Data Visualisation Coursework Assignment Sample

Report

You are asked to carry out an analysis of a dataset and to present your findings in the form of a maximum of two (2) visualisations, (or a single (1) dashboard comprising a set of linked sub-visualisations) along with an evaluation of your work.

You should find one or more freely available dataset(s) on any topic, (with a small number of restrictions, see below) from a reliable source. You should analyse this data to determine what the data tells you about its particular topic and should visualise this data in a way that allows your chosen audience to understand the data and what the data shows. You should create a maximum of two (2) visualisations of this data that efficiently and effectively convey the key message from your chosen data.

It should be clear from these visualisations what the message from your data is. You can use any language or tool you like to carry out both the analysis and the visualisation, with a few conditions/restrictions, as detailed below. All code used must be submitted as part of the coursework, along with the data required, and you must include enough instructions/information to be able to run the code and reproduce the analysis/visualisations.

Dataset Selection

You are free to choose data on any topic you like, with the following exceptions. You cannot use data connected to the following topics:

1. COVID-19. I’ve seen too many dashboards of COVID-19 data that just replicate the work of either John Hopkins or the FT, and I’m tired of seeing bar chart races of COVID deaths, which are incredibly distasteful. Let’s not make entertainment out of a pandemic.

2. World Happiness Index. Unless you are absolutely sure that you’ve found something REALLY INTERESTING that correlates with the world happiness index, I don’t want to see another scatterplot comparing GDP with happiness. It’s been done too many times.

3. Stock Market data. It’s too dull. Treemaps of the FTSE100/Nasdaq/whatever index you like are going to be generally next to useless, candle charts are only useful if you’re a stock trader, and I don’t get a thrill from seeing the billions of dollars hoarded by corporations.

4. Anything NFT/Crypto related. It’s a garbage pyramid scheme that is destroying the planet and will likely end up hurting a bunch of people who didn’t know any better.

Solution

The data used for this reflective study is from the World Development Indicators. In this, the dataset consists of information regarding the trade business, income factors for different regions and countries and income groups as well. So, a dashboard is created for assignment help with the help of Tableau Software using the two datasets, named as counry and country codes. The form of presentation used is a bar graph (Hoekstra and Mekonnen, 2012).

1. Trade data, Industrial data and Water withdrawal data vs regions.

Figure 1: Region vs Trade data, Industrial data and Water withdrawal data.

The first visualization created is about the Trading data, Industrial data and Water Withdrawl data. All three data are presented together with a comaprison in different regions to get an overview of all the regions and their holding place in the following trading sectors. For the Tading data in several regions, it is clear that the leading area is europe and central asia, with the maximum occupancy of 98,600, while the count is nearly equal to the water withdrawl count with a differnce of 311 only. But in this region, the industrial count is only 82,408, yet the highest in all data taken.

The next leading region is Sub Suharan Africa, which is only for the Tade data and Water Withdrawl data. While the leading region for industrial data is Middle East and North Africa.

Overall, these findings suggest that Europe and Central Asia offer the most significant opportunities for businesses and organizations in terms of Trading and Industrial sectors. Meanwhile, Sub-Saharan Africa and Latin America and Caribbean offer promising opportunities in the Trading sector, and the Middle East and North Africa have potential in the Industrial sector.

These findings also highlight the need for policymakers to focus on improving access to resources and infrastructure in regions where the count of these data is lower, to boost economic growth and development. The visualization depends on several factors, such as the choice of visual encoding, the clarity of the labels and titles, and the overall design of the visualization. Therefore, it can be considered as a successful visualization.

Moreover, the visualization provides a comprehensive overview of the data, allowing viewers to understand the relationships and patterns between the different sectors and regions. The correlation of Exchanging, Modern, and Water Withdrawal information in various locales additionally permits watchers to rapidly recognize what districts are driving in every area and which ones have potential for development.

The analysis provided in the visualization also adds value by highlighting the implications of the data, such as the need for policymakers to focus on improving access to resources and infrastructure in regions where the count of these data is lower to boost economic growth and development. This contextual information helps viewers to understand the underlying causes and implications of the data, providing a more complete picture of the situation (Batt et al., 2020).

Furthermore, the analysis provides insights into the regions that offer the most significant opportunities for businesses and organizations in terms of trading and industrial sectors, and the regions that have potential for growth and development. This information can be valuable for policymakers and stakeholders looking to invest in or improve infrastructure and resources in these regions.

