| Global music revenues increase 3.2% as digital revenues overtake physical for the first time |
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| The estimated national 2012-13 graduation rate for Black males was 59%. |
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| Many of the virtual reality apps created for smartphones are likely to be available for under $10 or free, with the latter serving primarily as marketing tools. |
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| As for VR content, Deloitte Global expects most revenue generated to come from games sales, with titles sold at between $5 and $40, generating over $300 million. |
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| Deloitte Global expects the addressable market for games consoles as of the end of 2016 to be at least 30 million units, and high-end PCs at about seven million units worldwide. |
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| Deloitte Global estimates sales of about 2.5 million VR headsets and 10 million game copies sold. |
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| Deloitte Global predicts that virtual reality (VR) will have its first billion dollar year in 2016, with about $700 million in hardware sales, and the remainder from content |
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| If an average Fortune 1000 company can increase the usability of its data by just 10%, the company could expect an increase of over 2 billion dollars. (Source: InsightSquared infographic) |
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| Performing data-quality best practices can boost a company?s revenue by 66% |
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| Poor data can cost businesses 20%?35% of their operating revenue. |
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| Poor data or ?lack of understanding the data? are cited as the #1 reasons for overrunning project costs. |
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| Bad data or poor data quality costs US businesses $600 billion annually. |
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| 40% projected growth in global data generated per year vs. 5% growth in global IT spending. |
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| A quarter of decision-makers surveyed predict that data volumes in their companies will rise by more than 60 per cent by the end of 2014, with the average of all respondents anticipating a growth of no less than 42 per cent. |
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| Three-quarters of decision-makers (76 per cent) surveyed anticipate significant impacts in the domain of storage systems as a result of the ?Big Data? phenomenon.?(Source) |
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| In that same survey, by a small but noticeable margin, executives at small companies (fewer than 1,000 employees) are nearly 10 percent more likely to view data as a strategic differentiator than their counterparts at large enterprises. |
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| According to execs, the influx of data is putting a strain on IT infrastructure. 55 percent of?respondents reporting a slowdown of IT systems and 47 percent citing data security problems, according to a global survey from Avanade. |
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| Bad data or poor data quality costs US businesses $600 billion annually. |
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| Poor data can cost businesses 20%?35% of their operating revenue. |
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| According to estimates, the volume of business data worldwide, across all companies, doubles every 1.2 years. |
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| 29 percent report that their marketing departments have ?too little or no customer/consumer data.? When data is collected by marketers, it is often not appropriate to real-time decision making. |
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| 39 percent of marketers say that their data is collected ?too infrequently or not real-time enough.? |
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| 14.9 percent of marketers polled in Crain?s BtoB Magazine?are still wondering ?What is Big Data??. |
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| 140,000 to 190,000.?Too few people with deep analytical skills to fill the demand of Big Data jobs in the U.S. by 2018. |
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| Poor data across businesses and the government costs the U.S. economy $3.1 trillion dollars a year. |
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| In the developed economies of Europe, government administrators could save more than ?100 billion ($149 billion) in operational efficiency improvements alone by using big data, not including using big data to reduce fraud and errors and boost the collection of tax revenues. |
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| Market research firm IDC has released a new forecast that shows the big data market is expected to grow from $3.2 billion in 2010 to $16.9 billion in 2015. |
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| As recently as 2009 there were only a handful of big data projects and total industry revenues were under $100 million. By the end of 2012 more than 90 percent of the Fortune 500 will likely have at least some big data initiatives under way. |
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| Big data is a top business priority and drives enormous opportunity for business improvement. ?Wikibon?s own study projects that big data will be a?$50 billion business by 2017. |
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| In other words, ?the amount of data in the world today is equal to: Every person in the US tweeting three tweets per minute for 26,976 years; Every person in the US tweeting three tweets per minute for 26,976 years; Every person in the US tweeting three tweets per minute for 26,976 years; Every person in the world having more than 215m high-resolution MRI scans a day; More than 200bn HD movies ? which would take a person 47m years to watch. |
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| In late 2011,?IDC Digital Universe published a report indicating that some 1.8 zettabytes of data will be created that year. |
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| Data production will be 44 times greater in 2020 than it was in 2009. |
