Value creation with big data analytics for enterprises: a survey

TELKOMNIKA, Vol.17, No.6, December 2019, pp.2790~2802
ISSN: 1693-6930, accredited First Grade by Kemenristekdikti, Decree No: 21/E/KPT/2018
DOI: 10.12928/TELKOMNIKA.v17i6.11962 ◼ 2790
Received March 1, 2019; Revised March 12, 2019; Accepted April 2, 2019
Value creation with big data analytics
for enterprises: a survey
Ali Mirarab*1
, Seyedeh Leili Mirtaheri2
, Seyed Amir Asghari3
1
Department of Computer Engineering, Islamic Azad University, Qom Branch, Qom, Iran
2,3
Electrical & Computer Engineering, Faculty of Engineering, Kharazmi University, Tehran, Iran
*Corresponding author, email: alimirarab@isca.ac.ir1
, mirtaheri@khu.ac.ir2
, asghari@khu.ac.ir3
Abstract
The emergence of Big Data applications has paved the way for enterprises to use Big Data as a
value-creation strategy for their business; however, the majority of enterprises fail to know how to generate
value from their massive volumes of data. Big Data Analytics results can help the enterprises in better
decision-making and provide them with additional profits. Studying different researches dedicated to value
creation through Big Data Analytics. This paper (a) highlights the current state of the art proposed for
creating value from Big Data Analytics, (b) identifies the essential factors and discusses their effects upon
value creation, and (c) provides a classification of the cutting-edge technologies in this field.
Keywords: big data, big data analytics, decision-making, enterprise, value creation
Copyright © 2019 Universitas Ahmad Dahlan. All rights reserved.
1. Introduction
In the world of business, enormous operational and financial data are stored at millions
of diverse datasets. Gantz and Reinsel [1] explain Big Data (BD) as an emergent generation of
technologies and architectures for economical extraction of value from the huge amounts of
diverse data through high-speed data exploration, collection, and analysis. Nowadays,
enterprises are discovering large volumes of extremely detailed data to find out facts they failed
to know previously [2]. The value-creation has turned into the determinant prerequisite of
sustainability for enterprises. Besides it may provide them with profit maximization, customers’
retention, business objectives fulfillment, and considerable income generation. Creating value is
a difficult procedure, particularly if it involves internal and external parameters for organizations.
If this procedure is used for BD scenarios, the formation of value should be found and
recognized through a rather complex process. With creating further data, customary
architectures and infrastructures have faced with a great challenge for processing large volumes
of data as a timely and efficient manner. Progressively, companies are discovering how BD can
be utilized for creating and capturing value [3]. For effective value creation at issue,
organizations must discover modern special approaches to process large datasets.
Big Data Analytics (BDA), which is also called big data mining, is the procedure of
detecting feasible knowledge models from large datasets [4]. Contemporary enterprises
considerably take advantage of BD as a tool provides them with a comprehensive
understanding of data associated with both customers and enterprises. BDA can help attain
business objectives, leading to customers’ retention and yield maximization. BDA helps in
attaining V2C and V2F goals as it permits companies to carry out knowledge discovery
processes and develop models of external and internal business procedures corresponding to
operations, marketing strategies, source and personnel management, just to name a few.
The BDA procedure allows companies to discover the non-stop alteration of knowledge models
and consequently improve their business procedure patterns. BDA not only enhances
transparency for the enterprises but also makes it simpler for them to continuously collect
and study operational and economic data [3, 5-7]. BDA provides beneficial information
allowing managers to make considerably effective decisions according to the conditions of
the market [8]. Nowadays, BDA has been used in diverse areas of business such as customer
analysis [9-13], product and service invention [14-17], market prediction [18-20], supply chain
and performance management [21-24], risk management, and fraud detection [14, 15].

