaper iiifocuses iiion iiithe iiiconcept iiiof iiiCSR, iiiits iiidimensions iiiand iiirelevance iiiin iiiemerging
iii markets iiiwith iiispecial iiireference iiito iiiIndia.
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Corporate iiisocial iiiresponsibility iiiresearch: iiiThe iiiimportance iiiof iiicontext

There iiihas, iiiin iiirecent iiitimes, iiibeen iiian iiiincreasing iiiinterest iiiin iiiunderstanding iiicorporate iiisocial
iii (and iiienvironmental) iiiresponsibility iii(CSR) iiiand, iiiin iiiparticular, iiiCSR iiireporting iiiin iiideveloping
iii countries. iiiHowever, iiimany iiiof iiithese iiistudies iiifail iiito iiiinvestigate iiifully iiithe iiicontextual iiifactors
iii that iiiinfluence iiiCSR iiiand iiireporting iiiin iiithose iiicountries, iiipreferring iiito iiirely iiion iiitheories iiiand
iii hypotheses iiideveloped iiifrom iiistudies iiiundertaken. iiiThis iiipaper iiidiscusses iiithree iiicontextual iiiissues
iii that iiiwarrant iiimore iiiand iiiimproved iiiconsideration iiiin iiiCSR iiiresearch, iiiwith iiiparticular iiiemphasis
iii on iiiCSR iiireporting iiiresearch.

Corporate iiiSocial iiiResponsibility iiiin iiieCommerce iiiCompanies

In iiithe iiifollowing iiiarticle, iiithe iiitheory iiiof iiiknowledge iiimanagement iii(TKM) iiiis iiidescribed iiias iiithe
iii systematisation iiiof iiian iiiorganisation’s iiipractices iiito iiifacilitate iiiconsistent iiiservice iiiand iiiproduct
iii delivery iiiacross iiidivisions iiiand iiiregions. iiiOrganisation iiitheory iiiis iiiapproached iiifrom iiithe
iii postmodern iiiperspective iiiand iiiexpressed iiias iiicomprising iiifive iiiseparate iiielements: iiiorganisational
iii activism, iiiworkplace iiihumanism, iiisocietal iiicontext, iiimultiple iiidisciplines, iiiand iiithe iiivalue iiigiven
iii to iiihistorical iiiknowledge. iiiCorporate iiisocial iiiresponsibility iii(CSR) iiiis iiiaddressed iiiin iiiits
iii importance iiias iiia iiipopular iiiproject iiifor iiiorganisations, iiihowever, iiistudies iiishow iiithat iiiCSR iiidoes
iii not iiipresent iiilong-term iiivalue iiifor iiimost iiifirms.

CHAPTER iii3: iiiMETHODOLOGY

Objective: ii
• To iiget iia iibasic iioverview iiof iithe iiCorporate iiSocial iiResponsibility
• To iiunderstand iifuture iiscope iiof iithis iisector
• To iiget iia iibasic iioverview iiof iiCSR iiactivities iiof iiFlipkart

Nature iiof iiResearch: iiExploratory

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Type iiof iiSources: iiSecondary

Data iiCollection iiSources: ii

 Website
 Research iiPapers
 Articles

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 CHAPTER iii4: iiiFINDINGS

CSR Activities of Flipkart

With donation drives, outreach programs, and employee-enabled on-ground initiatives, Flipkart
and Flipsters have always given generously with their time, effort and money. These initiatives
have been brought under one umbrella.

Flipkart Cares - Rallying Flipsters towards social change

Flipkart’s growth over the last decade wouldn’t have been possible without the support of Indians
who believed in the power of e-commerce to transform their lives. In the past, Flipsters have
volunteered and engaged in social work in their individual and collective capacities. However,
with Flipkart turning 10, it was decided that our Corporate Social Responsibility (CSR) activities
should acquire focus and direction, aligning with our “Flipkart For India” mission. To contribute
to the effort as an organization and to give back to India, Flipkart has initiated its CSR program
during the Month of Giving, which is part of the #FlipkartBIG10 celebration that has marked our
tenth year. Over the years, Flipkart has developed tools and resources, which will be deployed to
help people in need through the official CSR program, Flipkart Cares.

Flipkart Cares aims to support those in need and contribute to their sustenance to help build a
promising future for them. Besides donation drives, outreach programs, and employee-enabled
on-ground initiatives, Flipkart Cares will encompass the larger ecosystem of customers and
sellers to participate in various initiatives to make a difference.