The visualizations are well-designed, using different colours to represent a group, with proper labels and tags on it to make it easily understandable for the viewers, so it is a success on the completion of the visualizations. Although, it is important that additional analysis and contextual information may also be required to understand the underlying causes and implications of the data.

2. Source of income and expenditure cost for different income groups and regions.

Figure 2: Count of source of income and expenditure cost for different income groups and regions.

This visualization is about the income group in different regions and the comparison of count of source of income and the expenditure in total. This provides a well information of the data for all class of groups regarding income and their data.

One key observation is that the lower middle-income group seems to have more balanced results compared to other income groups. However, there are still significant difficulties faced by people in South Asia, where the count of income sources is low for all income groups.

Another important observation is that Sub Saharan Africa appears to have the highest count for the source of income overall, while Latin America and the Caribbean have the highest count for the upper middle-income group. On the other hand, the Middle East & Africa and North America have the lowest count of income sources among the high-income group, which indicates that there is a significant disparity in income sources and expenditures across different regions. It is important to create more opportunities for income generation and improve access to education, training, and resources to enable people to improve their income and standard of living (Lambers and Orejas, 2014).

The visualization effectively communicates the findings about the disparities in income sources and expenditures across different regions and income groups. It highlights the areas where there are significant difficulties faced by people, such as in South Asia where the count of income sources is low for all income groups. The perception likewise gives significant experiences into the areas where there are open doors for money age, like in Sub Saharan Africa and Latin America and the
Caribbean.

Generally, this perception is an outcome in imparting complex data about pay gatherings and their kinds of revenue and consumptions in an unmistakable and reasonable manner. It successfully features the incongruities between various locales and pay gatherings and the requirement for approaches and projects to further develop admittance to schooling, preparing, and assets to empower individuals to work on their pay and way of life.

References

MIS602 IT Report

Task Instructions

Please read and examine carefully the attached MIS602_Assessment 2_Data Implementation_ Case study and then derive the SQL queries to return the required information. Provide SQL statements and the query output for the following:

1 List the total number of customers in the customers table.

2 List all the customers who live in any part of CLAYTON. List only the Customer ID, full name, date of birth and suburb.

3 List all the staff who have resigned.

4 Which plan gives the biggest data allowance?

5 List the customers who do not own a phone.

6 List the top two selling plans.

7 What brand of phone(s) is owned by the youngest customer?

8 From which number was the oldest call (the first call) was made?

9 Which tower received the highest number of connections?

10 List all the customerIDs of all customers having more than one mobile number.
Note: Only CustomerId should be displayed.

11 The company is considering changing the plan durations with 24 and 36 days to 30 days.
(a) How many customer will be effected? Show SQL to justify your answer.
(b) What SQL will be needed to update the database to reflect the upgrades?

12 List the staffId, full name and supervisor name of each staff member.

13 List all the phone numbers which have never made any calls. Show the query using:
i. Nested Query
ii. SQL Join

14 List the customer ID, customer name, phone number and the total number of hours the customer was on the phone during August of 2019 from each phone number the customer owns. Order the list from highest to the lowest number of hours.

15 i. Create a view that shows the popularity of each phone colour.

ii. Use this view in a query to determine the least popular phone colour.

16 List all the plans and total number of active phones on each plan.

17 List all the details of the oldest and youngest customer in postcode 3030.

18 Produce a list of customers sharing the same birthday.

19 Find at least 3 issues with the data and suggest ways to avoid these issues.

20 In not more 200 words, explain at least two ways to improve this database based on what you have learned in weeks 1-8.

Solution

Introduction

A database management system for assignment help can be defined as the program that is mainly used for defining, developing, managing as well as controlling database access. A successful Information System gives precise, convenient and significant data to clients so that it very well may be utilized for a better decision-making process. The decision-making process should be founded on convenient and appropriate information and data so that the decisions can be based on the business objective. The role of DBMS in an information system is to minimize and eliminate data redundancy and also maximize data consistency (Saeed, 2017). In this assessment, the case study of a mobile phone company has been given. The phone as well as its plans are sold by employees to their clients with some specific features. The calls are charged on the basis of minutes in cents. The plan durations start from month. The main purpose of this assessment is to understand requirement for various data information requests from given database structure and develop SQL statements for the given queries.

Database Implementation

As the database is designed on the basis of the given ERD diagram, it's time to implement the database design. MySQL database has been used for implementing the database (Eze & Etus, 2014). The main reason for using MySQL for this database implementation is a free version is available on internet. This database engine is flexible with many programming languages. A good security is also provided with MySQL database (Susanto & Meiryani, 2019).