TELKOMNIKA ISSN: 1693-6930 ◼
Value creation with big data analytics for enterprises: a survey (Ali Mirarab)
2791
The creation of value in BD-based organizations has been commonly referred to as
three situations, namely [25], decreased uncertainty in the decision-making process,
developments in products and services, and costs reduction. Scientists have traditionally
explored particular activities and assets pertinent to the present investigation by focusing
examinations on subjects like data gathering (e.g., [26]), data analysis (e.g., [27]),
and IT-mediated information delivery (e.g., [28]), considerably demonstrating the way of
generating value from a huge amount of datasets. Notwithstanding, there is still inadequate
information about this very issue that, for instance, how unique activities and properties are
concomitantly employed to generate value [29-32]. Implementing BDA can generate value for
an organization? What further value does BDA provide compared to its other counterparts? Why
should enterprises choose BDA to generate value when there are several techniques available
to this end? And how enterprises can create value from BDA?
In the present study, the attempt is made to provide a comprehensive investigation of
the role of BDA in value creation and how it generates value through the business analytics
function. This study is distinct from [33-35] with respect to (a) mere focus on the value creation
through BDA, (b) in-depth investigation of the extant BDA methods, and (c) precise identification
of the integral factors and full-fledged discussion of their effects on value creation. The rest of
the paper is organized as follows. Section 2 presents the factors employed to assess Big Data
Analytics-based (BDA-based) value creation techniques. Section 3 deals with an actual survey
of different BDA-based value creation techniques having been offered and published so far.
The pros and cons of BDA-based value creation techniques are illustrated in section 4. Finally,
section 5 concludes our survey.
2. The Evaluation Criteria of BDA-Based Value Creation
Evaluation criteria associated with the BDA-based value creation techniques will be
described in this section. The most common criteria discussed in articles and studies by
considering all aspects of the BDA-based value creation are listed as follows.
2.1. Basic Idea
The basic idea parameter specifies the fundamental theory of the discussed BDA-based
value generation techniques which is applied to determine the prerequisites of the presented
methods. The basic idea may be theoretical, conceptual, or empirical.
2.2. Insight Type
The idea of value creation in BD-based environments and situations is identified as
insight for organizational improvements. The insight type may be associated with customer
analysis, product and service innovation, market forecast, supply chain and performance
management, risk management, and fraud detection.
2.3. Value Creation Perspective
Value creation should be the ultimate objective of every BD strategy. However, it is still
one of those terms easily used by the majority of so-called scholars lacking an adequate
understanding of the data-to-value process. We consider value from two perspectives: (a) value
to the Customer (V2C) and (b) value to the Firm (V2F) that are sometimes also referred to as
"value delivery and value extraction".
2.4. Analytics Type
Organizations tending to promote their performance by applying a competitive
landscape may undoubtedly require skills to not only analyze the historical data but
also prognosticate the future. Thus, the analytics that can be used by organizations to acquire
an in-depth understanding as a very prerequisite to promote their business can be classified into
three descriptive, predictive, and prescriptive groups.
2.5. Big Data Analytics Strategy
Before starting up an analytical exercise, being aware of the benefits and
disadvantages of the given analysis strategy is a matter of great importance. The BDA strategy
may be Problem Solving, Data Modeling, Collateral Catch, and Data mining. When data are
structured, and the problem is specific, BDA strategy is defined as a problem-solving strategy.
If data are unstructured but the problem is framed, the BDA strategy is defined as data

◼ ISSN: 1693-6930
TELKOMNIKA Vol. 17, No. 6, December 2019: 2790-2802
2792
modeling. The difference is that, in problem-solving, the focus is more on data, particularly on
the use of new data sources. The data mining approach is a substantially explorative analytical
strategy. Typically, data are not structured, and there is no defined problem to guide
the analysis. When data are defined but the problem is undefined, analysts may discover new
relationships when BDA strategy is a collateral catch.
2.6. Privacy and Data Protection
Big Data creates serious security challenges because consumers are entirely unaware
of those who use their data and for what reasons. Various security issues, including privacy and
confidentiality, are current and future fundamental issues in the value creation from BDA.
2.7. Data Integrity
Although the biggest challenges in the BD era seem to be associated with data
collection and storage, we believe that the real problem is the integration of various data
sources to realize successful BD value creation. This is because many of data sources are not
built up as a way to be integrated with other data sources, and also the data sources often
contain data variations that need further processing to create useful information. The data
integrity parameter verifies the completeness, accuracy, and consistency of data in discussed
BDA-based value generation techniques.
3. Value Creation from Big Data Analytics Solutions
In the present section, the solutions proposed in the scientific journals, books, essays,
and conferences about value creation through BDA are presented. Comparative analysis and
critical discussion of these solutions will be presented in detail in the following section.
Lim et al. [36] recognized nine main parameters (namely dataset, data gathering, data,
data analysis, information associated with the dataset, information distribution, users,
information-derived value, and supplier network as shown in Figure 1) portraying data-driven
value generation in information-intensive services )IISs). The aforementioned parameters were
extracted from 149 service cases and six action studies, e.g., health (physical and mental),
healthcare provision, auto manufacturing, information technology, telecom, and transportation).
Moreover, a framework was presented for data usage and management to improve value
creation in these services. These studies included the analysis of data derived from the real
condition in the areas under study as well as the interviews with related IT and management
scientists and specialists. Given their differences, these projects provided a valuable
understanding of the data-to-value process.
Figure 1. Nine parameters for the data-to-value process in IISs [36]