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| 30 Billion pieces of content shared on Facebook every month. |
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| According to Twitter?s own research in early 2012, it sees roughly 175 million tweets every day, and has more than 465 million accounts. |
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| 100 terabytes of data uploaded daily to Facebook. |
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| Brands and organizations on Facebook receive 34,722 Likes every minute of the day. |
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| 571 new websites are created every minute of the day. |
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| YouTube users upload 48 hours of new video every minute of the day. |
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| The largest AT&T database boasts titles including the largest volume of data in one unique database (312 terabytes) and the second largest number of rows in a unique database (1.9 trillion), which comprises AT&T?s extensive calling records. |
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| In 2008,?Google was processing 20,000 terabytes of data (20 petabytes) a day. |
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| Decoding the?human genome?originally took 10 years to process; now it can be achieved in one week. |
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| More than 5 billion people are calling, texting, tweeting and browsing on mobile phones worldwide. |
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| Walmart handles more than 1 million customer transactions every hour, which is imported into databases estimated to contain more than 2.5 petabytes of data. |
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| 94% of Hadoop users perform analytics on large volumes of data not possible before; 88% analyze data in greater detail; while 82% can now retain more of their data. |
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| Akamai analyzes 75 million events per day to better target advertisements. |
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| Facebook stores, accesses, and analyzes 30+ Petabytes of user generated data. |
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| IDC Estimates that by 2020,business transactions on the internet- business-to-business and business-to-consumer ? will reach 450 billion per day. |
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| The Obama administration is investing $200 million in big data research projects. |
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| 235 Terabytes of data has been collected by the U.S. Library of Congress in April 2011. |
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| 2.7 Zetabytes of data exist in the digital universe today. |
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| The total U.S. consumer membership in loyalty-marketing programs today is more than 1 billion strong, with an average of more than four programs per adult. |
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| Most companies can increase revenues by nearly 50% while retaining only 5% of their customer base. |
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| A typical company receives around 65% of its business from existing customers. |
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| A first-time customer has a 30% chance of becoming a long-term profitable customer. If they buy three times relatively quickly, their chance of becoming long-term more than doubles to 67%. |
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| A 5% reduction in lost customers can increase profits by up to 75%. |
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| Only 12 percent to 15 percent of customers are loyal to a single retailer, but they represent between 55 percent and 70 percent of sales. |
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| 60 percent of most marketing budgets are allocated toward devising and promoting loyalty schemes. |
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| Fifty-eight percent of retail loyalty program members bought from companies where they had a membership |
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| Forty-four percent of program members spent in excess of $1,000 on holiday purchases |
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| Members of loyalty programs tend to be more affluent, with incomes of $100,000 or higher |
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| Two-thirds of loyalty members shopped online, and 41 percent ordered from a catalog or through the mail. |
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| Non-loyalty members primarily shopped at brick-and-mortar locations, while only 22 percent of loyalty members shopped in stores |
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| Loyalty program members accounted for 48 percent of holiday shoppers in the 2006. |
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| Of an average total of 14.1 loyalty programs that each household has signed up for, only 6.2 of them are actually used. This puts the number of active loyalty programs at 792.8 million. |
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| 792.8 million active memberships indicates that the rate of active membership is relatively flat at 43.8%, compared with 39.5% in 2007 |
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| Despite a jump from 1.3 billion to 1.8 million total loyalty program memberships in the US between 2007 and 2009, less than 44% are actively used |
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| Seventy-three percent of customers who are enrolled in rewards programs say that they hope that data generated as a result of their participation in rewards programs are used to develop a better program for them. |
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| Just under two-thirds of consumers (65 percent) say price is becoming more important than convenience in brand purchases. |
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| Consumer expectations regarding brand value went up 20 percent this year versus last. |
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| The percentage of overall active memberships in the U.S. ? those memberships that demonstrate some type of engagement within a 12-month period ? remains at 43.8 percent, with a blended average of 6.2 active memberships per household. |