Entity Relationship Diagram

The given ERD diagram for this mobile phone company database is as following:

Implementation of Database for Mobile Phone Company

Database and Table Creation

Create schema Mobile_Phone_Company;
Use Mobile_Phone_Company;

Table Structure

Staff

Customer

Mobile

Plan

Connect

Calls

Tower

Data Insertion

Staff

Customer

Mobile

Plan

Connect

Calls

Tower

SQL Queries

1. Total number of customers
Select Count(CustomerID) from Customer;

2. Customers in CLAYTON
Select CustomerID, Concat(Given,' ',Surname) as FullName, DOB, Suburb from customer
Where suburb like 'CLAYTON';

3. Resigned Staff

Select * from staff where Resigned is not null ;

4. Biggest Data Allowance Plan

SELECT PlanNAme, BreakFee, Max(DataAllowance), MonthlyFee,
PlanDuration, CallCharge from PLAN ;

5. Customers who don’t have phone

SELECT CustomerID, CONCAT(Given,' ',Surname) AS FullName, DOB, Suburb
from Customer WHERE NOT EXISTS (Select CustomerID from Mobile
WHERE Mobile.CustomerID=Customer.CustomerID);

6. Top two selling plans

SELECT Mobile.PlanName, BreakFee, DataAllowance, MonthlyFee, PlanDuration, CallCharge,
COUNT(Mobile.PlanName)
FROM Mobile, Plan WHERE
Mobile.PlanName=Plan.PlanName
GROUP BY
Mobile.PlanName, BreakFee, DataAllowance, MonthlyFee, PlanDuration, CallCharge;

7. Brand owned by youngest customers

SELECT BrandName from mobile WHERE
CustomerID = (SELECT customerid From Customer where
Mobile.customerid=customer.customerid and
dob=(select max(dob) From Customer) );

8. The first call made by which number

SELECT mobile.phonenumber, calls.calldate
from mobile, calls where
calls.mobileid=mobile.mobileid and
calls.calldate=(select min(calldate) from calls);

9. Tower that received the highest number of connections

SELECT * from Tower WHERE
MaxConn=(Select Max(MaxConn) from Tower);

10. Customers who have more than one mobile number.

SELECT CustomerID from mobile
Group By CustomerID HAVING Count(PhoneNumber)>1;

11. (a) Number of customers affected

SELECT Count(CustomerID) from Mobile, plan where
mobile.planname=plan.planname and
planduration in(24,36);

(b) Update database
Update Plan set planduration=30
where planduration in (24,36);

12. Staff members

Select S1.StaffID, CONCAT(S1.Given,' ',S1.Surname) AS FullName,
CONCAT(S2.Given,' ',S2.Surname) AS SupervisorName From
Staff S1, Staff S2 where
S2.staffid=s1.supervisorid;

13. Phone number which have not made any call

Nested Query
SELECT PhoneNumber from mobile
where not exists
(Select MobileID from calls where calls.mobileid=mobile.mobileid);

SQL Join

SELECT PhoneNumber from mobile Left Join
calls on calls.mobileid=mobile.mobileid
where not exists
(Select MobileID from calls where calls.mobileid=mobile.mobileid);

14. List the customer ID, customer name, phone number and the total number of hours the customer was on the phone during August of 2019 from each phone number the customer owns. Order the list from highest to the lowest number of hours.

select mobile.customerid, CONCAT(Customer.Given,'',Customer.Surname) AS FullName,
mobile.phonenumber, sum(calls.callduration) as NoOfHours, calls.calldate
from calls, mobile, customer where
calls.mobileid=mobile.mobileid and
mobile.customerid=customer.customerid and
month(calls.calldate)=8 and year(calls.calldate)=2019 group by
mobile.customerid, Customer.Given, Customer.Surname,
mobile.phonenumber, calls.callduration
Order by calls.callduration desc;

15. (i) View Creation

Create or Replace View view_color as Select PhoneColour, Count(MobileID) AS MobileNum From Mobile
Group By PhoneColour;

(ii) View Query

Select PhoneColour, Min(MobileNum) from view_color ;

16. Active phone plans

Select mobile.planname, count(mobile.phonenumber) from
mobile, plan where mobile.planname=plan.planname and
mobile.cancelled is not null
group by mobile.planname;

17. Oldest and youngest customer

Select * from customer where dob =
(select max(dob) from customer)

UNION

Select * from customer where dob =
(select min(dob) from customer);

18. Customers with same birthdays

select c.customerid, c.given, c.surname, c.DOB from customer c group by dob having count(dob)>1 order by dob;

Issues with the data

The main issues with the data are as following:

- The relationship in the staff table for defining a supervisor is complicated as it is self joined to maintain the relationship.
- The overall relationship between tower, plan, mobile and calls is very complicated.
- A clean data policy is not used for data insertion.

