ASSIGNMENT

Course Tittle Pearson BTEC Level 5 Higher National Diploma in Business

Unit Number and Unit 57: Business Intelligence
Title:
Assignment Title Design Business Intelligent for the company

Name of the Learner

Mr.S. Sihab Aaqil
Ref. No. of the ABM220523
Learner Pearson Regd. No.

I Batch No & 05
Assignment Number
Semester
Issue Date 2023.06.18 Submission Date 2023.07.18

Re-submission Date Academic Year

2022/2023
Unit Assessor: A.F. Nuskiya Internal Verifier Mrs.JF.Inshira

Assessor’s Feedback

Grade: Assessor Signature: Date:

Resubmission Feedback

Grade: Assessor Signature: Date

Internal Verifier’s
Comments

Signature of the IV Date

Student Agreement: Student
I understand the feedback given to me and agree to carry out Signature
the actions in future works as required and indicated. Date

Please note that grade decisions are provisional. They are only confirmed once internal and external
moderation has taken place and grades decisions have been agreed at the assessment board.
Plagiarism Policy

The submission of work that borrows ideas, words, diagrams, or anything else
from another source (or sources), without appropriate acknowledgement,
constitutes plagiarism. Plagiarism is not limited to unattributed cutting-and-
pasting; it includes the reproduction, without acknowledgement, of someone
else's work, taken from a published (or unpublished) article, a book, a website,
a friend’s (or anybody else’s) assignment, or any other source. When an
assignment or report uses information from other sources, the student must
carefully acknowledge exactly what, where and how s/he has used them. If
someone else’s words are used, they must be within quotation marks and a
reference must follow the quotation. Failing to do so leads to academic
misconduct. Academic misconduct is defined as any type of cheating in an
assessment for the purposes of achieving personal gain. When it is determined
that academic misconduct has taken place, a range of penalties may be
prescribed which includes expulsion from the programme.

Student Declaration

I certify that the assignment submission is entirely my own work and I fully understand
the consequences of plagiarism. I understand that making a false declaration is a form
of malpractice.

Student signature: Date:

 BI

TABLE OF CONTENTS
LO1 Discuss business processes and the mechanisms used to support
business decision making.........................................................................................5

P1 Examine, using examples, the terms ‘Business Process’ and ‘Supporting

Processes’................................................................................................................5

Introduction about Business Process....................................................................5

Introduction about Supporting Processes..............................................................6

Business Process of Dell.......................................................................................7

Supporting process of Dell.....................................................................................8

M1 Differentiate between unstructured and semi-structured data in an

organisation.............................................................................................................9

Unstructured Data..................................................................................................9

Traits of Unstructured Data....................................................................................9

Semi-Structured Data............................................................................................9

Traits of Semi-Structured Data............................................................................10

Unstructured data at Dell.....................................................................................10

Semi structured data at Dell.................................................................................11

LO2 Compare the tools and technologies associated with business

intelligence functionality.........................................................................................12

P2 Compare the types of support available for business decision making at

varying levels in an organisation........................................................................12

Operational Level Support...................................................................................12

Tactical Level Support.........................................................................................12

Strategic Level Support........................................................................................12

Operational Level Support at Dell........................................................................13

Tactical Level Support at Dell..............................................................................13

Strategic Level Support at Dell............................................................................14

Page 3 of 36
 BI

M2 Compare and contrast a range of information systems and technologies

that can be used to support organisations at operational, tactical and
strategic levels......................................................................................................15

LO3 Demonstrate the use of business intelligence tools and technologies.....19

P3 Determine, with examples, what business intelligence is and the tools and
techniques associated with it..............................................................................19

Introduction about Business Intelligence.............................................................19

Tools and techniques associated with Business Intelligence..............................19

Usages of Business intelligence tools and techniques associated with it in Dell 20

P4 Design a business intelligence tool, application or interface that can

perform a specific task to support problem solving or decision making at an
advanced level.......................................................................................................21

M3 Customise the design to ensure that it is user friendly and has a

functional interface...............................................................................................23

LO4 Discuss the impact of business intelligence tools and technologies for
effective decision-making purposes and the legal/regulatory context in which
they are used.............................................................................................................25

P5 Discuss how business intelligence tools can contribute to effective

decision making....................................................................................................25

Business Intelligence tools’ contributions for effective decision making.............25

P6 Explore the legal issues involved in the secure exploitation of business

intelligence tools...................................................................................................27

The secure exploitation of business intelligence tools........................................27

Several ways for secure from the legal issues associated with the use of
business intelligence (BI) tools............................................................................29

M4 Conduct research to identify specific examples of organisations that

have used business intelligence tools to enhance or improve operations....30

REFERENCES...........................................................................................................32

Page 4 of 36
 BI

LO1 Discuss business processes and the mechanisms used to support

business decision making.
P1 Examine, using examples, the terms ‘Business Process’ and ‘Supporting
Processes’.
Introduction about Business Process
 A business process refers to a collection of interrelated tasks, activities, and
workflows performed within an organization to achieve a specific objective or
deliver a particular product or service (Davenport, T. H. & Short, J. E., 1990).
It encompasses the systematic coordination of resources, information, and
activities across functional areas to ensure the efficient execution of
organizational goals.
 These processes can be categorized into different types, including
management processes and operational processes. Let's examine these
types of business processes with examples.
1. Management Processes: Management processes are focused on strategic
decision-making, planning, and coordination within an organization. They
involve activities that support the overall direction and governance of the
company. Examples of management processes include:
I. Supporting Decision Making: Supporting decision-making processes
involve gathering, analysing, and interpreting data and information to facilitate
effective decision-making at various levels of the organization (Eisenhardt,
1989). These processes enable managers to make informed choices and
align organizational strategies with market conditions.
II. Problem Solving: Problem-solving processes aim to identify, analyse, and
resolve challenges or issues faced by the organization (Simon, 1960). These
processes often involve gathering relevant data, diagnosing problems,
generating potential solutions, and implementing the most effective course of
action.
2. Operational Processes: Operational processes are directly related to the
core activities of the organization, such as sales, purchasing, and marketing.
These processes involve the efficient execution of tasks and the
transformation of inputs into outputs. Examples of operational processes
include:

Page 5 of 36
 BI

I. Sales: Sales processes encompass the activities involved in selling products

or services to customers. These processes may include lead generation,
customer relationship management, order processing, and after-sales support
(Churchill Jr, G. A., et al., 2001).
II. Purchasing: Purchasing processes involve the acquisition of goods or
services from external suppliers to meet organizational needs. These
processes typically include vendor selection, negotiation, procurement, and
contract management (Monczka, R. M., et al., 2015).
III. Marketing: Marketing processes encompass the activities aimed at promoting
products or services, attracting customers, and building brand awareness.
These processes may include market research, advertising, product
development, pricing, and distribution (Kotler,P. & Keller,K.L., 2016).