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| Reward program members are 70 percent more likely to be word-of-mouth champions (defined as customers who are "actively recommending" a product, service or brand) than the general population. |
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| 96% of people are currently a member of a reward scheme and 64% of people belong to three or more loyalty schemes. |
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| From 2006 to 2008, U/S. loyalty program memberships increased from 1.341 billion to 1.807 billion ? an adjusted growth rate of nearly 25 percent. |
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| Nearly 90% of Americans participate in some type of rewards program, and most are enrolled in more than one. |
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| Reward program members who have redeemed for experiential rewards are 30% more likely to be WOM champions than those who have redeemed for discounts. |
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| Actively participating reward program members are more than three times more likely to be WOM champions. |
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| 68% of WOM champions in reward programs will recommend a program sponsor's brand within a year. |
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| 55% of reward program members are self-described WOM champions. |
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| Reward program members are 70% more likely to be WOM champions (defined as those who are "actively recommending" a product, service or brand) than the general population. |
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| Participation in loyalty programs - especially among younger adults - has risen 19% since 2007, with retail loyalty programs getting the highest scores for adding value |
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| The average household in the United States is signed up for 14 loyalty programs, ranging from grocery stores and gas stations to airlines and hotels, but actively participates in only six |
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| In 2002, 32% of guests said that the loyalty program was a key factor in deciding where to stay. That number has grown steadily to 37% in 2007 but has declined in the first 9 months of 2008. |
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| Trust is key to keeping customer loyalty because people are seeking out cheaper private label options |
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| Money off vouchers have also reached the top of the shopping list with the number of frugal consumers regularly using them increasing sharply to 74% (compared to only 26% in 2008). |
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| UK marketers are tentatively embracing Web 2.0 technologies, with 17% now saying that they 'blog' to connect with existing or potential customers. |
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| 57% of respondents have introduced new measures in the past 12 months to help build relationships and retain customers, although only 39% said that the UK as a whole is getting better at customer service. |
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| Reward redemption among the top nine airlines rose last year but only 8 percent of all loyal airline customers redeemed miles for flight. |
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| According to Web Flyer, there are 89 million members of airline frequent-flyer programs in the world, 74 million of them in the U.S. alone. |
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| In the retail market, 73.7% of supermarket and grocery store respondents use face-to-face interactions to invite customers into their loyalty programs. |
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| 53 percent of U.S. grocery customers are enrolled in loyalty programs. |
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| More than 76 percent of all U.S. grocery retailers with 50 or more stores now offer a frequent-shopper program. |
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| Even though 53% of retailers surveyed indicate that customers can join their loyalty program on the retail website, the same is not true at the store POS: a mere 37% of all retail respondents reported that customers can join their loyalty program via the POS system in stores. |
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| 90% of best-in-class retail enterprises indicate at least "some level of success to very successful results" from their loyalty programs, whereas 47% of laggard retailers and 35% of industry average retailers indicate 'no change in performance' from their loyalty program. |
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| Over half (50.7 per cent) of US supermarkets now offer savings through frequent shopper or loyalty card programs and rate their success at 7.3, up sharply from 6.4 last year. |
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| Sixty-four percent of persons from higher-income households who don't currently participate in a rewards program with their main bank would increase business with their main bank if they were rewarded for doing so. |
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| US financial services rewards programs has reached 422.0 million, a 77% increase since 2007 census. In contrast, airline loyalty programs account for only 277.4 million members. |
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| For the first time on record, US credit card reward program members outnumber airline frequent flyers. |
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| 51% described themselves as being "fairly satisfied" with the programmes they are members of |
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| 46% of consumers said that they were not part of any loyalty scheme, while 47% said that they are enrolled in a loyalty scheme with a supermarket or other retailer |
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| While 57% of boardroom executives feel that customer retention will be more important in 2009 than in 2008, only 23% cited customer acquisition as their top priority |
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| The average number of travel rewards programs to which consumers belong dropped 27.8% to 2.0 in 2009, from 2.77 in 2007 |