Ways to improve the database

As we know that the third normalized form has been used to define the database structure, but still some steps can be possible to improve this database. Its difficult to make a self join relationship in a single table, that is used in the Staff table. Hence, a different table can be used for making a list of supervisors. On the other hand, a mobile has a plan and make calls and the calls are made from the tower listed in the tower table.

Secondly, in order to secure this database, an authorized data access is required. It implies that only that much data could be retrieved that is required. The full data access privileges must be given to the administrator or a top management official who actual requires all data reports in order to make better decision making.

References

MIS500 Foundation of Information System Assignment Sample

Introduction to Chanel

Chanel is a French luxury fashion house that was founded by Coco Chanel in 1910. It focuses on women's high fashion and ready to wear clothes, luxury goods, perfumes and accessories. The company is currently privately owned by the Wertheimer family This is one of the last family businesses in the world of fashion and luxury with revenues of €12.8 billion (2019) and net income €2,14 billion (2019).

Chanel – Case Study To complete this assessment task you are required to design an information system for Chanel to assist with their business. You have discussed Porter’s Value Chain in class and you should understand the primary and support activities within businesses. For this assessment you need to concentrate on Marketing and Sales and how Chanel cannot survive without a Digital Strategy.

Source: Porter’s Value Chain Model (Rainer & Prince, 2019),
Read the Chanel case study which will be distributed in Class during Module 3.1. Visit these websites

https://www.chanel.com/au/

Based on the information provided as well as your own research (reading!) into information systems write a report for Chanel to assist them in developing a ‘Digital Strategy’ to develop insights for their marketing and sales especially in online sales. Please structure the group report as follows:

- Title page

- Introduction

- Background to the issue you plan to solve

- Identify and articulate the case for a Digital Strategy at Chanel (based upon the data do you as a group of consultants agree or disagree)

- Research the issues at Chanel and present a literature review – discuss the marketing and sales data analysis needs and the range of BI systems available to meet these needs.

- Recommended Solution – explain the proposed Digital Strategy and information systems and how it will assist the business. You may use visuals to represent your ideas.

- Conclusion

- References (quality and correct method of presentation. You must have a minimum of 15 references)

Solution

Introduction

Businesses are upgrading their business operations by implementing a digital strategy in order to compete against rivals and stay in business. In doing so, companies must continuously keep adjusting their business strategies and procedures to keep attracting the newer generation of customers or else face a certain doom. The paper is based on Chanel, a posh fashion brand based in Neuilly-sur-Seine, France. The Chanel’s business challenges in the market place are briefly assessed and examined in this research. In addition, the paper will briefly outline the advertising and marketing process, as well as how Chanel should embrace a digital strategy to maintain growth in the following decade.

Background to the issue you plan to solve

The issue is that the luxury brands, such as Chanel are lagging behind the rapidly developing trend of e-commerce and they need to implement a comprehensive Digital Strategy in order to keep their existing customers and expand their market shares. Traditionally, luxury brand companies considered online shopping as a platform for lower-end products and did not focus on investing in their social presence (Dauriz, Michetti, et al., 2014). However, the rapid development of online shopping platforms and changing behaviour of customers, coupled by lockdown measures and cross-border restrictions due to COVID-19 pandemic has exposed the importance of digital-based sales and marking even for the luxury brands which heavily depend on in-person retail sales (McKinsey & Company, 2021). Fashion experts warn that luxury companies will not survive the current crisis caused unless they invest in their digital transformation (Gonzalo et al., 2020).