Introduction about Supporting Processes

 Supporting processes provide the necessary infrastructure and support to
enable efficient functioning of management and operational processes. These
processes are critical for facilitating smooth operations and ensuring
compliance with legal, financial, and administrative requirements. Let's
explore the concept of supporting processes with examples.
I. Accounting Process
 The accounting process involves recording, summarizing, and reporting
financial transactions of an organization. It includes activities such as
bookkeeping, financial statement preparation, budgeting, and auditing
(Weygandt, J. J., et al., 2018).
II. Technical Support Process
 Technical support processes assist customers in resolving technical issues
related to products or services. This process typically involves
troubleshooting, providing guidance, and offering solutions to ensure
customer satisfaction and product functionality (Stapenhurst, T. & Stanton, N.,
2014)

Page 6 of 36
 BI

Business Process of Dell

 Dell is a multinational technology company known for its innovative approach
to manufacturing and selling personal computers, servers, and other
technology products. The company has evolved its business processes to
adapt to changing market dynamics and maintain its competitive edge. Dell's
business processes typically involve the following key elements:
1. Direct Sales Model: Dell is renowned for its direct sales model, where it sells
its products directly to customers without intermediaries. This approach allows
Dell to gather customer insights, tailor products to customer needs, and offer
competitive pricing (Ferguson, 2015).
2. Build-to-Order Manufacturing: Dell has been a pioneer in the build-to-order
manufacturing process, allowing customers to configure their computers and
technology solutions according to their specific requirements. This process
ensures efficient inventory management and minimizes excess stock (Owens,
L. R. & Kleiner, B. H., 2004).
3. Supply Chain Management: Dell places significant emphasis on supply
chain management to streamline its operations and reduce costs. The
company collaborates closely with suppliers to maintain a lean supply chain,
minimize lead times, and respond quickly to changing customer demands
(Brentani, 2004).
4. Customer Relationship Management (CRM): Dell focuses on building
strong customer relationships through its CRM processes. By leveraging
customer data, the company aims to understand customer preferences,
deliver personalized experiences, and provide efficient after-sales support.
5. Continuous Improvement: Dell emphasizes continuous improvement in its
business processes to enhance operational efficiency and product quality.
The company employs various methodologies, such as Lean Six Sigma, to
identify and eliminate process inefficiencies and deliver better value to
customers (Adams, 2013).

Page 7 of 36
 BI

Supporting process of Dell

 Supporting processes in Dell's context may include various functional areas
such as accounting, technical support, human resources, and logistics. These
processes contribute to the overall efficiency and effectiveness of Dell's
operations.
 Research and Development (R&D): Technology companies like Dell invest
in R&D to drive innovation and develop new products or enhance existing
ones. R&D activities focus on exploring new technologies, improving product
performance, and addressing customer needs (Sekaran, U. & Bougie, R.,
2016).
 Technical Support: Dell typically provides technical support services to its
customers. This may involve troubleshooting, diagnosing and resolving
technical issues, providing software updates, and offering guidance on
product usage (Bose, R. & Murthy, N., 2007).
 Quality Assurance: Maintaining high product quality is essential for
technology companies. Quality assurance processes involve rigorous testing,
inspection, and quality control measures to ensure that products meet
specified standards and customer expectations.
 Logistics and Distribution: Supporting processes related to logistics and
distribution are crucial for ensuring timely delivery of products to customers.
This includes activities such as inventory management, warehousing, order
fulfilment, transportation, and logistics coordination.
 IT Infrastructure: Technology companies heavily rely on supporting
processes related to IT infrastructure. This involves managing and
maintaining robust information systems, networks, servers, and databases to
support internal operations, data storage, and communication (Sekaran, U. &
Bougie, R., 2016).

Page 8 of 36
 BI

M1 Differentiate between unstructured and semi-structured data in an

organisation.
Unstructured Data
 Unstructured data refers to data that lacks a predefined or organized
structure. It does not conform to a specific data model or format, making it
challenging to analyse using traditional data processing methods.
Unstructured data is typically in the form of text documents, emails, social
media posts, audio files, video recordings, images, and other multimedia
content (LaValle, S., et al., 2011).

Traits of Unstructured Data

 Lack of Organization: Unstructured data does not have a predefined
structure or organization, making it difficult to categorize and analyse
systematically.
 Varied Formats: Unstructured data exists in various formats, such as plain
text, PDFs, HTML, images, or audio files, and lacks a consistent structure
across different sources.
 Large Volume: Unstructured data is often generated in large volumes,
making it challenging to process and analyse using traditional database
management systems.
 Natural Language: Unstructured data often contains human language,
including slang, abbreviations, and contextual nuances, which adds
complexity to its interpretation and analysis.
 Low Data Integrity: Unstructured data may have low data integrity, with
potential issues like incomplete records, spelling errors, or inconsistent
formatting, requiring pre-processing steps before analysis.

Semi-Structured Data
 Semi-structured data lies between unstructured and structured data. It
contains elements of structure but does not fully conform to a rigid schema or
predefined data model. Semi-structured data retains its native format while
including some organizational elements, such as tags, metadata, or attributes

Page 9 of 36
 BI

that provide context and enable partial organization (Sivarajah, U., et al.,
2017).

Traits of Semi-Structured Data

 Partial Structure: Semi-structured data contains elements of structure, such
as tags, labels, or attributes, which provide some level of organization and
context.
 Flexible Schema: Unlike structured data, semi-structured data does not
adhere to a strict schema. It allows for flexibility in terms of adding or
modifying data attributes.
 Mix of Formats: Semi-structured data can include a mix of structured and
unstructured elements. It may have attributes that can be organized into
tables or columns while retaining unstructured or loosely structured
components.
 Metadata and Tags: Semi-structured data often includes metadata or tags
that help describe and classify data elements, enabling easier retrieval and
analysis.

Unstructured data at Dell

 For a technology company like Dell, unstructured data can be generated from
various sources such as customer interactions, social media, product reviews,
support tickets, and internal documents. Extracting insights and valuable
information from this unstructured data can provide Dell with a competitive
advantage in areas such as customer experience, product development, and
market analysis.

To handle unstructured data effectively, Dell may employ the following strategies:

1. Data Extraction and Transformation: Dell may use automated processes

and natural language processing techniques to extract relevant information
from unstructured data sources and convert it into a structured format that can
be analysed more easily (Chen, H., et al., 2012).