How Flipsters have made an impact

In the past, Flipkart employees have mobilized time, effort and resources to raise relief funds for
people in disaster-struck areas. In 2016, Flipkart assisted Goonj, an NGO, to aid the victims of
severe flooding in Assam. Flipsters contributed generously with cash donations and a matching
donation from Flipkart aided the relief efforts.

In 2015, when Chennai experienced heavy flooding, many Flipsters donated money from their
payrolls while Flipkart donated over 6,500 units of essential items from its inventory. Flipkart’s

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partner in the effort, Goonj, ensured that the supplies were delivered to the affected people in
Chennai promptly.

Over 200 Flipsters have been working towards making a difference in the lives of children with
disabilities. In 2016, their ‘Secret Santa’ program spread Christmas cheer among the children at
Samarthanam Trust for the Disabled in Bengaluru. Donning Santa hats, Flipsters distributed toys
and books, and played cricket with the children, and were rewarded with bright smiles. Flipkart
Cares aims to streamline such efforts and rally Flipsters to make a larger impact.

Giving has always been encouraged at Flipkart, and CSR efforts have existed in pockets across
the organization until now. Flipkart Cares will be a concerted, tech-enabled effort driven by
Flipsters and in partnership with our customers, and we’re all going to make a difference where
it matters, in our own special way.

– Binny Bansal, Group CEO – Flipkart

Bridging the gap with Flipkart Cares

Our country is a vast and diverse land and its people, even more so. Home to many cultures,
beliefs and traditions, India boasts unity among people of many cultures and creeds. But like any
developing country, we have issues that demand attention and aid. Our upcoming initiatives focus
on solving one of the many problems faced by artisans and craftsmen who live and work out of
remote locations in our country – direct customer access. Some of India’s most beautiful
craftsmanship exists in such remote areas of the country and most of the work and art goes
unrecognized or largely exploited. The Bridge the Gap program strives to help bottom-of-the-
pyramid artisans and craftsmen get their products into the market.

Flipkart Cares aims to use Flipkart’s proven tools and technological resources to aid those in
needs and contribute towards a better India. Change cannot happen overnight, but with continued
effort, Flipkart Cares, backed by eager Flipsters and customers, hopes to drive change that
benefits those who need it the most.

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Nabet India and Flipkart has collaborated to empower disabled people.

On 31 Jul, 2019 Nabet India got a huge fillip

for its initiative in which Nabet India would
train and produce handicrafts through rural
artisans. Flipkart on the other hand would
provide a sale platform of such products
through its e- commerce platform.
The arrangement would give artisans an
access to a large customer base and market
spread across the country.

“Over 25000 artisans registered with Nabet India will be benefited with the agreement between
two entities”, Usha Mishra, Managing Trustee, Nabet India said.

“This is a kind of model that shall spur growth and is exactly what our Prime Minister has
envisaged in his “Sabka Saath Sabka Vikas” model of development”, Minister of State for
Finance and Corporate Affairs, Anurag Thakur stated.

Nabet also imparts IT/ ITES training to its blind and handicapped trainees besides
making handicrafts. Such ITES trained beneficiaries shall find employment through tele-
promotions and customer support operation services involved in sales and marketing of
handicrafts.

Flipkart announces nationwide plans for Electric vehicles

Flipkart announced nationwide plans to responsibly, including all aspects of

introduce Electric Vehicles (EVs) for its last sustainability and usage of natural resources.
mile deliveries. The announcement comes as
a part of Flipkart’s sustainability
commitment as it aims to reinvigorate efforts
towards building technologies for solving
crucial environment and civic issues. The
Flipkart Group takes a very proactive and
holistic view in conducting its business
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The company aims at replacing nearly 40% of its existing last mile fleet of delivery vans with
EVs by March 2020, starting with nearly 160 EVans to be deployed across cities by the end of
2019. The company is also setting up the necessary charging infrastructure at its hub to be able to
deploy EVs at large scale and ensure their seamless operations.

These efforts will also help in reducing our carbon emissions by over 50%. At present, Flipkart
has already deployed 8 EVs in Hyderabad, 10 in New Delhi and 30 e-bikes in Bangalore. The
team of the company is working with local ecosystem partners to help them co-design concepts
for electric vehicles best suited for the growing e-commerce industry.

The backstory – it started with ebikes!

