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Hello, this a management writing assignment.  I have attached an example word document.  The "Exa

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Hello, this a management writing assignment.  I have attached an example word document.  The "Example" word document is exactly what I want the finished product to look like.  2-3 pages, double spaced, times new roman, 12 point font, 4-5 sources, and it MUST be completed in a word document, not a text document or word pad etc.  I will be running the completed assignment through plagiarism software and cannot pay you if it is heavily plagiarized. 

Chapter 8 describes an innovative information systems approach that Starbucks® utilizes to capture and retain customers. The Starbucks loyalty program allows customers to prepay funds into an account and then, upon purchasing a large-size latte macchiato or other fine beverage, scan their QR code using a smartphone, speeding up the exchange and simplifying the retail process. Mobile payment activity such as this continues to increase year over year.

Written Assignment: Provide an example of another retailer that is using the same approach to attract and retain customers. List the benefits of these types of information solutions for both the customer and the retailer. Describe any potential issues or drawbacks for implementing such a technology. Describe any newer technologies that might be on the retail industry horizon or are being deployed presently yet are mostly unknown.

Running Head: Big Data Case Study 1 Big Data Case Study


Student Name Example




Instructor Running Head: Big Data Case Study 2 One enterprise that almost every person in America and many more throughout the world


are familiar with, is the Starbucks Corporation. For many years, Starbucks has been the leading


coffee house worldwide by a long shot. In 2015, they had over 15,000 more stores than their


next competitor, McDonald?s McCafe line[Sta16]. As a result of having over 22,000 stores,


there were many logistical problems that plagued the corporation. All of these logistical


problems arose due to the corporation?s business model that included the idea that it was


necessary to open as many U.S. stores as possible. Because they were unable to handle the


information technology related logistics associated with this model, Starbucks was on a


downward spiral that could only be interrupted by an information technology intervention.


When the original CEO Howard Schultz reclaimed the position from standing CEO Jim Donald


in 2008, he knew this would be the only way forward. As a result, Chris Bruzzo was named the


new chief information officer and was tasked with leveraging technology ?to create innovative


ways for Starbucks to connect with our customers and build loyalty programs?[Wai08].


Once Bruzzo recognized the issue, he immediately knew that IT could help the


corporation?s infrastructure over-development. His first method to begin moving Starbucks in


the right direction, was by aggregating and mining data from customer credit and debit cards and


to examine their buying patterns. Once this had been done, Starbucks could now determine what


employees could do to better serve the customers. Also, this data lead to the development of


more sought after products. For example, Starbucks was able to quickly and effectively


determine that it?s customers were in search of a more personal experience. They also found that


by creating a warm and welcoming experience, customers were more likely to buy more than one


drink. It was an assumption at the time that these new changes would not increase sales enough


to make up for the over development of infrastructure (number of total stores). Running Head: Big Data Case Study 3 By using big data concepts and data mining, Starbucks was able to completely reverse the


effects of having too many stores. Through the specific data mining of customer?s credit card


information, they determined that personal experiences and warm and welcoming environments


meant more to people than the value of their drinks. Breakthroughs in technology only


continued to enable this process. Once it was discovered that internet Wifi Café?s were


becoming popular, Starbucks was able to determine that there was a significant percentage of


their customer base that bought more than one drink per day and at separate times throughout the


day. By getting these customers to stay in the store by offering the free use of internet, they were


then able to begin their pre-made and packaged food line. It was determined that customers


cared more about the comfort and practicality of having a place to sit, study, read, and drink


coffee than they did about having fresh food.


Most recently in 2014, Starbucks dropped ?coffee? from their logo and looked to ramp up


their food sales. They are looking to double their food sales in the U.S. over the next five years


as well as add wine to its menu [Jar14]. All of these changes are a direct reflection of the data


mining that has taken place by the corporation. As Bruzzo realized, knowing how to figure out


what the customer wanted without the customer even knowing themselves, they were able to


exploit their hidden desires.


This change in direction has been compared to Steve Jobs return to rescue Apple when it


was at its worst. There seems to be a significant attraction to brand that simply cannot be


replicated. According to The Market Mogul, Starbucks is still very well known for the pride and


care it places in unique brand image and standards [Cur15]. Again, the only way Starbucks was


able to turn the proverbial corner with their business model was the heavy use of data mining and


a variety of other information systems technologies. Running Head: Big Data Case Study 4 References


Curtis, C. (2015, October 1). Starbucks' New Business Model. Retrieved from The Market Mogul


Web site:


Jargon, J. (2014, December 4). Starbucks Aims to Double U.S. Food Sales. The Wall Street


Journal, p. 12.


Statista. (2016, June 30). Restaurants. Retrieved from Statista website:


Wailgum, T. (2008, Jan 25). Feature. Retrieved from CIO Website:


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