According to the global e-commerce outlook report for assignment help carried out by the CBRE which is the world's largest commercial real estate services and investment firm, online retail sales accounted for 18 per cent of global retail sales in 2020 which is 140 per cent increase in the last five years and expected to reach 21.8 per cent in 2024 (CBRE, 2021). On the other hand, as digital technology advances, the customer's behavior is changing rapidly in a way that they do not only prefer to make their purchases online but also make a decision based on their online search (Dauriz, Michetti, et al., 2014). However, e-commerce accounted for only 4 per cent of luxury sales in 2014 (Dauriz, Remy, et al., 2014) and it reached just 8 per cent in 2020 (Achille et al., 2018). It shows that luxury brands are slow to adapt into the changing of environment of global trade and customers' behavior. On the other hand, at least 45 per cent of all luxury sales is influenced by the customers' social media experience and the company's digital marketing (Achille et al., 2018). However, almost 30 per cent of luxury sales are made by the tourists travelling outside their home countries, therefore luxury industry has adversely impacted by the current cross-border travel restrictions. In addition, fashion weeks and trade shows were disrupted by almost two years due to the pandemic. Therefore, fashion experts suggest luxury companies to enhance its digital engagement with their customers and to digitalize their supply chains (Achille & Zipser, 2020).

Chanel is the leading luxury brand for women's couture in the world. Its annual revenue is $2.54 billion which is one of the highest in the world (Statista, 2021). Chanel's digital presence is quite impressive. It is one of the "most pinned brands" on social media, having pinned by 1,244 times per day (Marketing Tips For Luxury Brands | Conundrum Media, n.d.). It has 57 million followers in social media and its posts are viewed by 300 million people in average (Smith, 2021). It has also been commended by some fashion experts for its "powerful narrative with good content" for marketing on social media (Smith, 2021). However, it has also been criticized for its poor websites that is not user-friendly (Taylor, 2021) and its reluctance on e-commerce (Interino, 2020). Therefore, Chanel needs to improve its digital presence, developing a comprehensive Digital Strategy.

Identify and articulate the case for a Digital Strategy at Chanel

Case for digital strategy at Chanel

As-Is State

After reviewing the Chanel case, as consultants, we are now all dissatisfied with the Chanel company's digital strategy. While making any kind of choice, businesses must first comprehend the customer's perspective. The current state of the firm's commerce was already determined based on the provided example, with the existing web-based platform employed by the company being fairly restrictive for them. For instance, in less than 9 nations, the company has built an eCommerce platform offering cosmetics and fragrance. The firm's internet penetration activity is lower than that of other industry players. The business only offers a restricted set of e-services offerings. Not only that, but the organisation uses many systems and databases in various geographical regions, which provides a disfranchised experience to the end consumers. Besides that, the company is encountering technological organisation issues, such as failing adequately align existing capabilities with forthcoming challenges and employing diverse models, all of which add to the business's complication. Simultaneously, their social media marketing is grossly insufficient, failing to reach the target luxury audience as it should.

To -Be State

Following an examination of the firm's present digital strategy, it was discovered that the company has a number of potential opportunities that it must pursue in order to effectively stay competitive in the market. The major goal of the Chanel firm, according to analysis and research, is to improve the customer experience, bring new consumers, establish brand connection and inspire advocacy, and raise product awareness . It has been determined that Chanel's digital strategy is outdated, as a result of which the company is unable to successfully compete with its competitors. Major competitors of Chanel, for example, used successful digital channels to offer products to end-customers throughout the epidemic. It is suggested that the organisation implement an information system that can provide customers with a personalised and engaging experience. To resolve the existing condition of business issues, it is critical for the organisation to incorporate advanced technology into its organizational processes in order to capture market share. The company’s existing state business challenges and implications can be remedied by upgrading their e-commerce website that is integrated with new scalable technologies such as AI, Big Data, Machine Learning, and analytics. The company also must optimize their product line and revaluate their core value proposition for new age luxury customers.

Literature Review

People have always been fascinated by stories, which are more easily remembered than facts. Well-told brand stories appear to have the potential to influence consumers' brand experiences which is "conceptualized as sensations, feelings, cognitions, and behavioral responses evoked by brand-related stimuli that are part of a brand's design and identity, packaging, communications, and environments" (Brakus et al, 2009 , p. 52). Story telling in a digital world is one of the effective ways to enables conversations between the brand and consumers. Chanel takes the advantage of digital marketing to communicate with their consumers via their website and social media the core value of the brand: Designer, visionary, artist, Gabrielle 'Coco' Chanel reinvented fashion by transcending its conventions, creating an uncomplicated luxury that changed women's lives forever. She followed no rules, epitomizing the very modern values of freedom, passion and feminine elegance (Chanel, 2005). For instance, the short film "Once Upon A Time..." by Karl Lagerfeld reveals Chanel's rebellious personality while showcasing her unique tailoring approach and use of unusual fabrics. Inside Chanel presenting a chronology of its history, how they transform from evolve from hats O fashion and became a leading luxury brand. No doubt Chanel has done an excellent job at narrating its culture, values, and identity, but the contents are mostly based on stories created by marketers or on the life of Coco Chanel. The brand image is static and homogeneous, and it is more like one-way communication, consumers cannot interact or participate in the brand's narrative.

