Summary
This work collects the fundamental aspects associated with the development of an essential work tool for the competitive performance of any Company today: the Business Intelligence System, based on the comparison of the formulations made in the literature.
introduction
In an increasingly competitive world like today, only ideas make the difference between those who open the doors to those methods and ways that provide solutions to common problems in addition to facilitating the successful development of daily work, expanding the Universe of knowledge and thus be able to understand and know better what is happening around us and those who remain on the margin of progress.
To the above it should be added that this is a time of transition, characterized by the passage from the Industrial Society to the Knowledge Society and, like navigators, depend on radars to know the position of other ships and guide their course, survival of the Companies will be subject to the speed with which the information and knowledge is obtained, processed and distributed that in a systematic and precise way, can be located, recovered and shared when required, to undertake new projects.
Therefore, the economy and business, the possession of Strategic Information on a global scale is a key component when it comes to obtaining and maintaining the advantages over the competition, it is unavoidable to advocate for the creation of new spaces within them where it is found out with modern methods, what is happening in such a turbulent business environment (for example, investigating what are the latest trends in the global market, what are emerging technologies or lines of research of the competition, etc.) where you group and process all the necessary information, preparing it for decision-making and Strategic Orientation, so that it can be used when the occasion requires.
This is the context in which the activities of the so-called Business Intelligence in Modern Organizations appear and are developed, as a Scientific - Informative function of the first order closely linked to the most recent mechanisms of Business Management of which Management is part Information and Knowledge respectively.
To make an approach to the current situation of Information and Knowledge Management and examine the operation of the Business Intelligence activity as an expression visibly related to these disciplines in Modern Organizations, it is believed that, like all social phenomena, for its better understanding, It must be contextualized, to some extent, within the historical circumstances from which this phenomenon emerges, is sustained and develops, which can be illustrated through the following four quotes:
• In the history of the West there is a sharp transformation every few centuries (…) in a few decades, society is rearranging itself », Peter Drucker
• The survival of the Information Age depends on the ability to capture intelligence, transform it into usable knowledge (…) and disseminate and exploit it as a competitive resource ”, Christopher Barlett and Sumantra Ghoshal
• The competitive advantages of an Organization depend basically on its knowledge or to be more specific: on what it knows or how it uses what it knows, and on how quickly it is able to know something new ”, Lawrence Prusak.
• It is not about predicting the future but about developing the capacities to face any possible future », Daniel Samoilovich.
Taking into account the aforementioned aspects, which reveal the impact of this social transformation, this work presents the fundamental aspects associated with the development of an essential work tool for the competitive performance of any Company today: the System of Business Intelligence, from the comparison of the formulations made in the literature.
II. The society of the information
In advance, we could mention a fundamental element to explain the relationship between these processes, and it is the advent of the so-called Information Society in the so-called Information Age.
When talking about the Information Society, from the sociological outline, we see that the concept is closely associated with another phenomenon that appears on the scene in western society in the late 1960s and that is synthesized in what is called by the sociological theory of that time such as: the transfer from an industrial society to a post-industrial one (called by certain sociologists not very in agreement with the term, advanced industrial society). Daniel Bell, affirms that one of the essential characteristics of the post-industrial society it is expressed in the use that the industrial sector gives to information, which becomes a main and indispensable resource in the production process.
In his view "… post-industrial society incorporates information as primary energy by investing in organized knowledge which it considers among its capital goods, using it as a technology associated with the intellectual factor." (Bell, 1960), assuming a change in society, given the progressive replacement of the traditional mechanisms of industrial society, by new forms of exchanges based on information, a phenomenon that History records as the transfer from industrial to informational capitalism that emerges in the 80s.
The Dictionary of Sociology affirms that precisely "… the Information Society has its origin in the 80s when the growing importance of information not only in culture and politics but also in organization and the economy began to be recognized."
Dra. Ponjuán's definition of the Information Society confirms the aforementioned idea, since for her the phenomenon is expressed in «… any human conglomerate whose survival and development actions are predominantly based on an intense use, distribution, storage and creation of information and knowledge resources mediated by new information technologies ”.
