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However, collection of information about customers, necessary as it in any form of relationship marketing, has different challenges on the Internet than in face-to-face marketing and/or data collection and research programs. First, web clients may often be anonymous -- consumers may be whomever they wish to be over the Internet and the researcher has no way of verifying such. Second, consumers are increasingly wary of providing personal information about themselves over the Internet for fear of cybercrime, misuse of data and even companies purporting to be market research and collecting information for something entirely different. Thus, the trust and accuracy level diminishes on both sides when someone is not physically present -- even though the amount of data collected and the cost per collection is quite low (Lee, 2001, 12-14). Sources of consumer information, then, must be vetted in a way to preserve their authenticity -- that information may be gathered from the network but contains only limited information (Network information). The researcher can glean a number of environmental variables and make numerous qualitative leaps (e.g. If client visits site A, B, and C, they are a likely/unlikely candidate for product A; so if 250,000 people visit sites A, B, C, but not D, and only 10,000 visit D, client of...
may need to rethink position). This is the true power of the Interactive Analysis Section. Using competitive information results in the following benefits:
One tool, on the desktop, can be used to access and interact with a wide variety of company data
Using the tool, especially for business intelligence, will alow sharable answers to spontaneous questions
Ad hoc and individual reports may be created in almost any unique way the user needs
Instead of having others analyze the organization's data, this tool allows for self-analysis
Using this tool helps gain deeper insight into the data already there, particularly about customer purchasing, competitive, or fiscal issues
The tool is simple, but powerful in that there are a number of options for formatting, colors, custom calculations, charts, tracking, exporting, and presentation (SAP, 2011).
REFERENCES
Bangs, David, (2002), The Business Planning Guide, New York: Kaplan Press.
Lee, O. (2001). Internet Marketing Research: Theory and Practice. New York: IGI Global.
SAP. (2011). Crystal Interactive Analysis. Retrieved from: http://www.sap.com/solutions/sap-crystal-solutions/query-reporting-analysis/sapcrystalinteractive/index.epx
REFERENCES
Bangs, David, (2002), The Business Planning Guide, New York: Kaplan Press.
Lee, O. (2001). Internet Marketing Research: Theory and Practice. New York: IGI Global.
SAP. (2011). Crystal Interactive Analysis. Retrieved from: http://www.sap.com/solutions/sap-crystal-solutions/query-reporting-analysis/sapcrystalinteractive/index.epx
2. Is it ethical to send an attractive employee to a bar to "hang out" with a competitive employee in the hopes of getting information? Again, this is quite dependent upon the situation. If one "assigns" the attractive employee to participate in espionage as part of their job duty, and it is fully disclosed, then it is not necessarily unethical -- any more than sending someone to shop for a
Business Intelligence Unlike its Military counterpart, Business Intelligence is not an oxymoron. There are many examples of successful implementations of Business Intelligence despite the challenges. This paper explores the purposes for and the complexities of data processing systems that are designed to provide tools for top managers in their task of wading through swamps of unrelated information as they hone in on supports for taking critical business decisions. A possible confusion of
Although intranet pages may provide links to the Internet, an intranet is not a site accessed by the general public" (Housel and Hom, 1999). Aside from the intranet, the company also uses a wide array of anti-virus programs, firewalls and virtual private networks. The scope of these software applications is that of screening the information which flows between all the organizational computers (Answers, 2011). At the level of the organization,
0 technologies ((Wirtz, Schilke, Ullrich, 2010) Heavily reliant on a broad range of integration points throughout an enterprise, creating a real-time information network using collaboration technologies including Facebook-like applications (Salesforce.com Chatter) Comparable in design objectives to the structure of the knowedlge-sharing ecosystem; yet this business model is based on real-time social media data and collaboration Ideal for large, knowledge-based businesses that are growing rapidly; perfect fit for new business ventures based on consulting
Thus, the competitive intelligence assisted the company to align its strategic plan as well as keeping executive informed about the key element of decision-making. The company also derived advantages from market intelligence advantages and the advantages assisted the company to understand the market activities and competitive market environment. Typically, Avnet also used the competitive intelligence to create a Strategic Leverage Matrix (SLM) that the company literarily plots to understand the
Business Intelligence The quest for so-called "Business Intelligence," or BI for short, has been on the forefront of many organizational priorities in the last decade and it is likely that this trend will continue indefinitely. The attraction to BI is fairly clear. Although collecting and storing large amounts of information has become ubiquitous among modern organizations, there has been a relatively slower development in the ability to harness information to better