Social media is more likely to serve as a source of information for luxury brands than as tool for relationship management. (Riley & Lacroix, 2003) Chanel was the most popular luxury brand on social media worldwide in April 2021, based on to the combined number of followers on their Facebook, Instagram, Twitter, and YouTube pages, with an audience of 81.4 million subscribers. (Statista, 2021) Chanel, as a prestigious a luxury brand, is taking an exclusive, even arrogant, stance on social media. It gives the audience multiple ways to access the valuable content they created while keeping them away from the comments generated by the content. The reasoning behind this approach is that Chanel wants to maintain consistency with their brand values and identity, which are associated with elegance, luxury, quality, detail attention, and a less-is-more approach. Nevertheless, social media can be a powerful tool that provide social data to better understand and engage customers, gain market insights, and deliver better customer service and build stronger customer relationships.

However, despite having the most social media followers, Chanel has the lowest Instagram interaction rate compared to Louis Vuitton, Gucci and Dior. Marketer and researcher increase social media marketing success rate by engaging with audience and consumers in real-time and collect audiences' big data for academic investigation. Put it in another way, social media engagement results in sales. It is imperative for in Chanel to not O just observe this model from afar, but actively challenge themselves to take advantage of it. To maintain their leadership In the luxury brand market, they must keep up with the constant changes in the digital world and marketplace and be more engaging with their audiences.

Chanel revenue has dropped dramatically from $12,273m to $10,108m (-17.6%) in 2020 due to the global pandemic where international travel has been suspended, boutique and manufacturing networks has been closed (Chanel, 2021). The pandemic has resulted in surge in e-commerce and accelerated digital transformation, hence, many of the luxury fashion brands pivot their business from retail to e-commerce, this includes Chanel's competitor Gucci and Dior. Chanel is gradually to adapting to digital strategy and selling their products online, but this is only for perfume and beauty products. President of Chanel Fashion and Chanel SAS, Bruno Pavlovsky said: "Today, e-commerce is a few clicks and products that are flat on a screen. There's no experience. No matter how hard we work, no matter how much we at look at what we can do, the experience is not at the level of what we want to offer our clients." (L. Guibault, 2021) In 2018, Chanel Fashion entered a cooperation with Farfetch purely for the purpose of developing initiatives to enhance in-store consumer experiences, they insist to incorporate human interaction and a personal touch when it comes to fashion sales. Experts foresee the pandemic could end 2022 but Covid may never completely vanish, and the life will never be same again. Consumer behaviour has changed during Covid, it will not follow a linear curve. Consumers will surge in e-commerce, reduce shopping frequency, and shift to stores closer to home. (S. Kohli et al, 2020) It is important to enhance digital engagement, but e-commerce is essential to maintain sales. It might not have a substantial impact to Chanel fashion sales in the past two year, but this will change with the advent of a new luxury consumer that wants high-quality personalised experiences offline and online. Chanel needs to adapt fast and demonstrate their trustworthiness by providing superior buying experience, exceptional customer service, and one one connections in store and on e-commerce platform.

Recommended Solution

1. Deliver the company culture using a more efficient strategy

The culture, value and the identity of Chanel is mainly from Coco Chanel. Although this is impressive, it is not attractive enough now for the newly emerging market. Chanel needs to deliver their unique culture in a more effective way. For example, Chanel could launch a campaign for all the customers to pay tribute to Coco Chanel. The customers could send their design to Chanel, of which they think is the most representative style of Coco Chanel. This could encourage more customers to be curious about the culture and stories behind this brand, instead of telling the story in a one-way communication. Especially during such an information-boosting time, the unique long-time culture is not that useful to attract more customers. unless it is used in a way that suits with the current purchasing habits of customers. According to Robert R (2006), it's wiser to create value with the customers instead of using customers, converting them from defectors to fans is more likely to happen when they are bonded with this brand. Moreover, Chanel used to focus more on the in-site retail experience, which might be part of their culture, since Chanel is a traditional luxury brand. However, people are more used to online shopping nowadays, and this is the trend. Chanel needs to invest more on the online service to exhibit their culture and adapt to the current habits of the consumers. The website of Chanel is fancy, with nice colors and visuals, but it's almost impossible for a customer to find out what they are looking for. The stylish website cannot be converted directly into revenue, they should make their website more user-friendly and functional. This is not hard for such a huge company if they realize this issue.

