, 2007, p. 13). The effective use of it resources requires an organization to define and manage its client base (Hayles, Jr., 2007, p. 14), its products (Hayles, Jr., 2007, p. 15), its human resources (Hayles, Jr., 2007, p. 16), and its delivery of both the products and supporting services (Hayles, Jr., 2007, pp. 17-8). Clearly, concentration on the optimum use of it resources forces an organization to reexamine and "tweak" itself in major business aspects, thereby significantly improving the organization. Arguments against the extensive use of database analysis and other it resources for basic strategy concentrate on the flip sides of previously stated advantages. For example, some organizations might prefer a more loosely-structured decision-making process that utilizes bottom-up decision-making in some aspects but top-down decision-making in other aspects; however, even if this mixed approach is preferred, a high degree of database analysis and use of other it resources can only improve the understanding and effectiveness of this mixed approach. Secondly, some may argue that a high degree of data analysis and use of other it resources entails too many human and other resources for some organizations. However, the research has proven that the higher degree of reliance on data analysis and use of other it resources results in a distinct competitive edge and success, which generates even greater revenue; consequently, the dedication of significant resources to data analysis and other it resources clearly results in even higher business returns. Finally, some may argue that a high degree of data analysis and use of other it resources is unduly taxing by forcing an organization to "start from square one" and rethink even its basic goals, missions and objectives. However, that re-examination and retooling of basic strategic elements such as goals, missions, objectives, client base, products, resources and delivery of both products and support services reasonably allows significant, constant...

Consequently, organizations should depend on the analysis of large databases and other it resources to a high degree to formulate basic strategy.
3. Conclusion

Organizations should depend on the analysis of large databases and other it resources to a high degree to formulate basic strategy. First, large Databases and other it resources can be used to determine decision-making strategy. Secondly, Big Data Analytics is a burgeoning and highly useful development in it. Third, top global organizations claim that effective analysis of "Big Data" is a "differentiator," making them more highly competitive with their competitors and giving them the edge in business. Consequently, resistance to the analysis of large databases and other it resources -- business enhancers that are here to stay -- should be overcome for the most effective formulation of basic business strategy.

Works Cited

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LaValle, S., Lesser, E., Shockley, R., Hopkins, M.S., & Kruschwitz, N. (2011, Winter). Big data, analytics and the path from insights to value. Retrieved June 17, 2013 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/845235605/13EB3DAA8505DFA3F3B/1?accountid=28844

Nobel, C. (2010, November 1). How it shapes top-down and bottom-up decision making. Retrieved June 17, 2013 from hbswk.hbs.edu Web site: http://hbswk.hbs.edu/item/6504.html?wknews=110110

Webster, J. (2011). Understanding big data analytics. Retrieved June 17, 2013 from searchstorage.techtarget.com Web site: http://searchstorage.techtarget.com/feature/Understanding-Big-Data-analytics