Some authors who have approached this issue from the History of Information Sciences affirm that «… one of the phenomena that best synthesizes the informational situation of the late twentieth century is precisely the appearance on the political, economic and cultural scene of the society of the information." (Linares, 2003: p.56), and when characterizing it always refers to the determining nature of information technologies in their origin, training and development as well as to denote the use of information as another economic resource, key in the production of wealth.
"What is specific to the Information Society is the decisive systematic use of information and communication technologies and that information becomes the main source of increased productivity and the economy." (Linares, 2003: p.56)
That the Information Society is a reality is expressed in the fact that at this time the great industrial powers such as Japan, the United States or the European Union, base their strategies, in the training of their respective societies, in the management of the systems of information.
III. Creation and implementation of a Business Intelligence System
From the comparison made between the various formulations presented in the specialized literature, we can define the essential steps for the establishment and maintenance of the EIS in the company, by means of the following classification:
III.1 Prototype of the model to be adopted for the design of the intelligence system
According to Enroles, the topology of companies based on size that has had the greatest diffusion is the one based on the number of employees indicator and is made up of the following:
- Micro company: Up to 15 employees, Medium company: from 101 to 250 employees, Small company: from 16 to 100 employees, Large company: 251 and more.
As has already been expressed, the model to be followed by Large Companies, unlike small and medium-sized companies (SMEs), basically consists of setting up an internal unit that makes centralized use of the company's internal and external information that respond to the needs of information, (understand at this point intelligence information needs, since they differ from those information needs that an executive usually has in general) of the personnel who usually request and use business intelligence studies; This section-unit of intelligence constitutes an independent process subsystem in the company in relation to other activities that also base their operation on the use of information, the relationships of which can be visualized in Figure 1.
As can also be seen in Figure 1, the business intelligence unit has a special relationship with the General Management, that is, with the highest level of company management (see that it is assigned a bi-directional relationship), due to the continuous exchange that must exist between them.
The General Management has among its functions directing the process of elaboration of the strategic planning and the direction by objectives of the company, taking into consideration the policies established by the levels of management superior to it. Let us remember that what is intended with the implementation of a system of this type in the company is nothing less than to place a kind of "radar" that allows the effective capture of that information from the business environment as up-to-date as possible and that is significant to the organization. The results of this "monitoring" of the environment when compared with the internal situation of the company allow to obtain conclusions and recommendations that will allow to visualize new solutions in the decision-making process.
Attending to the informational interests of the different managements of the company, the intelligence unit creates and disseminates information with high added value suitable for use in decision-making and strategic planning of the company.
III.2 Location of the Business Intelligence System
A decisive aspect for the implementation of an SIE is the initial subordination of the Intelligence Unit in the organization, since the support provided by the manager who is directly responsible for assisting it during the establishment process conditions the speed of its consolidation. and even for survival.
III.3 Study of Needs
Carrying out the Needs Study is the first step to force you on the path towards the establishment of a Business Intelligence System, being usual to use the following techniques:
- The documentary analysis: through the application of this technique, it was possible to access the vital curricula of some of the specialists, previous studies developed by the intelligence unit of the unit, the regulations of the company's processes and procedures were also reviewed, as well such as various consulting and audit studies carried out by consultants from the international center of Havana Direct observation: it is one of the empirical methods of investigation that allowed obtaining information on the behavior of our research object, as it occurs in reality, as well as obtaining values of unobservable variables in documents. (Interpersonal relationships, the position of people in the group, etc.) Interview:This technique was used to confirm the results of the previous technique. The interviews were carried out through a pre-elaborated model and it was carried out individually. It enabled us to obtain relevant information to understand the informational panorama and some elements related to information management in daily management activity.
III.4 Functions and tasks
- Initiate and support the study of intelligence information needs for the entity's customers-users. Participate in the management of the information necessary to meet the needs of the organization's internal customers. Previously selected Plan the acquisition and use of information resources for conducting business intelligence Select the information, prepare and issue prior review with the corresponding specialists, the periodic analysis of the economic and financial adjustment, threats and opportunities due to changes in the tourist environment through continuous monitoring. Offer attention to personnel who come in search of information.Develop and apply appropriate methods that guarantee the storage and recovery of information and apply the rules and procedures that guarantee the security and integrity of the information used for decision-making in the organization.