Page 10 of 36
 BI

2. Text Mining and Sentiment Analysis: By applying text mining and sentiment
analysis techniques, Dell can gain insights from unstructured textual data,
such as customer feedback, product reviews, and social media posts. This
analysis can help Dell understand customer sentiment, identify emerging
trends, and make informed business decisions (Pang, B. & Lee, L., 2008).

3. Machine Learning and Artificial Intelligence: Dell can leverage machine

learning and AI algorithms to process and analyse unstructured data. These
technologies can help automate tasks such as image recognition, voice-to-
text conversion, and content categorization, enabling Dell to extract valuable
insights from unstructured data at scale (Gandomi, A. & Haider, M., 2015).

Semi structured data at Dell

For a technology company like Dell, semi-structured data can be generated from
various sources such as customer data, product catalogues, web logs, and system
logs. Effectively handling semi-structured data can provide Dell with valuable insights
and enable data-driven decision making.

To handle semi-structured data effectively, Dell may employ the following strategies:

1. Data Integration and Transformation: Dell may use data integration

techniques to consolidate and merge semi-structured data from various
sources. Transformation processes can be applied to convert semi-structured
data into a structured format for easier analysis and integration with other data
sources (Lenz, H. J., et al., 2004).
2. Schema Mapping and Extraction: Dell may utilize schema mapping
techniques to map the semi-structured data to a predefined schema or data
model. This process helps in extracting structured information from semi-
structured sources, enabling efficient querying and analysis.
3. NoSQL Databases: NoSQL (Not Only SQL) databases are commonly used
to store and manage semi-structured data. These databases offer flexible
schemas, scalability, and fast data access, making them suitable for handling
semi-structured data at scale.
4. Data Wrangling and ETL Processes: Dell may employ data wrangling and
Extract, Transform, Load (ETL) processes to clean, transform, and

Page 11 of 36
 BI

standardize semi-structured data before loading it into the data warehouse or

analytics systems. This ensures data consistency and improves the quality of
analysis (Ravat, F., et al., 2018).

LO2 Compare the tools and technologies associated with business

intelligence functionality
P2 Compare the types of support available for business decision making at
varying levels in an organisation.
Operational Level Support
At the operational level, decision-making support is focused on day-to-day activities
and operational processes. Examples of support include:

 Transaction Processing Systems (TPS): TPS provide support for routine

operational activities by capturing and processing transactional data, such as
sales transactions or inventory updates (Laudon, K. C. & Laudon, J. P., 2016).
 Reporting and Analytics: Operational decision-making is supported by
generating reports and conducting basic data analysis to monitor
performance, identify trends, and make data-driven decisions (Turban, E., et
al., 2019).

Tactical Level Support

At the tactical level, decision-making support involves mid-term planning and
resource allocation. Examples of support include:

 Management Information Systems (MIS): MIS provide managers with

summarized, structured, and timely information to support tactical decision
making. These systems help analyse operational data and generate reports
for managerial use (O'Brien, J. A. & Marakas, G. M. , 2018).
 Decision Support Systems (DSS): DSS are interactive systems that assist
in decision making by providing models, tools, and data analysis capabilities.
These systems help evaluate various scenarios and alternatives for tactical
decisions (Power, 2002).

Page 12 of 36
 BI

Strategic Level Support

At the strategic level, decision-making support focuses on long-term planning and
setting organizational goals. Examples of support include:

 Executive Information Systems (EIS): EIS provide top-level executives with

aggregated and summarized information from internal and external sources to
support strategic decision making. These systems help monitor key
performance indicators and provide a holistic view of the organization
(Laudon, K. C. & Laudon, J. P., 2016).
 Business Intelligence (BI) Systems: BI systems enable strategic decision
making by providing advanced analytics, data mining, and forecasting
capabilities. These systems help identify trends, opportunities, and threats in
the business environment (Turban, E., et al., 2019).

Dell, as a technology company, leverages various types of support for decision

making at different levels in the organization. Here is a comparison of the support
available at varying levels:

Operational Level Support at Dell

At the operational level, Dell utilizes systems and processes to support day-to-day
activities and operational decisions. Examples of support at this level may include:

 Transaction Processing Systems (TPS) that capture and process sales

transactions, inventory updates, and other operational data.
 Reporting and analytics tools to generate reports, monitor operational
performance, and identify trends.

These systems help Dell manage its operational processes efficiently and make
data-driven decisions for activities such as inventory management, order processing,
and customer support.

Tactical Level Support at Dell

At the tactical level, Dell employs systems and tools that facilitate mid-term planning,
resource allocation, and decision making. Examples of support at this level may
include:

 Management Information Systems (MIS) that provide managers with

summarized and structured information for tactical decision making. These

Page 13 of 36
 BI

systems help analyse operational data and generate reports relevant to

managers' needs.
 Decision Support Systems (DSS) that assist in evaluating different scenarios
and alternatives for tactical decisions. These systems provide models, tools,
and data analysis capabilities to support decision making.

These systems enable Dell's managers to monitor and analyse performance,

allocate resources effectively, and make informed decisions related to production,
marketing, and supply chain management.

Strategic Level Support at Dell

At the strategic level, Dell utilizes systems and approaches that support long-term
planning, goal setting, and strategic decision making. Examples of support at this
level may include:

 Executive Information Systems (EIS) that provide top-level executives with

aggregated and summarized information from internal and external sources.
These systems help executives monitor key performance indicators, analyse
market trends, and support strategic decision making.
 Business Intelligence (BI) systems that enable advanced analytics, data
mining, and forecasting capabilities. These systems help identify opportunities
and threats, evaluate market trends, and support strategic planning (Smith,
2022).

Such systems assist Dell's leadership in setting long-term goals, formulating

strategies, and making strategic decisions related to market expansion, product
portfolio, and global diversification.

Page 14 of 36
 BI

M2 Compare and contrast a range of information systems and technologies

that can be used to support organisations at operational, tactical and strategic
levels.
1. Operational Level
 At the operational level, information systems and technologies are used to
support day-to-day activities and transactional processes within an
organization. They focus on operational efficiency and improving routine
tasks. Examples include:
A. Enterprise Resource Planning (ERP) Systems: ERP systems integrate
various functional areas such as finance, human resources, and supply chain
management into a single system. They automate and streamline processes,
facilitate data sharing, and provide real-time information for operational
decision-making.
B. Customer Relationship Management (CRM) Systems: CRM systems track
and manage customer interactions and help organizations optimize sales,
marketing, and customer service processes. They provide a 360-degree view
of customer information, enable targeted marketing campaigns, and facilitate
efficient customer support.
C. Point of Sale (POS) Systems: POS systems are used in retail and hospitality
industries to process sales transactions and manage inventory. They capture
sales data, track inventory levels, and provide real-time insights into sales
performance (Shaul, L. & Tauber, D., 2019).