2793
As authors show, capturing data from related databases, generating beneficial
information associated with such databases through detailed analyses, and providing
the acquired insights to the customers are considered to be the very prerequisites that IISs may
need in this regard. In fact, the parameters mentioned above explain how customers and
providers can both benefit from information delivery and make clear distinctions among IISs.
The IISs improvement in this highly competitive world where economic prosperous strongly
depends on data access may require a full-fledged framework like what presented in this study.
Zeng and Glaister [37] suggested a theoretical framework through which managers can manage
data and create value by decentralizing, contextualizing, experimenting, and conveniently
implementing insights acquired from data. The framework at issue is demonstrated in Figure 2.
Figure 2. The proposed framework for data-based value generation [37]
In this research, a key contribution was made by responding to the call to study how
managers create value utilizing big data. To trace the causation chain, this research has
recognized two modes of data-to-value process. Value generation with the aid of organizational
data is largely transaction-driven, that is to say, firms tend to emphasize data analysis to create
a more considerable economic rent. Value generation through open-access data network firms
is substantially relation-driven, that is to say, the firms mostly focus on isolated datasets to gain
a combined insight so as to create a larger economic rent also benefiting their business
partners. Presenting an inductive model portraying data-driven value generation, the study
provides insights on mechanisms describing why some firms outperform their counterparts in
data-driven value generation. Analysis of the authors indicated that firms are different with
respect to their abilities to create value, whether internally or externally, from big data.
The authors suggested that scattered data fail to be sufficient for maximizing
data-based value generation. As they argued, value generation is closely related to the process
of transferring relevant information through the internal firm-wide boundaries. In addition to
concentrating on generating value directly from the firm-wide data network, enterprises take
advantage of an open-access data network that provides a wide range of expanded and
dynamic information dataset serving as a heterogeneous and complex source which is virtually
impossible to be reproduced by individual firms. Accordingly, the competition arena is wider
than the organization level. Under this condition, there is interdependence between
the connecting parts to generate models, strategies, trends, and creative solutions from
a combination of databases rather than a limited firm-level source.

◼ ISSN: 1693-6930
2794
Results of this research also confirm that enterprises concomitantly taking advantage of
management and structured guidelines are more flexible and can effectively respond to
the market changes. This research showed that firms tending to generate decentralized
databases, follow ‘trial and error’ strategy, encourage collaboration between units, and have a
curious outlook towards data-related issues are deemed to be more prone to generate value
from data. Such decentralized and flexible organizations can extemporaneously respond to
data. Leaders in such organizations also consider data as a public tool that should be available
and agreed upon by all personnel. The results generally shed light on the fact that
organizational patterns encompassing diverse data-to-value processes, particularly managerial
capabilities, can help firms to outperform their counterparts because their managers are
equipped with insights and connections that allow comprehensive and precise evaluations.
Verhoef, Kooge, and Walk [38] in a book entitled “Creating Value with Big Data
Analytics” indicated that in the CRM days, advisors inform that a lot of organizations are not
successful to derive value from their Big Data tasks due to the lack of a data strategy.
Therefore, the authors promised that the readers would be offered with an answer for
addressing and overcoming the challenges faced in the extraction of value from a wide range of
information available, finally leading to better decisions and improved competitive benefit.
Moreover, the subtitle ‘making smarter marketing decisions’ is believed to have a considerable
attachment to the main title.
The book mainly serves as a model or framework for data-based value generation
as shown in Figure 3. The critical steps in this model cover suites of metrics, data assets, Big
Data abilities, Big Data Analytics, and Big Data value. At first, a brief review is presented, and
then the stages are fully described one-by-one in the following chapters. The key themes for
each stage are addressed in the opening chapters, and then their main associated problems are
dealt with in the following sub-chapters. The seminal part of the book is dedicated to
the description of various data analysis techniques which are mostly known by a majority of
readers (e.g., decision tree models, cluster analysis, time-series, and RFM). The book explicitly
explains that the era of Big Data by no means labels traditional analytical techniques as
primitive methods, it instead implies that the applications are currently more nuanced due to
the vast majority of databases.
Figure 3. The model for value creation with big data [38]
Moreover, the authors argued the progressively vital problem of efficiently expressing
outcomes derived from complex analyses and presented visualization and storytelling as helpful
tools for message transferring. The authors presented a wide range of case studies with
considerably useful instances of the way five organizations have generated value from BD in
different sectors. According to the authors, procedures, employees, systems, and firms are
the crucial players in successfully developing BD. Therefore, improving skills, creating a team of