Flipkart’s Mahadevapura Hub in Bangalore is easy to miss if you’re not paying attention. Nestled
away near railway tracks in a quiet residential pocket, it’s easy to mistake it for an ordinary
bungalow. A closer look reveals a vibrant center of activity, where enthusiastic Wishmasters
(Flipster-speak for delivery executives) bustle around, packing up their shipments, planning
routes and parking their motorcycles (and eBikes), only stopping for the occasional chai break.

The basement of the building is the parking area, where the delivery vehicles stand in neat rows.
The fleet consists mostly of motorbikes and trucks, but in the corner of the parking lot, near the
gate, stands about five or six shiny new electric bicycles, the latest eco-friendly additions to
Flipkart’s delivery fleet.

eBikes

Electrically operated and devoid of noisy engines or exhaust pipes, these sleek machines work
wonders for the environment, but that’s not the only thing that makes them an attractive option
for Wishmasters. Since the eBike is not a motorized vehicle, you don’t need a driving license to
be able to drive one on the road. This opens up opportunities for youngsters who often cannot
afford a motorbike to join the workforce.

Fluent in English, Madan says he used to run a mobile shop before taking up the job at Flipkart.
The camaraderie among the trio is obvious, as they indulge in some light-hearted ribbing to
diffuse the awkwardness of a photoshoot.

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For youngsters like Umesh, Madan and Vijay, the eBikes represent an opportunity to join the
workforce at an early age, and a chance to earn a steady income as they sort out the tools they
need for life in the city. “I don’t have a driving license yet, but I’m applying for one soon,” says
Umesh. Vijay, despite having a license, preferred an eBike over a motorcycle because of
affordability.

The affordability and the ease of access is something that Mothilal Sivasubramaniam, head of
emerging business at Spero, the manufacturer of the eBike, emphasises as well. “With these
models, we can empower people without a bike and a license to join the workforce.”

Affordability aside, the Wishmasters are also very happy with the eBike experience. With a
battery pickup that powers it up to 40kmph, a self-charging feature that powers up the battery as
the Wishmasters pedal, and a modified design that helps them carry more load as compared to a
regular eBike, the Spero eBikes are matching up very well with regular motorcycles in terms of
volume of delivery. “With the eBikes, we can deliver upto 70 orders a day. Everyone is asking
me how much it costs, so that they can buy one as well,” says Umesh.

However, the integration of eBikes into the fleet has come with its own set of challenges. In rainy
weather, it becomes difficult to deliver orders, and the battery life, although impressive,
sometimes falls short of requirements on busy days.

Ramesh Gottimukkala, Hub In Charge at Bellandur, hopes to rectify some of these challenges,
with some clever planning. “I don’t see the eBikes and motorcycles as different vehicles. We
provide the same incentives to both eBike users and motorcycle users.” he says. He hopes that
given the lower fuel cost and maintenance cost, more Wishmasters will prefer the eBike over the
motorcycle. The eBikes project is still in its early stages, and Spero and Flipkart executives are
constantly in touch, exchanging notes about how the design can be improved further.

Rohit Pitale, Senior Manager of Supply Chain Design at Flipkart, says that the eBikes project
was initially envisioned as a solution to the traffic problem in big cities. “In large metros like
Mumbai, where there are many small gullies, regular motorbikes sometimes can’t deliver the
order. The eBike can go into these gullies with ease.”

Having initially started out as a three-month pilot project in Mumbai, the success of Flipkart’s
eBike experiment has also brought to light one of their biggest plus points: ecological impact.

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Powered entirely by clean energy, the eBikes cause absolutely no air pollution or noise pollution.
As more and more eBikes enter the fleet, Flipkart’s carbon footprint is also steadily reducing.

Mothilal puts it best: “In a way, people who are ordering from Flipkart are indirectly playing a
part in saving the environment.”

Flipkart is an Electric Mobility Trendsetter in India

In June 2019, Flipkart expanded its fleet of electric vehicles from Bengaluru to Delhi and
Hyderabad, with the aim to replace nearly 40% of its existing last-mile fleet of delivery vans with
EVs by March 2020. Nearly 160 e-Vans will be deployed across cities by the end of 2019.

“The induction of EVs across our supply chain is one of the major steps towards sustainability.
We see tremendous growth opportunity in electric freight mobility from a greener supply chain
perspective, which will play a key role in building a robust supply chain for the future. These
efforts will help us meaningfully contribute towards electric mobility by reducing our
dependence on conventional power sources, while bringing cost efficiencies for the business. In
this process, we also hope to create an ecosystem for adoption of electric mobility in India,” said
Amitesh Jha, Senior Vice-President, Ekart and Marketplace at Flipkart.