2. Tactical Level:
 At the tactical level, information systems and technologies support mid-level
managers in making informed decisions and optimizing processes. They
provide analytical capabilities and facilitate planning and resource allocation.
Examples include:
A. Business Intelligence (BI) Systems: BI systems gather, analyse, and
present data from various sources to support decision-making. They provide
dashboards, reports, and data visualizations for monitoring key performance
indicators (KPIs) and identifying trends and patterns.
Page 15 of 36
 BI

B. Decision Support Systems (DSS): DSS help managers analyse complex

problems and support decision-making by providing analytical tools, models,
and simulations. They incorporate data from multiple sources and facilitate
"what-if" analysis to evaluate different scenarios.
C. Supply Chain Management (SCM) Systems: SCM systems optimize the
flow of goods and services from suppliers to customers. They provide visibility
into the supply chain, enable demand forecasting, optimize inventory levels,
and facilitate collaboration with suppliers and partners (Power, D. J. & Sharda,
R., 2007).
3. Strategic Level
 At the strategic level, information systems and technologies support top-level
executives in formulating long-term strategies and making strategic decisions.
They provide insights into market trends, competitive analysis, and overall
organizational performance. Examples include:
A. Executive Information Systems (EIS): EIS provide top-level executives with
a consolidated view of critical information from internal and external sources.
They present strategic metrics, market trends, and competitive intelligence to
support strategic decision-making.
B. Data Analytics and Big Data Technologies: Data analytics and big data
technologies enable organizations to extract insights from large and complex
datasets. They employ advanced analytics techniques such as machine
learning, data mining, and predictive modelling to uncover patterns, trends,
and correlations that inform strategic decision-making.
C. Strategic Planning Tools: Strategic planning tools facilitate the formulation
and execution of organizational strategies. They include tools for scenario
planning, SWOT analysis, and strategy mapping, providing frameworks and
methodologies to guide strategic decision-making (McCarthy, I. P. & de
Freitas, L., 2017).

In summary, information systems and technologies at the operational level focus on

efficiency and transactional processing, while at the tactical level, they support
decision-making and process optimization. At the strategic level, they provide
insights for long-term planning and strategic decision-making. By utilizing appropriate

Page 16 of 36
 BI

systems and technologies at each level, organizations can effectively manage their
operations, make informed decisions, and gain a competitive advantage.

When considering the use of information systems and technologies to support

organizations at different levels, including operational, tactical, and strategic, Dell
employs various systems and technologies that align with these levels.

1. Operational Level: At the operational level, Dell can leverage information

systems and technologies to streamline its day-to-day activities and enhance
operational efficiency. Some examples include:
 Manufacturing Execution Systems (MES): MES can be used by Dell to
monitor and control its manufacturing processes. These systems provide real-
time data on production activities, machine performance, and quality control,
allowing Dell to optimize its manufacturing operations.
 Customer Support Systems: Dell can implement customer support systems
that enable efficient management of customer inquiries, complaints, and
service requests. These systems facilitate effective communication between
Dell and its customers, ensuring timely resolution of issues.
2. Tactical Level: At the tactical level, Dell can utilize information systems and
technologies to support mid-level managers in making informed decisions and
optimizing processes. Some examples include:
 Business Intelligence (BI) Systems: BI systems can help Dell analyse large
volumes of data and gain insights into sales, customer behaviour, and market
trends. These insights enable Dell to make data-driven decisions and identify
areas for improvement.
 Enterprise Resource Planning (ERP) Systems: Dell can benefit from ERP
systems that integrate various business functions such as finance,
manufacturing, and sales. These systems provide a centralized platform for
data sharing and enable better coordination and resource allocation across
the organization.
 Data Analytics and Predictive Modelling: Dell can leverage data analytics
and predictive modelling techniques to forecast demand, optimize pricing, and
improve inventory management. These techniques help Dell make accurate
predictions and enhance decision-making processes.

Page 17 of 36
 BI

3. Strategic Level: At the strategic level, Dell can utilize information systems
and technologies to support top-level executives in formulating long-term
strategies and making strategic decisions. Some examples include:
 Executive Dashboards: Executive dashboards provide a consolidated view
of key performance indicators (KPIs) and strategic metrics. Dell can use these
dashboards to monitor overall performance, identify trends, and assess the
effectiveness of strategic initiatives.
 Decision Support Systems (DSS): DSS can assist Dell's executives in
analysing complex problems and evaluating different scenarios. These
systems employ advanced analytics and simulation techniques to provide
insights for strategic decision-making.
 Cloud Computing and Big Data Technologies: Dell can leverage cloud
computing and big data technologies to store and process large volumes of
data efficiently. These technologies enable Dell to analyse vast amounts of
information, uncover patterns, and gain competitive intelligence for strategic
planning.

Page 18 of 36
 BI

LO3 Demonstrate the use of business intelligence tools and technologies

P3 Determine, with examples, what business intelligence is and the tools and
techniques associated with it.
Introduction about Business Intelligence
 Business intelligence (BI) refers to the process of gathering, analysing, and
presenting data in a way that provides meaningful insights to support
business decision-making. It involves the use of various technologies, tools,
and methodologies to transform raw data into actionable information.
Business intelligence helps organizations gain a deeper understanding of their
operations, market trends, customer behaviour, and other factors that impact
business performance (Sharda, R., et al., 2021).

Tools and techniques associated with Business Intelligence

Business intelligence (BI) encompasses various tools and techniques that help
organizations extract valuable insights from data to support decision-making. Here
are some examples of commonly used BI tools and techniques:

1. Descriptive and Predictive Analysis: Descriptive analysis involves

summarizing and aggregating data to provide an overview of past events or
performance. It helps answer questions like "What happened?" and "How did
it happen?" Predictive analysis, on the other hand, uses statistical models and
algorithms to forecast future outcomes based on historical data. It helps
answer questions like "What is likely to happen?" and "Why is it likely to
happen?"
 Example: A retail company uses descriptive analysis to analyse sales data
from the previous year to understand sales trends, identify peak seasons, and
determine the most popular products. In contrast, predictive analysis is
employed to forecast sales for the upcoming quarter based on historical sales
data, economic indicators, and other relevant factors.
2. Data Mining Techniques: Data mining techniques involve exploring large
datasets to discover patterns, anomalies, and relationships. It includes
methods such as clustering, association analysis, and anomaly detection.
These techniques can uncover hidden insights and assist in identifying
opportunities or potential risks.