2795
experienced and well-informed members, developing well-structured systems and procedures,
and revising the organization for providing highest influence on decision making seem to be
the matters of significant importance. Improvement of tactics, such as illustrative case study, is
suggested for attracting talented individuals into marketing analytics. The authors also provided
a useful framework at the heart of it to operate Big Data within the company. A considerable
portion of the content emphasizes on the description of the analytic approaches, but with slightly
less focus on how this should be managed within an organization for delivering the value and
deriving smarter decision making from data.
Rehman et al. [29] reported a new concept of BD reduction to fulfill the V2C goals,
including (1) minimizing the costs for users, (2) increasing the trust between users
and organization, (3) preserving customers privacy, (4) allowing secure data sharing,
and (5) assigning control of data sharing to the users. The authors presented a brief review of
the BDA process and related tools for value creation. The article also suggested a business
pattern for end-to-end data reduction. Additionally, the business model blueprint is presented to
reduce big-sized data, and then the crucial factors of a limited number of areas in which they
can be applied are mapped onto the business canvas model (BMC). The study then addressed
the difficulties faced by the implementation of this technology. The suggested model mainly
aims at replacing raw data sharing with knowledge-driven one in BD systems as shown in
Figure 4. Taking into account the case study of IoT-based BD systems, the authors aimed at
depicting the context in which the proposed model works.
Figure 4. Analytics-driven big data reduction [29]
As shown in Figure 5, the authors considered a five-layer IoT architecture that provided
model enables (i) local data decrease, (ii) collaborative data decrease, and (iii) remote data
decrease. The first one is attained through analytic components in mobile devices with
applications collecting, preprocessing, analyzing, and storing data patterns.
The collaborative data decrease is attained through analytic components in edge servers
implementing analytics on locally gathered knowledge-based patterns and subsequently
generating collaborative data patterns. In relation to the remote data decrease, the patterns
extracted from these servers are combined, and then new patterns are generated through
analytics services. The resulting data patterns are connected to large data stores to enable
value generation through analytics.
The distinction between the presented model and the traditional ones is that in
the former the users are informed of the application and volume of the created information.
This model may generally provide users with information accessibility; hence it not only
enhances the users’ trust in enterprises but also establishes a direct mutual relation between
the firms and users. This model also removes the user concern about privacy as their main
worry by letting them share and subscribe to several BD applications.
The primary data reduction in mobile edge CC systems decreases
the computation-related costs and the price of information communication as well as data
transmission in CC environments. Consequently, it simply facilities the financial burden of firms.

◼ ISSN: 1693-6930
2796
The small- and medium-sized enterprises (SMEs) usually face challenges in applying
cloud-based BDA due to the financial costs of SLA. This model can also support cloud service
suppliers to reduce the services’ cost. As the model also facilitates BDA, thereby BIRT can
provide users with considerably profound insights associated with data.
Andersson and Elf [39] reported that BDA is a moderately unfamiliar area and
organizations are about to achieve more insights to apply it in their businesses. Indeed, they are
not fully informed of the requirements of BDA implementation. Moreover, they mainly hesitate to
tackle the ethical problems of penetrating personal data. The goal of this research is to discover
the primary measures the firms have to take for big data-based value creation. As the authors
suggested, having in mind their structure, organizations have to decide whether focus merely
on Customer Analytics or Process Analytics or both of them, with following an ethics plan as
shown in Figure 6. As they argued, this is the first step toward BDA-base value generation for
organizations. According to their response to the above-mentioned question, organizations
should determine the requirements and value creators. The components of the organizational
structure, i.e., management support, cross-functional units, and capabilities, are considered as
prerequisites, i.e., they are needed for BDA but inadequate for BDA-based value generation.
Customer Analytics and Process Analytics, together with an ethics tactic, are considered to be
the value generators as they can bring about either higher income or saving costs. Notably, as
BDA plays a significant role in creating fundamental effective changes and achieving
competitive advantage, it is likely to turn into a prerequisite for organizations in the near future.
Taking the first stage toward generating value from BD, the organization survival
becomes more probable, and the opportunities are also likely to be considerably enhanced.
Overall, the experimental results show that data-driven decision-making should be further
encouraged in organizations and more individuals should dare to believe the outcomes of data
analysis; however, the role of managers and their decision making should not be overlooked.
Conclusion corresponding to the data derived from customer analytics and process analytics
goes hand in hand with Business Model Canvas developed by Osterwalder and porter
perspective on strategy. These models confirm the efficiency of BDA as a method for creating
a competitive advantage or value. However, neither of the methods emphasizes the enablers
required to this end. The study not only highlights the role of BDA as a crucial player in
the value-generating process but also describes the requirements to meet this goal.
Figure 5. Reference Patterns for BD Systems [29]