III.5 Scope
III.5.1 To whom the IE group must report
As has already been stated, what is sought with the implementation of the intelligence system is the creation of meaningful and timely information for decision-makers and the strategic planning of the entity, that is, to contribute to satisfying the information needs that may arise. in the Senior Management of the company and other key areas, therefore as potential users of the system those executives and specialists who dedicate themselves exclusively to carrying out tasks where this type of information is needed.
III.5.2 Elementary technological requirements of the SI E
By opting for the creation of a kind of internal "consulting" that provides such services, it is impossible to ignore some aspects related to those basic technological requirements that must be present in the effective performance of intelligence activity in a company with these characteristics.
For the establishment of a business intelligence system in a large company, the technology of computer networks that allow access, use and treatment of the information required from both the external and internal environment is imposed first. Havanatur has the advantage of having a Corporate Intranet with pre-established levels of access to information, so the intelligence unit will be able to carry out diagnoses corresponding to the internal environment of the organization at the Intranet level.
This is a new modality that came as a result of the incorporation of network technology in the business environment, and it consists in that consultants can make their observations and draw their conclusions through the internal network of the company, to which must be added the indispensable use of the Internet.
III.5.3 Capitation and collection of information
The capture of the information that must be carried out in two essential edges, the internal and external environments of the business environment, preceded by the continuous monitoring of them, trying to capture any movement of interest related to any of the areas or sectors that request this type of information.
In the internal environment, regardless of the information that is registered in the corporate Intranet, it is also possible to take advantage of that generated by other similar and complementary activities such as marketing or the strategic planning of the company, so as not to duplicate efforts.
In relation to the external environment, in the case of the tourist company, the information necessary to prepare an intelligence report can be gathered efficiently and accurately through non-complex methods, always in an ethical and legal manner. 95% of all external information required for the job is in the public arena. Either counting the spaces in a parking lot or detailing the structure of a hotel or some other tourist facility or knowing its fundamental operations.
Directly or indirectly, the intelligence unit of the company can deploy certain professionals (not always those belonging to the intelligence team, that is, this task of capturing information can also be entrusted to other managers, salespeople, guides, tourists, publicists, and even drivers) of different training who go out in search of information.
The operations of data collection and collection operations incorporate a wide use of the technological component already mentioned, since the information can either arrive through the internal network of the company, or the Internet, or via e-mail from a convention and / or tourism fair that is being held in a distant country, or some news of relevance to the sector that is given in an advertising spot on the Internet, even a corridor gossip at an executive meeting in another company in the sector tourist, etc.
This cycle includes other than capturing, organizing all the information collected, preferably information about customers and competitors in databases for efficient retrieval.
Although business intelligence strives to link the internal state of the company with the external environment of the same through the information that can be recovered from both, it is no less true that it places greater emphasis on the collection, capture and treatment of data. external information, since no matter how big and powerful the Tourist Group is or how small and unspecialized the Travel Agency is, it should always be related to the outside world to find the information that is needed.
III.5.4 Sources of information for the creation of intelligence in the sector
In order to solve a specific intelligence problem, the first thing that must be taken into account, apart from the type of users and their information needs, is to structure and know well our "intelligent" library. Knowing our library well is the minimum to be able to respond quickly to the demand for intelligence in the company and must be created under the following conditions:
- Minimum Cost Inquire about the sources that other entities in the sector have to use when required Obtain unique sources with broad coverage Systematically structure and update the information for easy access.
When looking for a source of information you usually ask:
- Where can such information be collected? Who ordinarily uses such information? What are the alternatives and where to find such information?
III.5.5 Dissemination of information
Before disseminating information, it is necessary to create intelligence products and to know well the key users of the organization and their information needs. Relevance, pertinence (the timeliness of the product), sufficiency, precision and reliability of the sources (validation) must also be taken into account.
The information may be disseminated in various ways, for example, through bulletins, reports and reports to the company's senior management, through personal communications or presentations at meetings. Other ways are the construction of profiles of other Competing Travel Agencies or the detailed description of a specific market.
This phase of the cycle depends a lot on the proper use of the company's information technologies, which must allow quick and organized access to intelligence information. The greatest efficiency in the dissemination of intelligence is achieved through e-mail services, electronic distribution lists, shared networks with local information or the use of the corporate Intranet.