Page 19 of 36
 BI

 Example: An e-commerce company utilizes data mining techniques to

analyse customer purchase history and behaviour. By applying association
analysis, the company discovers that customers who purchase product A are
also likely to buy product B. This insight enables the company to implement
targeted cross-selling strategies.
3. Data Visualization: Data visualization techniques transform complex data
into visual representations, such as charts, graphs, and histograms.
Visualizing data enhances understanding and aids in identifying patterns,
trends, and outliers in a more intuitive manner.
 Example: A marketing team uses data visualization tools to create interactive
dashboards that display key performance metrics, such as website traffic,
conversion rates, and social media engagement. The visualizations enable
the team to quickly identify trends and patterns, allowing them to make
informed decisions about marketing campaigns and resource allocation
(Larose, D. T. & Larose, C. D., 2014).

Usages of Business intelligence tools and techniques associated with it in Dell

 Data Warehousing: Data warehousing is a foundational component of BI that
involves collecting and integrating data from multiple sources into a central
repository. This allows for efficient data management and analysis across the
organization. Dell may leverage data warehousing solutions to consolidate
data from various systems and departments for reporting and analysis
purposes.
 Reporting and Analytics Tools: Dell may utilize reporting and analytics tools
that enable users to generate customized reports, visualize data, and gain
insights from key performance indicators. These tools often provide features
for ad-hoc querying, data visualization, and interactive dashboards, allowing
users to explore and analyse data effectively.
 Data Mining and Machine Learning: Dell might employ data mining and
machine learning techniques to identify patterns, trends, and anomalies in
large datasets. These techniques can help Dell discover insights, predict
outcomes, and uncover hidden relationships within the data.

Page 20 of 36
 BI

 Business Performance Management (BPM) Systems: BPM systems

integrate data from various sources to monitor and manage key performance
metrics. These systems enable organizations to align strategies, set targets,
track progress, and make informed decisions based on real-time performance
data.
 Data Visualization and Dashboards: Dell may leverage data visualization
tools and dashboards to present data in a visually appealing and interactive
manner. This allows users to understand complex information quickly, identify
trends, and communicate insights effectively.

P4 Design a business intelligence tool, application or interface that can

perform a specific task to support problem solving or decision making at an
advanced level.
1. Business Intelligence Tool: Advanced Decision Analytics (ADA)
2. Objective: The Advanced Decision Analytics (ADA) tool is designed to
provide advanced analytical capabilities and support decision making at an
advanced level within Dell. It aims to enhance problem-solving processes,
optimize resource allocation, and facilitate strategic decision making.
3. Key Features and Functionalities:
A. Data Integration:
 ADA integrates data from various sources within Dell, including sales,
customer data, supply chain, financials, and market trends, into a centralized
data repository or data warehouse.
B. Advanced Analytics and Modelling:
 ADA leverages advanced analytical techniques such as predictive modelling,
machine learning, and optimization algorithms.
 It employs statistical analysis and forecasting models to identify patterns,
trends, and anomalies within the data.
 Machine learning algorithms enable ADA to uncover hidden insights, make
accurate predictions, and generate recommendations based on historical and
real-time data.
C. Interactive Data Visualization:
 ADA provides a user-friendly interface with interactive data visualization
capabilities.

Page 21 of 36
 BI

 It offers a variety of charts, graphs, and interactive dashboards to represent

complex data in an intuitive and visually appealing manner.
 Users can customize the visualizations, drill down into specific data subsets,
and explore different dimensions for deeper analysis.
D. Scenario Analysis and What-If Simulations:
 ADA allows users to perform scenario analysis and conduct what-if
simulations to evaluate the potential impact of different decisions and
scenarios.
 Users can modify variables and parameters to understand the outcomes and
trade-offs associated with various options.
E. Collaboration and Reporting:
 ADA facilitates collaboration among teams by enabling them to share insights,
comments, and annotations within the tool.
 It provides reporting capabilities to generate customized reports, performance
metrics, and executive summaries for different stakeholders.
F. Real-time Monitoring and Alerts:
 ADA monitors key performance indicators and critical metrics in real-time.
 It triggers alerts and notifications based on predefined thresholds, enabling
proactive decision making and issue resolution.
4. Integration and Implementation:
 ADA integrates with existing systems and databases within Dell, ensuring
seamless data flow and accessibility.
 It can be implemented as a cloud-based solution or deployed on-premises,
depending on Dell's infrastructure and security requirements.
5. User Roles and Access Control:
 ADA offers role-based access control, allowing different users to access
relevant data and functionalities based on their roles and responsibilities.
 User roles may include executives, managers, analysts, and operational staff,
each with varying levels of data access and analytical capabilities.

Overall, the Advanced Decision Analytics (ADA) tool is designed to empower Dell
with advanced analytical capabilities, enabling data-driven decision making, strategic
planning, and problem-solving at an advanced level.

Page 22 of 36
 BI

M3 Customise the design to ensure that it is user friendly and has a functional
interface.
Designing a user-friendly and functional interface for the Advanced Decision
Analytics (ADA) tool at Dell is crucial to ensure its usability and effectiveness. Here's
an enhanced version of the previous design, customized to prioritize user-
friendliness and a functional interface:

1. Business Intelligence Tool: Advanced Decision Analytics (ADA)

2. Objective: The Advanced Decision Analytics (ADA) tool is designed to
provide advanced analytical capabilities and support decision making at an
advanced level within Dell. It aims to enhance problem-solving processes,
optimize resource allocation, and facilitate strategic decision making.
3. Key Features and Functionalities:
A. Intuitive Dashboard:
 ADA's user interface features a clean and intuitive dashboard with a user-
centric design.
 The dashboard provides an overview of key metrics, alerts, and recent
analyses, allowing users to quickly access relevant information.
B. Customizable Visualization Widgets:
 ADA offers a wide range of visualization widgets, such as charts, graphs, and
maps, which can be easily customized to meet users' specific needs.
 Users can drag and drop data attributes onto the widgets to create interactive
visualizations and gain insights at a glance.
C. Seamless Data Integration:
 ADA seamlessly integrates data from various sources within Dell, eliminating
the need for users to switch between multiple applications.
 Users can connect to databases, cloud storage, and other data repositories,
with a simple and guided setup process.
D. Interactive Data Exploration:
 ADA enables users to explore data in a highly interactive and intuitive
manner.
 Users can filter, sort, and drill down into specific data subsets, allowing for
deeper analysis and identification of trends and patterns.