“As a committed corporate citizen, we at Flipkart understand our responsibility regarding

environment and running our business in a more sustainable way. Our vision is to replace a
significant portion of our last-mile delivery with EVs in the coming years and also contribute
towards clean and sustainable mobility. Our team is working with local ecosystem partners to
help them co-design concepts for electric vehicles best suited for the growing e-commerce
industry. We believe these small but meaningful steps in this direction will go a long way in
paving the way for larger adoption of EVs in the country,” said Kalyan Krishnamurthy, Group
CEO, Flipkart.

Green Data Center at Hyderabad, Telangana

On April 22, 2019 Flipkart announced the launch of its datacenter in Hyderabad and investment
in Telangana to strengthen its technology infrastructure. This is Flipkart’s second datacenter in
the country and the first in the state of Telangana. The datacenter was inaugurated by Mr Jayesh
Ranjan, IAS, Principal Secretary IT and Commerce, Government of Telangana, along with
Flipkart Group’s Chief Corporate Affairs Officer Mr Rajneesh Kumar. This datacenter has been

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built in partnership with CtrlS, and Mr Sridhar Pinnapureddy, CEO of CtrlS, was also present on
the occasion.

Flipkart’s new datacenter is a part of one of the largest private cloud deployments in the country
and will help strengthen its growing marketplace e-commerce business in India. This will further
enhance the company’s ability to bring in more sellers and MSMEs to the platform and cater to
more consumers in the country. This facility has been designed to be Tier-4 rated, most of the
power consumed is fulfilled by renewable energy, and it is also one of the most energy efficient
datacenters in India with a low overall PUE.

Speaking on the launch, Rajneesh Kumar, Chief Corporate Affairs Officer, Flipkart said, “In the
growing e-commerce business of Flipkart, datacenters plays a critical role in serving our sellers &
customers better, as well as ensuring business continuity. Our new datacenter at Hyderabad is a
testimony of our investment in the ecosystem and the state. We recognize the tremendous
opportunity for sustained data-driven transformation in India and we are pleased by the support
we have received from the State Government in our efforts. We are determined to continue
growing the business and create a viable ecosystem for MSMEs, local manufacturers and in the
process create quality local jobs.”

Speaking on the occasion, Mr Jayesh Ranjan, Principal Secretary IT & Commerce, Government
of Telangana said: “Telangana was the first state to come out with a dedicated policy on
datacenters, and to see such encouraging results come out is very satisfying for all of us. We
welcome Flipkart and its team as they establish their first datacenter in the state. Their investment
and commitment to the business will further strengthen Telangana as the first choice of IT and
Tech companies to not only scout for talent but for further strengthening their technology
infrastructure establishments as well. The technology infrastructure support we have created in
Telangana in collaboration with the industry allows for stronger technology solutions and support
for businesses as well as provides for a better future for our youth.”

The modern and state of the art datacenter is built for security, scale, elasticity and multi-zone
resilience with Flipkart designed racks, intelligent power & cooling, and customized hardware for
mission critical computing, storage, artificial intelligence & machine learning capabilities, backed
by an ultra-low latency network. This datacenter will power Flipkart’s further growth and help
the company in its preparedness for larger scale of operations in the country, and adds to
technology capabilities in its cloud platform software that supports Flipkart’s core solutions.

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Flipkart outlines vision to eliminate Single-Use Plastic

On 29th August 2019 Flipkart, announced that

as of August 1, 2019, it has achieved a 25%
reduction in single-use plastic through various
initiatives across its packaging value chain.
Flipkart also made a commitment to eliminate
single-use plastic in packaging and move
towards a 100% recycled plastic consumption
in its own supply chain by March 2021.

As part of its long-term sustainability

initiatives, Flipkart is working on various
initiatives including the introduction of eco-
friendly paper shreds, replacing poly pouches
with recycled paper bags, replacing bubble
wraps and airbags with carton waste shredded
material and 2-ply roll, to name a few. Under
this commitment, Flipkart has also filed for
EPR (Extended Producer Responsibility) and is
targeting 30% collection back in the first year
to begin with. Flipkart also committed to
maximize recycled content in single-use plastic
to boost the recycling ecosystem and reduce
virgin plastic consumption. These initiatives
acknowledge India’s vision to phase out single-
use plastic, as well as the company’s impact on
the environment.