2797
Figure 6. The components of a BD-to-value solution [39]
The author’s interpretation of the experimental results on ethics is more mystifying.
In spite of the great intention of the organization to gather data, users hesitate to reveal their
data. Accordingly, organizations strongly take caution to apply the strategies derived from BD at
full capacity to avoid making users worried. Therefore, if both parties agree upon BD
implementation and the resulting consequences, the worries associated with data collection
may disappear. If both parties acquire more knowledge on BDA, the recommendation of
assigning data generation and application tasks to a third party as an organizer can work. When
the parties succeed to come to an agreement on this matter, they would feel safe with BDA
technology. The authors finally concluded that it is BD that sets the restrictions, but
organizations can change it into an advantage by using BD efficiently.
Vidgen [40] discovered data-to-value process in organizations and the challenges they
face in applying BDA. Vidgen used three case studies implemented on large organizations with
a formal business analytics team and a large amount of data that can be considered “big data.”
The case studies were analyzed using business analytics –based framework facilitating both
data collection and value generation in the organization. Organizations ability to use analytics
technique was investigated over a sociotechnical lens of organization/management, process,
individuals, and technology. The analyses led to twenty crucial results summarized as follows.
Results associated with data-to-value process (namely, ensuring the quality of data, building
trust between parties, providing adequate anonymization, sharing value with data providers,
generating value over data partnerships, generating public and private value, and monitoring
the variations need to be applied in regulations), results associated with the organization and
management (namely, developing an organization-level analytics strategy, developing
procedures to promote organization and its culture, acquiring deep domain expertise, building
a well-informed analytics team, cooperating with academics, ensuring ethical observance,
creating an agile analytics project, and exploiting the analytics projects), results associated with
the tools (namely, utilizing story-telling for visualization, defining the vision before choosing
the tools), and results associated with people (namely, employing the attitudes of cognizant data
scientists, employing data scientists who are good bricoleurs, employing data scientists with
ability to work in challenging working condition). To investigate the measures required to be
taken by organizations for value creation, the authors improve the framework utilized by Nerur
et al. [41], who examined the organizational shift from old-style software to agile software
improvement. The model shows the effects of such an alteration via four parameters (namely,
organization/management, people, process, and technology). The model is a notable attribution
of Leavitt's diamond organization model and sociotechnical systems. The author utilized this
model to investigate the effects of a shift to a data-driven organization. The business analytics
ability can be supposed as a moderator between data collected and the value created (internally
and externally) from that data over better decision-making by the organization as shown in
Figure 7.
The model consists of the cycle of data attainment, value propositions exploration,
approach, execution, and evaluation as shown in Figure 8. Phase 2a is planned for avoiding
the pitfalls corresponding to the grand plan–small pilot projects using agile approaches are
applied for gaining credibility, learning about analytics and techniques, identifying data-related
problems, and providing evidence to confirm strategy. In step 6, the efficiency of the process is

◼ ISSN: 1693-6930
2798
assessed. At this level, the resulting performance of the organization is compared to that of
the prominent competitors, and the maturity of the analytics is evaluated as well.
Figure 7. Research framework [40]
Figure 8. Business analytics implementation model [40]
4. Evaluation
All the solutions discussed under the category of ‘Value Creation through Big Data
Analytics’ are presented chronologically in Table 1. Relying on six action research dedicated to
industry and government, Lim and colleagues [36] recognized nine crucial indicators defining
data-driven value generation. As they concluded, these factors play a significant role
in portraying and analyzing the data-to-value process in IISs. Empirically tested, a simple
yet comprehensive framework was presented for data usage and management to improve
value creation in these services. Integrating the existing works, the presented framework
is highly beneficial in data-to-value process analysis and designing. This study provides
a comprehensive insight rather than sporadic points on data-based value generation. However,
the study has some limitations expected to be tackled by future works. First, the nine factors
were extracted from 149 service cases and six action studies, hence they fail to be sufficiently
all-inclusive; moreover, some of the primary facets of the data-driven value creation have been
undoubtedly dismissed. Second, the study failed to evaluate to what extent each factor may
influence value creation in information-intensive services. Therefore, further experimental
research works are necessary to identify the effects of such factors in various contexts. Third,
even though the study put forward a new design strategy for IISs using the presented
framework, it failed to determine whether the design approach efficiently works in this context or
not. Thus, additional empirical studies on information-intensive services or information system
design are required to investigate the design approach for such services.
In [37], Zeng and Glaister proposed a new process-oriented framework based on
a qualitative approach to investigate how firms create value utilizing Big Data. The importance
of this study is presenting an inductive process model that indicates BD-driven value-creation