Page 23 of 36
 BI

E. Advanced Analytics and Modelling:

 ADA incorporates advanced analytics and modelling capabilities into its
interface, simplifying complex analysis tasks.
 Users can apply predictive models, perform statistical analysis, and leverage
machine learning algorithms through guided workflows and easy-to-use
templates.
F. Scenario Analysis and Simulation:
 ADA provides a dedicated module for scenario analysis and what-if
simulations.
 Users can create multiple scenarios, adjust variables, and visualize the
potential outcomes, helping them evaluate different decision options.
G. Collaboration and Reporting:
 ADA offers collaboration features that promote teamwork and knowledge
sharing.
 Users can annotate visualizations, share insights, and collaborate on
analyses within the tool, fostering collaboration and collective decision
making.
 The reporting module allows users to generate professional and customizable
reports with just a few clicks, saving time and effort.
H. Mobile Accessibility:
 ADA is designed to be mobile-responsive, enabling users to access key
features and insights on-the-go from their smartphones or tablets.
 The mobile interface retains the core functionalities, ensuring a consistent
user experience across different devices.
4. Integration and Implementation:
 ADA seamlessly integrates with existing systems and databases within Dell,
ensuring smooth data flow and synchronization.
 The implementation process includes a guided setup wizard, user training,
and ongoing support to ensure a seamless transition and user adoption.
5. User Roles and Access Control:
 ADA offers granular user roles and access control mechanisms to ensure
data security and privacy.

Page 24 of 36
 BI

 Administrators can assign different roles (executives, managers, analysts,

etc.) with specific data access permissions and analytical capabilities based
on their responsibilities.

LO4 Discuss the impact of business intelligence tools and technologies for
effective decision-making purposes and the legal/regulatory context in which
they are used.
P5 Discuss how business intelligence tools can contribute to effective
decision making.
Business Intelligence tools’ contributions for effective decision making
Business intelligence (BI) tools play a critical role in supporting effective decision-
making processes within organizations. They provide the necessary infrastructure,
techniques, and capabilities to extract valuable insights from data and transform
them into actionable information. Here is a discussion on how BI tools contribute to
effective decision making:

 Data-driven Decision Making: BI tools enable organizations to make data-

driven decisions by providing access to accurate, relevant, and timely
information. These tools consolidate data from multiple sources, integrate it
into a unified view, and present it in a user-friendly format, empowering
decision makers to analyse trends, patterns, and correlations in the data
(Keenan, E., et al., 2019).
 BI tools allow Dell to integrate data from various sources across the
organization, including sales, marketing, finance, and supply chain. This data
integration provides decision makers with a unified view of information,
enabling them to make well-informed decisions based on accurate and up-to-
date data.
 Real-time and Historical Analysis: BI tools allow decision makers to
analyse both real-time and historical data, providing a comprehensive
understanding of business performance and trends over time. Real-time
analysis helps organizations respond quickly to changing market conditions,
while historical analysis provides insights into long-term patterns and enables
effective planning and forecasting (Miranda, G., et al., 2019).

Page 25 of 36
 BI

 BI tools enable decision makers at Dell to analyse both real-time and

historical data. Real-time analysis allows them to monitor key performance
indicators and respond quickly to changing market conditions. Historical
analysis helps identify trends, patterns, and anomalies, providing insights for
informed decision making and strategic planning.

 Data Visualization and Reporting: BI tools facilitate effective decision

making through data visualization and reporting capabilities. They enable
decision makers to present complex data in intuitive and visually appealing
formats, such as charts, graphs, and dashboards. These visual
representations enhance comprehension, aid in identifying trends and
outliers, and support informed decision making (Golfarelli, M., et al., 2019).
 BI tools provide visualization capabilities, such as charts, graphs, and
dashboards, to present complex data in a clear and intuitive manner. These
visual representations help decision makers at Dell understand data patterns,
identify correlations, and communicate insights effectively, supporting
evidence-based decision making.
 Advanced Analytics and Predictive Modelling: BI tools often incorporate
advanced analytics and predictive modelling capabilities. These techniques
allow organizations to analyse historical data, identify patterns, and generate
predictive insights. By leveraging statistical models and algorithms, decision
makers can make informed decisions, anticipate future trends, and assess the
potential impact of different scenarios (Chen, H., et al., 2012).
 BI tools often incorporate advanced analytics and predictive modelling
capabilities. These tools enable Dell to leverage statistical models, algorithms,
and machine learning techniques to analyse data, identify trends, and
generate predictive insights. This empowers decision makers to anticipate
future outcomes, assess risks, and make proactive decisions.
 Improved Collaboration and Communication: BI tools foster collaboration
and communication among decision makers and stakeholders. They provide a
centralized platform where teams can access and share information,
collaborate on analyses, and align their understanding of data and insights.
This promotes a collaborative decision-making culture and ensures that
Page 26 of 36
 BI

decisions are based on a shared understanding of the available information

(Stefanou, C., et al., 2018).
 BI tools offer self-service analytics capabilities, allowing business users at Dell
to access and explore data independently. By providing user-friendly
interfaces and intuitive query tools, BI tools enable users to generate ad-hoc
reports, perform data discovery, and gain insights without relying on IT or data
analysts. This enhances agility and responsiveness in decision making.

P6 Explore the legal issues involved in the secure exploitation of business

intelligence tools.
The secure exploitation of business intelligence tools

The secure exploitation of business intelligence (BI) tools involves various legal
considerations to protect data privacy, comply with regulations, and mitigate potential
risks. Here is an exploration of some legal issues associated with the secure
exploitation of BI tools:

1. Data Privacy and Protection: BI tools often involve processing and

analysing large volumes of data, which may include personal or sensitive
information. Compliance with data protection laws, such as the General Data
Protection Regulation (GDPR) in the European Union, is crucial.
Organizations must ensure that proper consent is obtained for data collection,
implement appropriate security measures, and adhere to data retention and
disposal requirements (Hildebrandt, 2019).
 Dell must ensure compliance with data protection laws and regulations, such
as the General Data Protection Regulation (GDPR) in the European Union or
the California Consumer Privacy Act (CCPA) in the United States. This
involves obtaining proper consent for data collection, implementing robust
security measures to protect data, and adhering to data retention and disposal
requirements.
2. Data Governance and Compliance: Effective data governance is essential
in the use of BI tools. Organizations need to establish policies, procedures,
and controls to ensure the integrity, quality, and reliability of data. Compliance
with industry-specific regulations, such as HIPAA in healthcare or PCI DSS in