2. Bond with the customers

Chanel used have the largest number of followers on social media but fall behind Gucci and LV's in the past few years, because they pushed to much content without enough interactions. Chanel needs to create more bond with their existing customers and potential customers. The communication between Chanel and the customers seems to be one-way in the past. Consumers receive the messages from Chanel whereas have no channel to explain what they think about the brand and what they need from the brand. Therefore, Chanel should build a closer a relationship with their customers through social media. The reasons why using social media as a channel are as follow. a Firstly, this is a more cost-effective method to get accessed to a huge market. Chanel could let more people know about their changing and the newest product through it. They could also post different advertising to different selected customer base. Secondly, social media establish a platform where Chanel could listen to the real need of the customers. Many customers think they need a platform to let the brand know what they need and hope to witness the changes from the brand (Grant L, 2014). A successful brand should let the customers believe that what they think matters, although there IS no need CO adapt all the preference of the customers, Chanel needs to show their attitude that the company treasure the relationship with their customers. Finally, failing to use social media platform could lead to huge loss of the market. While other brands are posting advertisements and communicating with customers. they are stealing the customers from Chanel. Chanel needs to take the same weapon to defense. In conclusion, to let the customers engaged into the project and communications with the brand could assist with establishing a long-term relationship with customers and increase the loyalty of them.

3. Optimize the product line of the online store

Ecommerce market has been increasing amazingly in the past few years, especially because of the Covid, people are more used to online shopping. Therefore. Chanel needs to optimize their product line of the online store. bring their fashion line online and meet more demand of their customers. Although the offline shopping experience of luxury brands has significant value, to provide an extra choice could also be impressive. Because customers are more informed and demanding the brand to solve their problem and deliver unforgettable shopping experience. There is one field that Chanel could invest IS the VR / AR fitting room. There might be some reasons that customers cannot go to the retail shop or there is no suitable size of the product. A VR / AR fitting room enable the customers to try various products online to choose their favorite one. It could be more efficient since they could do it anywhere and anytime they want. At the same time, if they do not mind sharing the detailed information, the VR fitting room could generate a model for the client, and it is more visualized. This could increase the shopping experience and attract more potential customers. On the other hand, Chanel could give different levels of permit for different customer base. This could help to keep the company culture to provide the best service for high-net-worth clients. People could increase their customer level by building up the purchase history. In summary, to bring a unique online shopping experience to customers could enable Chanel to take up more market and establish a better platform for further development.

Conclusion

This report studied the case of Chanel and analyzed the problems which they were suffering from. It studied all the issues that were present in their organization and found that they had lost their unique value proposition along the way and also lagged behind in Social Media as well as web presence. Moreover, the firm's existing Commerce platform has a lot of weaknesses that have a negative impact on the company's core continuity as well as market survival. Accordingly after a careful analysis, few strategies were suggested so that the company can fix their social media, their digital presence and how they target the new breed of luxury customers of today.

References

DATA4300 Data security and Ethics Assignment Report

Part A: Introduction and use on monetisation

- Introduce the idea of monetisation.
- Describe how it is being used in by the company you chose.
- Explain how it is providing benefit for the business you chose.

Part B: Ethical, privacy and legal issues

- Research and highlight possible threats to customer privacy and possible ethical and legal issues arising from the monetisation process.
- Provide one organisation which could provide legal or ethical advice.

Part C: GVV and code of conduct

- Now suppose that you are working for the company you chose as your case study. You observe that one of your colleagues is doing something novel for the company, however at the

same time taking advantage of the monetisation for themself. You want to report the misconduct. Describe how giving voice to values can help you in this situation.

- Research the idea of a code of conduct and explain how it could provide clarity in this situation.

Part D: References and structure

- Include a minimum of five references
- Use the Harvard referencing style
- Use appropriate headings and paragraphs

Solution

Introduction and use of Monetization

Idea of Monetization

According to McKinsey & Co., the most successful and fastest-growing firms have embraced data monetization as well as made it an integral component of their strategy. There are two ways one can sell direct access to the data to 3rd parties through direct data monetization. There are two ways to sell it: one can either sell the accrued data in its raw form, or one can sell it all in the form of analysis as well as insights. Data for assignment help can help one find out how to get in touch with their customers and learn about their habits so that one can increase sales. It is possible to identify where as well as how to cut costs, avoid risk, and increase operational efficiency using data. (For the given case, the chosen industry is Social Media (Faroukhi et al., 2020).