2799
and providing insights on mechanisms describing why some firms outperform their counterparts
in generating value from BD. The findings demonstrate that value creation is the result of
measures taken by firms rather than data. Analyses showed the ability of firms to create value,
whether internally or externally, from Big Data. Theoretical framework development provided
valuable insights mainly into the knowledge of firms for network orchestration and Big Data
management as the key prerequisites of value creation. In the former, i.e., network orchestration
ability, the value can be created using the extended-data network. In the latter, i.e., Big Data
management, the managers can create value by democratizing, contextualizing, experimenting,
and conveniently implementing insights acquired from data. This study has various limitations
compared to other studies. In this research, limited cases from a specific industry and only
Internet Platform Companies adopting an open platform strategy were analyzed. Accordingly,
findings can rarely be generalized and they ought to be interpreted with caution. Furthermore,
as this research is focused on China, the question is whether the results can be true about other
countries or they are merely representative of the Chinese industry.
In [38], Verhoef, Kooge, and Walk proposed a practical approach with a comprehensive
theoretical framework and a new perspective to generate value from BDA. Authors define BDA
and indicate that it is an evolution of data analytics since the early 1990s. To solve
the complexities, this study offered a robust model for value creation from BDA. It focuses on
two directions of value creation (V2C and V2F) and the role that ‘analytics’ and the rapidly
growing volume of data- structured and unstructured-from both internal and external sources
may play in this regard. The authors then classified these two directions of value creation into
three levels: market level, brand level, and customer level. For each of the aforementioned six
areas, the authors offered a practical approach to use and analyze Big Data. All success factors
have been listed for optimal use of BDA in organizations.
Table 1. Comparison of the Evaluated Big Data Analytics Solutions
Author(s) Basic Theory Insight Type
Value
Creation
Perspective
Analytics
Type
Big Data
Analytics
Strategy
Privacy
and Data
Protection
Data
Integrity
Lim et al.
[36]
Nine data-based
factors for value
creation in information-
intensive services
Product and service
innovation and supply
chain and performance
management
V2C and
V2F
Descriptive
Data
modeling
No No
Zeng and
Glaister
[37]
Value generation
through decentralizing,
contextualizing,
experimenting, and
conveniently
implementing insights
acquired from data
Supply chain and
performance
management
V2F Prescriptive
Problem
solving
No No
Verhoef,
Kooge, and
Walk [38]
Lack of a data strategy
to make smarter
marketing decisions
Product and service
innovation and supply
management
V2C and
V2F
Descriptive
Problem
solving
No No
Rehman et
al. [29]
Data reduction
approach for value
creation to fulfill the
V2C and V2F goals
Supply chain and
performance
management, risk
management, and
fraud detection
V2C and
V2F
Prescriptive
Data
modeling
Yes Yes
Andersson
and Elf [39]
Value generation from
Big Data Analytics
through process
analytics or customer
analytics, together with
an ethics strategy
Market and customer
analysis and supply
management
V2F Prescriptive
Problem
solving
Yes No
Vidgen [40]
Value generation
through the business
analytics model
Market and customer
analysis and supply
management
V2F Descriptive
Data
modeling
Yes Yes
In [29], Rehman et al. provided a data reduction approach for value generation to fulfill
the V2C and V2F goals. Adopting BDA as a tool used by firms for creating value, the study aims

◼ ISSN: 1693-6930
2800
at uncovering the tacit knowledge in both operations-related and customer-related data.
The study suggested a framework to decrease BD at the customer end, allowing firms to reduce
the costs associated with cloud service to apply BDA. The proposed framework also paves
the way for establishing trust between customers and businesses by providing local knowledge
accessibility and privacy-preserving data sharing. Additionally, the business model blueprint is
presented to reduce big-sized data, and then the crucial factors of a limited number of
application areas are mapped onto BMC. The study then addressed the difficulties faced by
technology implementation. A point deserves noting is that the efficiency of the suggested
approach and the resulting V2C and V2F failed to be evaluated in the real world. More to
the point, the authors provided no component-based architecture for the given framework.
In [39], Andersson and Elf provided a solution for BD-based value creation. This study
is primarily focused on the first measures the firms have to take for BD-based value creation.
The study follows an inductive approach for qualitative data analysis. Respondents were BD
experts and firms using huge volumes of data. The empirically obtained results were compared
to their academically acquired counterparts in light of strategy, organizational change, and
ethical dilemmas the organizations may face in relation to customer data. To this end, E. ON
Elnät was taken advantage to typify the difficulties and questions organizations may face in
the very beginning of a BD implementation process. From a theoretical perspective, the study
provides guidelines on BD by grouping it into various application areas and then elucidates their
differences and value-creating potential for a business. The fact of the matter is that, when
the advantages of Big Data for a company are revealed, its overview turns to be far easier.
Theoretically, this study shed also some light on the mutual relationship among properties of
the organizational structure.
Vidgen [40] proposed a model of analytics eco-system and a process model with
a six-stage maturity to investigate the measures required to be taken by organizations for value
creation. The analytics eco-system puts the business analytics in an organization-wide frame,
and then the process model is provided for analytics implementation. The large companies with
both a formal business analytics group and huge volumes of data were chosen as the case
studies. The analyses led to twenty key factors. As suggested by the author, concomitant
consideration and management of data and value is a crucial matter. Indeed, value creation
requires data to be efficiently handled, and the resulting value has to be also fairly shared with
data providers. Also, business analytics is assumed to be a business transformation plan
requiring strategy, senior management support, and active and careful change management
rather than a technical plan which has to be necessarily assigned to the IT department. It by
no means undermines the crucial role of IT department in an organization because it is
well known that IT is an underlying enabler of this process and it is purposefully embedded in
the organizational processes and procedures. Furthermore, business analytics and its subset
(i.e., data science) require a process model. To this end, Agile Software Development seems to
be a useful commencing point. A further point is that implementing a business analytics plan in
an organization may require a change model. Finally, in this journey, data experts may
significantly require the spirit of inquiry and creative problem-solving ability as well as
the capability to take advantage of all extant tools and techniques.
5. Conclusion
The survey critically investigated different Big Data Analytics solutions proposed for
the value creation. To analyze the creation of value in BD-based organizations, we performed
a systematic literature review of the seminal works dedicated to this issue. The identification of
value creation in the respective papers was carried out by the authors in light of the way
whereby value creation is considered in Big Data environments.
The Results of this study indicate that to create value from BDA, enterprises need to
address issues pertaining to operational and financial data, market conditions, business domain,
customer analysis, product and service innovation, supply chain and performance management,
risk management, analytics type, Big Data Analytics strategy, privacy and data protection, data
integrity, and various other factors. Most Big Data Analytics value creation solutions proposed
can stimulate organizations to make better decisions, shift from traditional development to agile
development, and turn into data-driven organizations.