Flipkart is also actively working with the

ecosystem to understand how it can best
implement other initiatives to tackle plastic
waste and in phase two of this engagement, will
extend this effort to thousands of seller
premises for orders shipped directly.
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Over the course of the next year, customers can expect to see even more measures in the plan to
cut down on plastic including:

 eComm ready packaging from brands

 Recycled paper bags for packaging

The efforts for the reduction in single-use plastic started about a year back and have resulted in a
25% reduction already in the packaging processes. Towards its commitment to 100% plastic-free
operations, the company has introduced eco-friendly alternatives and recycled plastics.

“At Flipkart, we believe that sustainable business practices not only help us preserve our
environment, but make us more efficient and ensure longevity. Creating alternatives for single-
use plastic packaging is one of the significant steps we have taken towards fulfilling our
commitment to create a sustainable ecosystem. Our long-term vision is to eliminate the use of
plastic and maximize the use of recycled and renewable materials” said Kalyan Krishnamurthy,
Group CEO, Flipkart.

Flipkart has been actively working with various partners on long-term sustainability initiatives.
Since the beginning of this year, Flipkart has been working on deploying sustainable alternatives
to single-use plastic for its packaging and has received positive customer response on the
successful implementation of greener alternatives like multi-use belts, recycled paper-based
pouches, and carton waste shredded material. In phases, these have been replacing stretch film,
polythene pouches, and plastic fillers such as bubble wrap and air-bags.

Flipkart has a strong commitment to sustainability as reflected in its recent efforts on usage of
renewable energy, focus on waste management, and numerous other initiatives happening every
day by teams across Flipkart group. Earlier this year, Flipkart had announced the introduction of
electric vehicles in its last-mile delivery network, with the aim is to replace nearly 40% of its
existing last-mile fleet of delivery vans with EVs by March 2020. At its corporate office in
Bengaluru that has close to 8,500 employees, Flipkart does not use plastic cutlery, encourages
steel containers and bottles, glassware to serve tea & coffee, and also segregate waste at source.
By leveraging tech in its workflow at fulfillment centers Flipkart optimizes the type and volume
of packaging to be used, instead of leaving it to human decision and was also recently certified
ISO 14001 for its strategic facilities, a crucial benchmark for the preparedness to prevent
environmental pollution in the workplace. The company’s belief in working towards protecting

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the environment and driving change on behalf of all stakeholders will bring in a lot of positive
value for the ecosystem.

CHAPTER ii5: iiCONCLUSION

Capstone iiprojects iiencourage iistudent's iiabilities iiof iicritical iithinking, iiproblem-solving, iioral
ii communication iiskills, iiresearch iiskills iiand iiteamwork. iiMoreover, iibecause iiof iithis iiproject, iiI
ii learnt iito iiconnect iiwith iithe iicommunity iiand iianalyse iiimportant iiissues, iiproblems iiand iiideas.

While iistudying iithe iiCSR iiinitiative iiby iiFlipkart iimany iithings iiproved iito iibe iihelpful. iiSome iiof iithem
ii are:

 CSR iiinitiatives iiare iia iigreat iiopportunity iifor iiCross iilearning

 Raising iipublic iiawareness iidirectly iiaffects iithe iicompany’s iibusiness iigoals iiand iisocial
ii agenda
 Including iiother iicompanies iiin iiCSR iiinitiatives iithrough iipublic iievents iiis iigood
 Think iiabout iichoosing iia iiholistic iiapproach iiwhile iiimplementing iiCSR iiinitiatives
 Commercial iiAwareness iileads iito iiPublic iiAwareness, iiemployees iiare iithe iibest iiadvocates iiof
ii your iiCSR iiinitiatives
 Management iiplays iia iivital iirole iiin iicorporate iisocial iiresponsibility
 It iiis iiimportant iito iialign iiwith iiglobal iibest iipractices
 Engage iiyour iistakeholders iiproactively
 Build iithe iiright iireputation iiand iibenefit iiin iithe iilong iirun
 Accept iicriticism iiand/or iisanctions iiand iirespond iiappropriately
 Per iibeneficiary iicost iireduction iiand iimaximizing iithe iiimpact iiwhile iireaching iimore iipeople
 Knowledge iimanagement iiand iidocumentation
 Use iiof iiresources iiefficiently iifor iibetter iienvironment

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