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Business Intelligence
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What is Business Intelligence?

Business intelligence (BI) refers to the strategies, technologies, and processes organizations use to collect, analyze, and act on data. It is studied across business programs in courses covering information technology management, operations, and strategic decision-making. The topic is academically interesting because it sits at the intersection of data management, organizational behavior, and competitive strategy, raising questions about how companies transform raw data into actionable insight. Concepts such as knowledge management, data latency, workflow management, and social-technological frameworks in organizations all fall within its scope, making it a rich area for both theoretical and applied inquiry.

Student papers on this topic take several distinct approaches. Case-study analysis is common, with real company scenarios used to evaluate how organizations implement or improve BI systems. Some papers focus on planning and development, producing structured BI plans or examining business process and workflow management as foundations for effective intelligence systems. Others explore knowledge management as a complementary discipline, analyzing how accessing and leveraging existing information within a firm supports broader BI goals. Forecasting applications, such as analysing and predicting future sales, represent another practical angle students frequently pursue.

A strong essay on business intelligence should anchor its thesis in a specific organizational problem or decision context rather than describing BI in general terms. Evidence drawn from measurable outcomes — improved customer support, faster decision-making, or more effective data use — tends to carry more weight than abstract definitions. The most common pitfall is treating BI as purely a technology issue; examiners expect students to address how organizational culture, processes, and strategy shape whether a BI initiative actually succeeds.