2801
References
[1] Gantz J, Reinsel D. Extracting value from chaos. IDC iview. 2011; 1142(2011): 1-12.
[2] Nowling RJ, Vyas J. A Domain-Driven, Generative Data Model for Big Pet Store. 2014 IEEE Fourth
International Conference on Big Data and Cloud Computing. 2014: 49-55.
[3] Manyika J, Chui SM, Brown B, Bughin J, Dobbs R, Roxburgh C, et al. Big data: The next frontier for
innovation, competition, and productivity. 2011.
[4] Wu C, Buyya R, Ramamohanarao K. Big Data Analytics = Machine Learning + Cloud Computing.
CoRR. 2016. abs/1601.03115.
[5] Tallon PP. Corporate Governance of Big Data: Perspectives on Value, Risk, and Cost. Computer.
2013; 46(6): 32-8.
[6] Rahm E. Big Data Analytics. it-Information Technology. 2016; 58(4): 155-6.
[7] Chen H, Chiang RH, Storey VC. Business intelligence and analytics: from big data to big impact. MIS
quarterly. 2012; 36(4): 1165-88.
[8] Bughin J, Chui M, Manyika J. Clouds, big data, and smart assets: Ten tech-enabled business trends
to watch. McKinsey quarterly. 2010; 56(1): 75-86.
[9] Wang NL, Chen DG, Yang YP. Big data analytics-based energy-consumption feature selection of
large thermal power units. Advanced materials research. 2014; 860: 1862-1866.
[10] Sun N, Morris JG, Xu J, Zhu X, Xie M. iCARE: A framework for big data-based banking customer
analytics. IBM Journal of Research and Development. 2014; 58(5/6): 4: 1-4: 9.
[11] Rugel S. Improving customer centricity by End-to-End monitoring and big data analytics. 2014 Euro
Med Telco Conference (EMTC). 2014: 1-5.
[12] Pennacchioli D, Coscia M, Pedreschi D. Overlap versus partition: Marketing classification and
customer profiling in complex networks of products. 2014 IEEE 30th
International Conference on Data
Engineering Workshops. 2014: 103-110.
[13] Kriksciuniene D, Liutvinavicius M, Sakalauskas V, Tamasauskas D. Research of customer behavior
anomalies in big financial data. 2014 14th International Conference on Hybrid Intelligent Systems.
2014: 91-96.
[14] Chien C, Chuang S. A Framework for Root Cause Detection of Sub-Batch Processing System for
Semiconductor Manufacturing Big Data Analytics. IEEE Transactions on Semiconductor
Manufacturing. 2014; 27(4): 475-488.
[15] Ghose AK, Morrison E, Gou Y. A Novel Use of Big Data Analytics for Service Innovation Harvesting. 2013
Fifth International Conference on Service Science and Innovation. 2013: 208-214.
[16] Krumeich J, Schimmelpfennig J, Werth D, Loos P. Realizing the predictive enterprise through
intelligent process predictions based on big data analytics: a case study and architecture proposal.
Informatik. 2014.
[17] Wong PC, Huang Z, Chen Y, Mackey P, Jin S. Visual Analytics for Power Grid Contingency Analysis.
IEEE Computer Graphics and Applications. 2014; 34(1): 42-51.
[18] Muhtaroğlu FCP, Demir S, Obalı M, Girgin C. Business model canvas perspective on big data
applications. 2013 IEEE International Conference on Big Data. 2013: 32-37.
[19] Saletore VA, Krishnan K, Viswanathan V, Tolentino ME. HcBench: Methodology, Development, and
Full-System Characterization of a Customer Usage Representative Big Data/Hadoop Benchmark.
Advancing Big Data Benchmarks. 2014: 73-93.
[20] Schwalb D, Faust M, Krueger J, Plattner H. Leveraging in-memory technology for interactive analyses
of point-of-sales data. 2014 IEEE 30th
International Conference on Data Engineering Workshops.
2014: 97-102.
[21] Munar A, Chiner E, Sales I. A Big Data Financial Information Management Architecture for Global
Banking. 2014 International Conference on Future Internet of Things and Cloud. 2014: 385-388.
[22] Kwon O, Lee N, Shin B. Data quality management, data usage experience and acquisition intention of
big data analytics. International Journal of Information Management. 2014; 34(3): 387-94.
[23] Hipgrave S. Smarter fraud investigations with big data analytics. Network Security. 2013;
2013(12): 7-9.
[24] Ebner K, Bühnen T, Urbach N. Think Big with Big Data: Identifying Suitable Big Data Strategies in
Corporate Environments. 2014 47th
Hawaii International Conference on System Sciences. 2014:
3748-3757.
[25] Davenport T. Big data at work: dispelling the myths, uncovering the opportunities. Harvard Business
Review Press. 2014.
[26] Gubbi J, Buyya R, Marusic S, Palaniswami M. Internet of Things (IoT): A vision, architectural
elements, and future directions. Future Generation Computer Systems. 2013; 29(7): 1645-60.
[27] Gandomi A, Haider M. Beyond the hype: Big data concepts, methods, and analytics. International
Journal of Information Management. 2015; 35(2): 137-44.
[28] Schumann JH, Wünderlich NV, Wangenheim F. Technology mediation in service delivery: A new
typology and an agenda for managers and academics. Technovation. 2012; 32(2): 133-43.