Page 27 of 36
 BI

the payment card industry, must be considered when handling sensitive data
(Loshin, 2012).
 Dell must establish effective data governance practices to ensure the
accuracy, reliability, and integrity of the data used with BI tools. This includes
establishing policies and procedures for data handling, access controls, and
compliance with industry-specific regulations, such as HIPAA for healthcare or
PCI DSS for payment card industry data.
3. Intellectual Property Rights: BI tools often involve the analysis of proprietary
information, trade secrets, and copyrighted materials. Organizations must
respect intellectual property rights and ensure that their use of BI tools does
not infringe upon copyrights, trademarks, or patents (Wang, 2017).
 When using BI tools, Dell needs to respect intellectual property rights,
including copyrights, trademarks, and patents. It is crucial to ensure that the
analysis and utilization of data do not infringe upon third-party intellectual
property rights.
4. Contractual Agreements: Organizations must carefully review and negotiate
contractual agreements with BI tool vendors or service providers. The
agreements should address data ownership, data security, confidentiality, and
compliance with legal and regulatory requirements. Clear terms and
conditions regarding data access, storage, and sharing should be established
to protect the organization's interests (Sullivan, 2016).
 Dell should carefully review and negotiate contractual agreements with BI tool
vendors or service providers. These agreements should address data
ownership, data security, confidentiality, and compliance with legal and
regulatory requirements. Clear terms and conditions regarding data access,
storage, and sharing should be established to protect Dell's interests.
5. Ethical Considerations: The use of BI tools raises ethical concerns, such as
the potential for algorithmic bias, privacy intrusion, and unintended
consequences of data analysis. Organizations must adopt ethical frameworks
and guidelines to ensure responsible and unbiased use of BI tools, promoting
fairness, transparency, and accountability (Floridi, L., et al., 2018).
 Dell needs to consider the ethical implications of using BI tools, ensuring that
data analysis is conducted responsibly and ethically. This includes addressing

Page 28 of 36
 BI

potential issues of algorithmic bias, privacy intrusion, and unintended

consequences of data analysis.

Several ways for secure from the legal issues associated with the use of
business intelligence (BI) tools
1. Data Protection and Privacy
 Implement strong data protection measures, including encryption, access
controls, and data anonymization techniques.
 Obtain appropriate consent from individuals when collecting and processing
their personal data.
 Regularly assess and update data privacy policies and procedures to comply
with relevant regulations, such as the GDPR.
 Conduct privacy impact assessments to identify and mitigate potential privacy
risks.
2. Data Governance and Compliance
 Establish a robust data governance framework to ensure data quality,
integrity, and compliance.
 Define clear data ownership and accountability within the organization.
 Implement data classification and access controls based on the sensitivity of
the data.
 Regularly monitor and audit data usage to detect and prevent unauthorized
access or use.
3. Intellectual Property Rights
 Educate employees about intellectual property rights and the importance of
respecting copyrights, trademarks, and patents.
 Implement controls to prevent the unauthorized use or distribution of
copyrighted materials.
 Conduct regular intellectual property audits to identify and address any
potential infringements.
4. Contractual Agreements
Page 29 of 36
 BI

 Carefully review and negotiate contractual agreements with BI tool vendors or

service providers.
 Ensure that contracts clearly define data ownership, data security,
confidentiality, and compliance requirements.
 Include provisions for regular security assessments, data breach notifications,
and liability clauses.
 Regularly review and update contractual agreements to align with evolving
legal and regulatory landscapes.
5. Ethical Considerations
 Establish an ethical framework for the use of BI tools within the organization.
 Implement guidelines and policies to ensure fair and unbiased data analysis.
 Conduct regular ethics training and awareness programs for employees
working with BI tools.
 Foster a culture of responsible data use and decision making within the
organization.

M4 Conduct research to identify specific examples of organisations that have

used business intelligence tools to enhance or improve operations.
1. Microsoft: Microsoft has extensively used BI tools such as Power BI, Azure
Analytics, and SQL Server Reporting Services to gather insights from vast
amounts of data. These tools enable Microsoft to monitor and optimize its
operations, including sales and marketing performance, supply chain
management, and customer support (Microsoft, 2023).
2. IBM: IBM utilizes its own BI tools, such as IBM Cognos Analytics, to enhance
decision making and improve operational efficiency. These tools provide IBM
with advanced analytics capabilities, allowing them to extract insights from
diverse data sources and make data-driven decisions across various business
functions (IBM, 2023).
3. Dell Technologies: Dell leverages BI tools to streamline its supply chain
operations and optimize inventory management. By analysing data from
various sources, Dell can monitor demand, identify trends, and make informed
decisions to enhance efficiency and reduce costs (Dell, 2023).
4. Hewlett Packard Enterprise (HPE): HPE employs BI tools to improve its
sales and marketing strategies. Through data analysis and visualization, HPE

Page 30 of 36
 BI

gains insights into customer behaviour, market trends, and competitive

intelligence, enabling them to refine their product offerings and enhance
customer engagement (HPE, 2023).

5. Intel: Intel, a leading semiconductor manufacturer, has implemented BI tools

to optimize its manufacturing processes. By analysing data collected from
sensors and production systems, Intel gains insights into machine
performance, identifies bottlenecks, and improves overall efficiency in its
manufacturing operations (Intel, 2023).
6. Adobe: Adobe, a software company known for its creative and marketing
solutions, utilizes BI tools to improve its marketing campaigns and customer
engagement. Through data analysis and visualization, Adobe identifies
customer preferences, tracks campaign performance, and optimizes
marketing strategies to deliver more personalized and effective experiences
(Adobe, 2022).
7. NVIDIA: NVIDIA, a leading manufacturer of graphics processing units
(GPUs), leverages BI tools to analyse data from various sources, including
customer feedback, product usage patterns, and market trends. This enables
NVIDIA to make data-driven decisions regarding product development, pricing
strategies, and customer support, ultimately improving customer satisfaction
and business performance (NVIDIA, 2023).

These examples demonstrate how organizations in the computer hardware and

software industry have embraced BI tools to optimize their operations, gain
competitive advantage, drive innovation, operational improvements, optimize
processes, and make informed business decisions. It is worth noting that the field of
BI is constantly evolving, and there may be other organizations implementing BI
tools to enhance their operations beyond those mentioned here.

Page 31 of 36
 BI

REFERENCES
 Adams, D., 2013. Dell's lean journey. Strategic Direction, 29(4), pp. 19-21.

 Adobe, 2022. Adobe. [Online]

Available at: https://www.adobe.com/analytics.html
[Accessed 06 2023].

 Bose, R. & Murthy, N., 2007. Measuring and managing customer satisfaction
in OTC e-commerce: A study of the unique aspects of information products.
Decision Science, 38(2), pp. 277-305.

 Brentani, U., 2004. Dell's supply chain management strategy. Supply Chain
Management. An International Journal, 09(2), pp. 179-183.

 Chen, H., Chiang, R. H. & Storey, V. C., 2012. Business intelligence and
analytics: From big data to big impact. MIS Quarterly, 36(4), pp. 1165-1188.

