The Big Data Challenges Volvo Car Corporation takes pride in the quality, design, and safety of their cars as well as their environment friendly design that minimizes emissions and increases efficiency. The company is embracing new and evolving technology to increase manufacturing excellence, customer satisfaction and vehicle safety. Volvo’s integration of the cloud into its networks, the incorporation of the captured data into knowledge, and the importance of real-time information systems that were implemented are three key factors that the company experienced. First, Volvo Car Corporation (Volvo) integrated the cloud infrastructure into its networks. There is no doubt that today’s customers enjoy and depend on smart technology; therefore, Volvo recognized the need for manufacturers to develop cars that included smart technology. Volvo’s automobiles have hundreds of sensors that generate data that is captured and utilized not only by the vehicle itself but also transmitted via the cloud back to the manufacturer. Once the information is captured, it is streamed into a centralized analysis hub (Volvo Data Warehouse). In addition to this information, Volvo also collects data from the customer relationship systems, dealership systems, and product development and design systems (Converting Data Into Business Value At Volvo, 2011). Evidently, Volvo is up to date with new technology and taking advantage to improve the customer experience. This is definitely smart business. Second, Volvo Car Corporation transforms data into knowledge. Having centralized data means that Volvo will be able to make more accurate predictions thus enabling the company to conduct better targeted marketed campaigns and understand the profitability of the customers better (Turban, Volonino, Sipior, & Wood, 2012). As mentioned by Rich Strader, former Volvo’s CIO, Volvo’s ability to draw insight from this multi-terabyte resource is creating clear business advantage. Volvo is able to review the data and recognize potential problems early in the lifecycle and correct the issues before they impact customers or take immediate action in the case of customer impacted situations. This process is not only cost effective but it also helps protect the brand and ensures that customers have a positive experience. Volvo also performs detailed forensic examinations to cars that were involved in accidents to understand possible problems with the vehicles and take the necessary measures to help prevent them. This helps Volvo to augment its market-leading safety record. (Converting Data Into Business Value At Volvo, 2011) Third, Volvo recognizes the importance of real-time systems. Volvo Production System Academy is the center for innovation, research and development in the Volvo Group that provides the fundamentals for the Knowledge Management (KM) initiatives. Volvo Production System (VPS) integrates all areas: Product Development Process (PDP), Sales to Order (StO), Order to Deliver (OtD), and Delivery to Repurchase (DtR). VPS is the framework for Volvo’s manufacturing operations. Its objective is to foster best practice methods and implement advanced manufacturing technology (Volvo Construction Equipment). VPS connects all these areas and provides Volvo with information that is transformed into knowledge that is available at any time globally providing a strong advantage and support for the company. Even though knowledge is an intangible asset, it provides information to improve and generate new products and services. An example of how Volvo implements and utilizes real-time information systems is the Volvo Mobility System (VMS). This system provides transport authorities and operators a comprehensive range of functionality within the area of Intelligent Transport Systems (ITS). VMS is available globally for any fleet size and brand. This service helps cut travel time thus improving punctuality and regularity of schedule since it offers real-time information and provides better monitoring and control. It also assists in planning and creates a better condition for detailed follow-up. Some of the areas that VMS covers are traffic control, travel information and vehicle management. Volvo integrates VMS with other subsystems such as traffic signal priority, passenger counting and revenue management (Montavista - Platform to Innovate). Volvo’s Big Data strategy definitely gives Volvo Car Corporation a competitive advantage over its competitors. Volvo is able to extract enormous amounts of digital information from a vehicle and see how it responds to different situations (i.e. position of airbags, how well are these responding in an accident, etc.). This information is paramount and enables Volvo to continue to boost its market-leading safety record. The data that is being processed is the basis for improvement across the value chain as it is applied and turn into knowledge. (Converting Data Into Business Value At Volvo, 2011). By utilizing this knowledge, Volvo is able to deliver better service to its customers. Volvo analyzes the data and provides feedback to dedicated design engineers that are able to translate the customer needs into prototypes that are tested and optimized in order to help customers improve efficiency, assure safety and minimize environmental impact (Volvo Construction Equipment). In conclusion, Volvo has done an excellent job at converting data into business value. Volvo benefits greatly from collecting and accessing huge amounts of data resources at any time having a positive impact and driving manufacturing excellence, customer satisfaction and vehicle safety. Volvo’s integration of the cloud into its networks, the incorporation of the captured data into knowledge, and the importance of real-time information systems that the company has implemented has resulted in a continuous process improvement for Volvo increasing its competitive advantage over its competitors. Volvo process from conception to delivery focuses on the target of being number one in the market and ensuring customer satisfaction. Utilizing the Big Data strategy provides Volvo with a competitive advantage as they evolve and incorporate new technology into their business. Volvo has proven to understand, recognize and value the importance of incorporating technology into its processes, collecting and analyzing the data, converting into knowledge and applying it to continue to be a leader in the industry.

Works Cited
Converting Data Into Business Value At Volvo. (2011, January). Retrieved 01 25, 2013, from www.i-cio.com: http://www.i-cio.com/__data/assets/pdf_file/0004/8833/i-cio_Case_Study_Volvo.pdf
Montavista - Platform to Innovate. (n.d.). Retrieved 01 25, 2013, from VOLVO: http://www.mvista.com/download/Volvo-and-MontaVista-embedded-Linux-case-study.pdf
Turban, E., Volonino, L., Sipior, J., & Wood, G. (2012). Information Technology for Management. In E. Turban, L. Volonino, J. Sipior, & G. Wood, Information Technology for Management (p. 32). Danvers: John Wiley & Sons, Inc.
Volvo Construction Equipment. (n.d.). Retrieved 01 27, 2013, from VOLVO: http://www.volvoce.com/constructionequipment/corporate/en-gb/quality/product_life_cycle_quality/manufacturing_quality/Pages/manufacturing_quality.aspx
Volvo Construction Equipment. (n.d.). Retrieved 01 25, 2013, from Volvo: http://www.volvoce.com/CONSTRUCTIONEQUIPMENT/CORPORATE/EN-GB/QUALITY/PRODUCT_LIFE_CYCLE_QUALITY/Pages/product_life_cycle_quality.aspx