◼ ISSN: 1693-6930
2802
[29] Rehman MHu, Chang V, Batool A, Wah TY. Big data reduction framework for value creation
in sustainable enterprises. International Journal of Information Management. 2016; 36(6, Part A):
917-928.
[30] Ekbia H, Mattioli M, Kouper I, Arave G, Ghazinejad A, Bowman T, et al. Big data, bigger dilemmas: A
critical review. Journal of the Association for Information Science and Technology. 2015; 66(8):
1523-1545.
[31] Ostrom AL, Parasuraman A, Bowen DE, Patrício L, Voss CA. Service Research Priorities in a Rapidly
Changing Context. Journal of Service Research. 2015; 18(2): 127-159.
[32] Lim C, Kim M-J, Kim K-H, Kim K-J, Maglio PP. Using data to advance service: managerial issues and
theoretical implications from action research. Journal of Service Theory and Practice. 2018;
28(1): 99-128.
[33] Chen DQ, Preston DS, Swink M. How the Use of Big Data Analytics Affects Value Creation in Supply
Chain Management. Journal of Management Information Systems. 2015; 32(4): 4-39.
[34] Saggi MK, Jain S. A survey towards an integration of big data analytics to big insights for
value-creation. Information Processing & Management. 2018; 54(5): 758-790.
[35] Furtado L, Dutra M, Macedo D. Value Creation in Big Data Scenarios: A Literature Survey. Journal of
Industrial Integration and Management. 2017; 02(01): 1750002.
[36] Lim C, Kim K-H, Kim M-J, Heo J-Y, Kim K-J, Maglio PP. From data to value: A nine-factor framework
for data-based value creation in information-intensive services. International Journal of Information
Management. 2018; 39: 121-135.
[37] Zeng J, Glaister KW. Value creation from big data: Looking inside the black box. Strategic
Organization. 2018; 16(2): 105-140.
[38] Verhoef PC, Kooge E, Walk N. Creating Value with Big Data Analytics: Making Smarter Marketing
Decisions. Routledge. 2016.
[39] Elf J, Andersson K. One Step Towards Creating Value From Big Data-A Case Study on E. ON Elnät.
Master Thesis. Lund: Lund University. 2015.
[40] Vidgen R. Creating business value from Big Data and business analytics: organizational, managerial
and human resource implications. Hull University Business School. 2014.
[41] Nerur S, Mahapatra R, Mangalaraj G. Challenges of migrating to agile methodologies. J Commun.
ACM. 2005; 48(5): 72-78.

Value creation with big data analytics for enterprises: a survey

More Related Content

What's hot (18)

Similar to Value creation with big data analytics for enterprises: a survey (20)

More from TELKOMNIKA JOURNAL (20)

Recently uploaded (20)

Value creation with big data analytics for enterprises: a survey