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| Travel industry loyalty rewards programs have seen a 31.2% decline in active participation since 2007 because of a decrease in business and leisure travel and corporate mandates to cut discretionary budgets |
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| In Canada, led by the Air Miles loyalty coalition, more than 70 percent of all households participate in at least one loyalty program. |
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| 30% of UK consumers say that ?rewards that are relevant to the individual? are a driver of encouraging people to spend more in the shopping and retail sector within loyalty programs. |
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| Barely half (52%) of UK consumers are members of a loyalty program. |
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| The Northeast (70 percent) and West (63 percent) have the highest concentration of store or membership loyalty program participants. People in the South (37 percent) and the Midwest (42 percent) are significantly more likely to not belong to any type of consumer loyalty program. |
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| 79 percent of Australians felt more or equally loyal to brands in the presence of effective loyalty programs, amidst the economic downturn, as did 73 percent of those in China, 69 percent in India and 59 percent in Japan. |
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| Over three-quarters of the consumer population hold some form of loyalty or rewards card, while 25 percent of the shopping population belongs to two or three programs. |
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| Over 60% of U.S. households said that loyalty card programs were important in their shopping decisions. |
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| 28% of customers reported that they are ?Extremely Likely? to increase their visits to a business if they have a loyalty reward card for them. |
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| Customer spending is 46% higher with companies that offer reward card programs. |
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| Loyalty program penetration among U.S. debit card issuers is already at 20 percent and rising rapidly. |
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| According to Cardweb.com, 40 percent of all Visa and MasterCard issuers now operate a rewards program tied to their credit card offering. (Cardweb.com, 2009) |
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| There has been a 19% growth in loyalty scheme participation since in 2007. (Colloquy) |
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| Seventy percent of persons from higher-income households ($125,000 +) are more loyal to companies that offer rewards programs. (Maritz) |
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| 41% of females teens (aged 13 to 21) and young adults said that they are likely to engage in money-saving activities such as joining a loyalty program. (Euro RSCG Discovery) |
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| 73% of teen and young adult consumers (aged 13 to 21) shop at a fixed group of stores. (Euro RSCG Discovery) |
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| Membership of loyalty schemes is more widespread among older people (46% of 18-29 year olds belonged to 3+ schemes, compared to 56% among 30-39 year olds, and 67% for the 40+ age group). (The Wise Marketer) |
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| More than 46% of shoppers ages 18 to 25 said retail rewards were "more important" during tough economic times, and 27% want to join more programs. (Colloquy) |
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| About 75% of consumers said the economy had a positive or neutral influence on their decision to join a loyalty program. (Colloquy) |
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| Membership of loyalty schemes is more popular in general among women than men (72% of women were members of 3+ schemes, compared to 51% of men). (The Wise Marketer) |
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| Women (62 percent) are significantly more likely to belong to a store or membership loyalty program than men. However, more than half of the men surveyed (54 percent) say they are part of a program. (Maritz) |
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| Participation in rewards and loyalty programs rose by 19% across the board since 2007. (Colloquy) |
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| One-third of consumers find retail loyalty programs "more important" when battling tough times. (Colloquy) |
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| Loyalty program members are more likely to be one or more of the following: female, young, living with children under the age of 18 in the household or from the Northeast. (Maritz) |
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| Participation in loyalty programs is up to 19% since 2007 (Colloquy) |
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| 32.3% of consumers said the recession has made their participation in retail rewards programs more important. (Colloquy) |
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| The average number of travel rewards programs to which consumers belong dropped 27.8% to 2.0 in 2009, from 2.77 in 2007. (Colloquy) |
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| Travel industry loyalty rewards programs have seen a 31.2% decline in active participation since 2007 because of a decrease in business and leisure travel and corporate mandates to cut discretionary budgets. (Colloquy) |
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| 90% of UK adults now use recession-busting shopping strategies when they do their weekly shopping (uSwitch) |
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| Poor customer service (44%) is the aspect most likely to put people off increasing their spend, followed by unachievable rewards (28%), unrealistic points expiry deadlines (20%), or receiving too much communication (18%). |
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| Good customer service (34%) was the single aspect most likely to encourage people to spend more, followed by personalised rewards they felt were relevant to them (30%) |
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