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Paper Undergraduate
Best Business Intelligence Solution for HUD: A Vendor Comparison
The author of this report is asked to ascertain and decide which business intelligen solution would be proper and best for the United States Department of Housing and Urban Development (HUD).
Research Paper Masters
Aligning IT Assets with Business Objectives: A Strategy Guide
Companies of all sizes and types are faced with the challenges that are involved in optimizing the use of their information technology (IT) resources by aligning these assets with their business objectives, but many…
Essay Doctorate
Investigational Computing and Business Intelligence Explained
Business intelligence is the process of using large data sets, processed using statistical techniques, to aid in business decision-making. The Internet has provided vast quantities of data, which can be used to gain…
Paper Masters
Amazon's IT Strategy and Competitive Advantage in E-Commerce
Amazon is the world's largest e-tailer, and a technological leader in the field. This paper will outline the ways in which Amazon has built out its technological leadership, and how its different technology strategies…
Paper Undergraduate
MDS and Factor Analysis as Business Intelligence Tools
Multidimensional scaling and factor analysis are a couple of different statistical techniques that can be used to understand the drivers of a business. MDS is a technique that renders multiple data points in a…
Essay Doctorate
Sustainability Balanced Scorecard for Wave Master Ltd.
The balanced scorecard is a tool for management that supports the positive execution of strategies instigated by the corporation. This report makes the aim to assist Wave Master Limited Company (WML) with the further…
Essay Doctorate
Decision Making for Investment Advisors: Structured vs. Unstructured
The chosen career is investment/financial advisor. This position involves working within the context of a bank or financial services firm, as a broker serving a set group of clients.
Research Paper Doctorate
HR Technology Strategy: e-HR, HRIS, and the Future of HR
Human Resources Management - Maintaining a Competitive Edge in the Corporate Marketplace
Essay Doctorate
Amazon e-Strategy: A Strategic Assessment of Amazon.com
Amazon's remarkable ascent as one of the top online global retailers can be attributed to the foresight they had in creating a comprehensive distributed order management, Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and e-commerce series of systems. The many other e-commerce sites that rose quickly with massive infusions of venture capital just as quick exited the market, flaming out due to a lack of system and process scalability, lack of understanding of customer dynamics, and a complete loss of focus on scalable business models. All of these factors are what caused competitors to Amazon to exit the e-commerce market either through acquisition, merger or complete exist from the market. When starting Amazon, Jeff Bezos invested heavily in the distributed order management, ERP, SCM and e-commerce integration points to book distributors initially, and then expanded into a broader product mix. This allowed the enterprise to quickly scale as volumes increased during the first five years of the company's existence. Having creating this reliable, scalable and secure platform, Mr. Bezos and the Amazon founders concentrated on creating an analytics layer throughout their architecture that could quantify customer, distributor, dealer and even competitor activity on the site (Amazon Investor Relations, 2012). This reliance on analytics also gave Amazon executives and technical staff the insight they needed to launch quickly into entirely new product categories, get the complex and often confusing task of localization right, and also create a highly popular and profitable Amazon Web Services (AWS) cloud computing platform and hosting platform for Software-as-a-Service (SaaS) applications (Mitchell, 2012). From a technology standpoint the performance of Amazon today can be directly attributed to the insightful decisions made in 1994 and 1995 when the company founders prioritized the development of enterprise-wide platforms and a strong focus on analytics over spending all their time on the front-end website and its façade (Lindic, Bavdaz, Kovacic, 2012). As Jeff Bezos would later remark in interviews, by investing to create a truly world-class enterprise back-end system first, his company was freed up to fast track the actual user interface of the e-commerce sites globally at a pace that left comp[editors far behind in terms of functionality and product breadth (Amazon Investor Relations, 2012). Mr. Bezos chose in 2007 to also institute a culture of metrics that also capitalized on the nearly two decades of investment in their infrastructure (Amazon Investor Relations, 2012). Combining the global e-commerce, enterprise-tested infrastructure and the most robust set of analytics that any e-commerce provider had, Amazon was ready to begin expanding their product strategies, start offering greater options in their Amazon Web Services initiative which today is expected to be a $1B by 2015, even by conservative forecasts (Amazon Investor Relations, 2012) and also invest heavily in their state-of-the-art recommendation engine technology that seeks out products and services customers may be interested in and present them during shop[ping sessions in real-time (Sun, 2012). It's important to appreciate just how vast of an e-commerce infrastructure Amazon has in completing this analysis of their e-strategy. They have greater agility, flexibility and capability to execute than any other online retailer globally today. How they choose to use these technologies to attract new customers and keep existing ones loyal, a point the case study makes in greater detail, is predicated on the ability to get the most value from this infrastructure while still staying focused on delivering a world-class customer experience in each transaction. Based on the analysis undertaken for this case analysis, it is abundantly clear that Jeff Bezos and the executive management team are passionate about keeping the company as customer-focused as possible, including the continual selective use of technology to accentuate and strengthen the user experience online and off (Murphy, Narkiewicz, 2010). With these foundational aspects of Amazon defined, the seven areas of focus in this analysis are next presented. The overarching objective of this analysis is to understand the value of e-strategies in organizations, with Amazon being the organization of interest in the analysis. Specifically concentrating on the benefits of having an e-strategy at Amazon, defining how e-strategies contribute to Amazon's broader accomplishments, and an analysis of how Amazon aligns their e-strategy to the overarching organizational strategy as well., The analysis continues with an analysis of the key business factors that are the catalysts of the e-strategy at Amazon, followed by a suggested strategic plan for ensuring e-strategy initiatives at the company continue to lead to profitable growth. The final section of this analysis provides an assessment of the technical infrastructure needed to accomplish the proposed strategic plan. As Amazon has continually evolved its position as a global force in online retailing, its command of supply chains globally has also evolved very quickly. In the latest rankings of the highest-performing supply chains completed by Gartner, a leading research consultancy, Amazon has ranking within the top twenty five for five years running (Amazon Investor Relations, 2012). What this signals is that Amazon has progressed from relying on enterprise-wide infrastructure to compete and is now on the growth trajectory of making supply chain processes their competitive advantage.
Essay Doctorate
Evaluating Business and Competitive Intelligence Research
¶ … Performance Assessment in Competitive Intelligence: An exploration, synthesis and research agenda, written by David Blenkhorn from Wilfred Laurier University and Craig Fleisher from Windsor University.