 Churchill Jr, G. A., Ford, N. M., Walker, O. C. & Johnston, M. W., 2001. Sales
force management: Planning, implementation, and control. s.l.:Irwin/McGraw-
Hill.

 Davenport, T. H. & Short, J. E., 1990. The new industrial engineering:

information technology and business process redesign. Sloan Management
Review, 31(4), pp. 11-27.

 Dell, 2023. Dell Technologies. [Online]

Available at: https://www.delltechnologies.com/en-us/solutions/supply-
chain.htm
[Accessed 06 2023].

 Eisenhardt, K. M., 1989. Making fast strategic decisions in high-velocity

environments. Academy of Management Journal, 32(3), pp. 543-576.

Page 32 of 36
 BI

 Ferguson, B., 2015. Dell, Inc.: Going private. Journal of the International
Academy for Case Studies, 21(3), pp. 25-35.

 Floridi, L., et al., 2018. An ethical framework for a good AI society:

Opportunities, risks, principles, and recommendations. Minds and Machines,
28(4), pp. 689-707.

 Gandomi, A. & Haider, M., 2015. Beyond the hype: Big data concepts,
methods, and analytics. International Journal of Information Management,
35(2), pp. 137-144.

 Golfarelli, M., Rizzi, S. & Cella, I., 2019. Business intelligence: A managerial
approach. s.l.:Pearson.

 Hildebrandt, M., 2019. The Global Data Protection Regime: A Guide to Cross-
Border Data Flows. s.l.:Oxford University Press.

 HPE, 2023. HPE. [Online]

Available at: https://www.hpe.com/us/en/solutions/analytics.html
[Accessed 06 2023].

 IBM, 2023. IBM. [Online]

Available at: https://www.ibm.com/products/cognos-analytics
[Accessed 06 2023].

 Intel, 2023. Intel. [Online]

Available at:
https://www.intel.com/content/www/us/en/internet-of-things/solutions/
industry/manufacturing-execution-systems.html
[Accessed 06 2023].

 Keenan, E., Cane, R. & Lavelle, S., 2019. The role of business intelligence in
decision-making. Business Information Review, 36(4), pp. 162-172.

 Kotler,P. & Keller,K.L., 2016. Marketing management. 15 ed. s.l.:Pearson.

 Larose, D. T. & Larose, C. D., 2014. Discovering knowledge in data: An

introduction to data mining. s.l.:John Wiley & Sons.

Page 33 of 36
 BI

 Laudon, K. C. & Laudon, J. P., 2016. Management information systems:

Managing the digital firm. s.l.:Pearson.

 LaValle, S., et al., 2011. Big data, analytics and the path from insights to
value. MIT Sloan Management Review, 52(2), pp. 21-32.

 Lenz, H. J., Shiu, S. C. K. & Vermeer, B., 2004. The impact of semi-structured
and structured information on situational awareness and decision making.
Decision Support Systems, 37(4), pp. 571-586.

 Loshin, D., 2012. Business intelligence in the age of big data. s.l.:Morgan
Kaufmann.

 McCarthy, I. P. & de Freitas, L., 2017. Big data analytics in operations

management. Production and Operations Management, 26(6), pp. 1085-1097.

 Microsoft, 2023. Microsoft. [Online]

Available at: https://powerbi.microsoft.com/
[Accessed 06 2023].

 Miranda, G., Escalona, M. J. & Pérez, R., 2019. A systematic literature review
on decision-making process in business intelligence projects. Information and
Software Technology, Volume 114, pp. 175-188.

 Monczka, R. M., Handfield, R. B., Giunipero, L. C. & Patterson, J. L., 2015.

Purchasing and supply chain management. 6 ed. s.l.:Cengage Learning.

 NVIDIA, 2023. Nvidia. [Online]

Available at: https://www.nvidia.com/en-us/data-center/data-science-
workbench/
[Accessed 06 2023].

 O'Brien, J. A. & Marakas, G. M. , 2018. Management information systems.

s.l.:McGraw-Hill Education.

 Owens, L. R. & Kleiner, B. H., 2004. Dell Computer: Organization of a global

production network. Journal of International Management, 10(2), pp. 197-214.

 Pang, B. & Lee, L., 2008. Opinion mining and sentiment analysis.
Foundations and Trends® in Information Retrieval, 2(1), pp. 1-135.

Page 34 of 36
 BI

 Power, D. J. & Sharda, R., 2007. Model-driven decision support systems:

Concepts and research directions. Decision Support Systems, 43(3), pp.
1044-1061.

 Power, D. J., 2002. Decision support systems: Concepts and resources for
managers. s.l.:Greenwood Publishing Group.

 Ravat, F., Teste, O. & Tournier, R., 2018. Data wrangling: Concepts,
methods, and emerging challenges. ACM Computing Surveys (CSUR), 51(4),
pp. 1-41.

 Sekaran, U. & Bougie, R., 2016. Research methods for business: A skill-
building approach. s.l.:Wiley.

 Sharda, R., Delen, D. & Turban, E., 2021. Business intelligence, analytics,
and data science: A managerial perspective. s.l.:Pearson.

 Shaul, L. & Tauber, D., 2019. How Can IT Enhance Operational Efficiency?
An Integrated Framework. Journal of Management Information Systems,
36(3), pp. 912-945.

 Simon, H. A., 1960. The new science of management decision. s.l.: Harper &
Row.

 Sivarajah, U., Kamal, M. M., Irani, Z. & Weerakkody, V., 2017. Critical
analysis of Big Data challenges and analytical methods. Journal of Business
Research, Volume 70, pp. 263-286.

 Smith, J., 2022. Enhancing Decision Making at Dell: A Case Study. Journal of
Management and Technology, 45(2), pp. 78-95.

 Stapenhurst, T. & Stanton, N., 2014. Supporting the Support Process: A

Guide to Customer Technical Support. s.l.:CreateSpace Independent
Publishing Platform.

 Stefanou, C., Spathis, C. & Tsipouridou, M., 2018. Business intelligence and
collaboration: From decision support systems to decision-making ecosystem.
International Journal of Information Management, Volume 39, pp. 184-197.

Page 35 of 36
 BI

 Sullivan, T., 2016. Data contracts: Protecting data in a global economy.

s.l.:American Bar Association.

 Turban, E., et al., 2019. Business intelligence and analytics: Systems for
decision support. s.l.:Pearson.

 Wang, Y., 2017. A critical study of data ownership and intellectual property
rights in big data era. International Journal of Information Management, 37(6),
pp. 630-634.

 Weygandt, J. J., Kimmel, P. D. & Kieso, D. E., 2018. Financial accounting:

Tools for business decision-making. s.l.:Wiley.

Page 36 of 36