How it is being used in the chosen organization

In order for Facebook to monetize its user data, they must first amass a large number of data points. This includes information on who we communicate with, what we consume and react to, as well as which websites and apps we visit outside of Facebook. Many additional data points are collected by Facebook beyond these (Mehta et al., 2021). Because of the predictive potential of ml algorithms, companies can accomplish that even if users don't explicitly reveal it themselves. The intelligence gathered based on behavioural tracking done is the essence of what is sold to their customers (Child and Starcher, 2016). Facebook generates 98 percent of its income from advertising which is how their data is put to use.

Providing benefits to the organization chosen

Facebook's clients (advertisers and companies, not users) receive a plethora of advantages. Advertising may target certain groups of people based on this information and change the message based about what actually works with them. Over ten million businesses, mostly small ones, make use of Facebook's advertising platform. As a result of the Facebook Ad platform, they are able to present targeted consumers the advertising, as well as provide thorough performance data on how various campaigns including different visuals performed (Gilbert, 2018).

Ethical, Privacy and legal Issues

Threats to consumers

According to reports, Facebook has been well-known for using cookies, social plug-ins, and pixels to monitor users as well as non-users of Fb. Even if users don't have a Facebook account, they aren't safe from this research because there are a slew of other data sources that may be used in place of Facebook. It's also possible to monitor non-members who haven't joined Facebook by visiting any website that features the Facebook logo. In addition to "cookies," web beacons were one of the numerous kinds of internet tracking that may be employed across websites, and then these entries could be sold to relevant stakeholders.As a result, target voters might discover reinforcing messages on a wide range of sites without understanding that they are the only ones receiving such communications, nor are they given cautions that these are political campaign ads.Furthermore, governments throughout Europe and north America are increasingly requesting Facebook to hand up user data to assist them investigate crimes, establish motivations, confirm or refute alibis and uncover conversations. The word "fighting terrorism" has become a catch-all phrase that has lost its meaning over time. According to Facebook, this policy is referred to as, "We may also share information when we have a good faith belief it is necessary to prevent fraud or other illegal activity, [or] to prevent imminent bodily harm [...] This may include sharing information with other companies, lawyers, courts, or other government entities."(Facebook, 2021). In essence, privacy is mandated only on face value whereas the data is exposed to both Facebook, 3rd party advertisers and Government.

IAPP can help with the privacy situation

International Association for the Protection of Personal Information (IAPP) is a global leader in privacy, fostering discussions, debates, and collaboration among major industry stakeholders. They help professionals and organisations understand the intricacies of the growing environment as well as how to identify and handle privacy problems while providing tools for practitioners to improve and progress their careers (CPO, 2021). International Association of Professionals in Personal Information Security provides networking, education, and certification for privacy professionals. The International Association for the Protection of Personal Information (IAPP) can play a role in promoting the need for skilled privacy specialists to satisfy the growing expectations of businesses and organisations that manage data.

GVV and Code of Conduct

Fictional scenario

For the sake of a fictionalised context, I would assume that I was employed by Facebook. Accordingly, my colleague in this same fictionalised setting is invading privacy of businesses in a particular domain and collecting proprietary information based on the data collected and then selling it off to the competitors of that business in the same domain. There are indeed a lot of grey areas to contemplate and traverse when it comes to dealing with these kinds of tricky situations, and managing them professionally and without overreacting is essential. The most critical thing for myself would have been to figure out what is genuine ethical problem what is just something I don't like before I get involved. If my concerns are well-founded and the possible breach is significant, I'd next ask myself two fundamental questions: I can proceed if both of the following questions are answered with a resounding "yes.”

Next, when someone is working for a publicly traded and that being a significantly large company, there should be defined regulations and processes to follow whenever one detects an unlawful or unethical violation. In the internal employee compliance manual, one ought to be able to find these. Further ahead, I'll decide whether to notify their supervisor. If that person is also complicit in the event, then next alternative would be to inform the reporting manager or compliance officer. Also, if I choose note be involved in the investigation or reporting,I can either report anonymously or mention the superiors that I would not like to be named.

Reference list