INTERNET OF THINGS


form deeper relationships with their customers. simply to exploit sales opportunities, but to ot


utilising all available enterprise data – n


potentially negative, possibly bran transform a


It is these leaders who can d-damaging event into an opportunity to eng der customeren


power of data was the food safety concerns A very recent example of the potential loyalty.


surroundin


became ill after purchasin g romaine lettuce, when consumers


case, technology was essential in tracking the where the contamination occurred. In this ow


outlets. Many people deman g goods in grocery


ded to kn


t otify consumers of the risks ano n d direct contact


instance of contamination to a specific farm, then using both public media an


d mitigation


of advanced use of data, some compan a farm to the consumer’s table. As an example included the ability to trace food literally from represented in this ‘connected’ scenario The depth of information available actions.


that combined supplier traceability data, store safety. Doing so required an electronic trail email or text message to help protect their were even able to notify their consumers via ies


contamin nad quickly to the consumers who purchased formation directly


niventory records, POS data, and customer loyalty programmes to get in


assessed when the greatest amounts of energy the significant ‘peak time surcharges’ that are peak demand periods by limiting or avoiding stores are reducing their energy costs during Using similar data-driven approaches, retail ated lettuce.


systems (BMS) are set up to receive notices nI these situations, building management ergy provider.


are required from the local en


from utility companies when demand reduction opportunities arise.


At these times, the BMS can send


communication and control inss automatically through a deman


truction


appeals to modern good from an operational perspective, but also resources and stored energy. This is not only equipment and optimises the use of renewable programme that shuts down non-essential d response


bu esses that are makinsin consumer preferences for


value.


discover improved methods of operation data-driven paradigm, it will undoubtedly As the industry quickly moves to a more


g sustainability a core


nI recent years, Emerson has cused on fo new ways to engage and protect consumers.


these areas to create holistic solution business has connected the dots between development and strategic partnerships, the Through investments, acquisitions, product the cold chain to support this shift.


expanding its capabilities across every domain within


s. It has


also restructured its organisation to provide comprehensive solutions for both discrete an


chain history. The abundance of data is helpin This is an extremely dynamic period in cold a company plays within the cold chain. complete opportunities, regardless of what role d


to remove divisions between vertical markets and revealing the true level of in


g


occurring before our eyes – not in gran To that end, we see a digital transformation needed to ensure complete cold chain integrity. terdependence


diose, nit gible, all-conan suming approaches, but in


see digital transformation as the increasingly to create new insights and opportunities. We coupled with the use of emerging digital assets g, proven technologies


the expansion of existin and


powerful iterative development of connected, adjacent systems accelerating d eventually an revolutionising how companies operate.


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