For the dissemination of intelligence it is essential to take into account that the first and most important user is the company's Senior Management and then the remaining key areas of strategic operations.
It is also very important to establish true feedback mechanisms to measure the levels of satisfaction, impact and benefit that the intelligence system is really providing to the company. This can be carried out through exchanges that are carried out with a certain frequency with users, either through interviews, interacting via chat or e-mail or sporadically specifying information needs, through surveys or in any other way.
We must remember that the current power of information is that it is a true shared heritage of the company as a whole and that it is adequately distributed, using the most effective technological means for that purpose, an issue that Havanatur SA has already patented as a projection for the future.
IV. Challenges and challenges of the information professional in the intelligence team
The information manager is the one (professional) who until now has sought to have an active and anticipatory role in the development and satisfaction of human information and knowledge needs. The information professional must become the manager of the information that is imposed as an obligatory source of consultation for those clients-users who require information in modern organizations.
A very important element in this sense is that the business intelligence bases its actions, in addition to its relationship with various disciplines and the effectiveness that exists in the communication process among its members, essentially in teamwork; For these and other reasons, this new "paradigm" of professional is assigned to become the leader and essential driver of change, characterized by having a determining role in the application and implementation of current conceptions of information management and knowledge and therefore intelligence management in the present organizational environment.
In an increasingly interconnected world and where electronic information products and services proliferate more and more, the demands for this “intermediary” are increasing, whose original arbitration is specifically oriented to mediate between the end user the powerful automated information systems where they are imposed a series of knowledge and techniques without which it will be impossible to obtain the desired goal. Due to these requirements, it is necessary for said professional to have a succession of aspects and requirements, some of which we mention below:
V. Final considerations
In this work, various topics related to business intelligence, its operation and implementation in modern companies were addressed. It can be synthesized in the following observations:
- The information society as a historical-social phenomenon constitutes a direct antecedent in the appearance and insertion of information management and knowledge in the epistemic horizon of Information Science. Business intelligence as a strategic information management mechanism for the Decision-making is closely linked to issues related to information and knowledge management in organizations of our time.The business intelligence system constitutes a particular information system at the highest level, among the different information systems that coexist in an organization The ultimate goal of the practice of business intelligence is merely to obtain timely, accurate information,and relevant that can be used by executives in the decision-making process.Business intelligence is related to other management processes such as market research, the delineation of corporate strategy, among others, but it constitutes an independent action. business intelligence in large companies differs from its execution in small and medium-sized enterprises (SMEs). In the first case, they work centrally through a team of consultants who capture, analyze and distribute the information at the different levels of the company; in the second, the process is encouraged mainly by the business owner of the SME and is carried out decentrally, either by its own staff,or by contracting external entities specialized in information services.The business intelligence process requires for its application the methods, procedures and techniques of information management and analysis, as well as access to a wide range of information sources, such as all. It also requires information technology for the rapid, efficient and specialized treatment thereof, as well as a clear notion of information management based on the organization's own objectives. The business intelligence system does not constitute a system automated information although it makes use of numerous computer tools for its performance. Use databases, automated information networks, automated information storage systems, among others,without which it would be difficult for them to carry out their own investigations of this modality.
SAW. Conclusions
As has been stated, the implementation of a business intelligence system in an organization constitutes an activity of vital importance for the company, since it guarantees the continuous supply of the information necessary to make the right decisions.
Regardless of its undeniable importance in decision-making, the knowledge from intelligence activity also contributes to improving the strategic planning of the company by reducing the response time of the company, being aware of the opportunities and threats of the business sector in question, reasons that definitely influence the progress of the company, allowing it to obtain numerous competitive advantages.
It is a very frequent mistake that some managers do not originally value this type of activity and therefore do not incorporate intelligence information into their work, thinking that they can master all the issues that occur in their sector. If the organization does not have a formal process for the compilation and synthesis of information from the various environments of the company, which allows matching the operation of the same with the movements of the business environment, the organization must advocate for a true change in their internal culture, which enables a better understanding and authentic awareness of all these issues.
VII. Bibliography
Alonso, Maria Margarita; Hilda Saladrigas. To investigate in social communication. Teaching guide. Havana: Pablo de la Torriente Brau, 2002.
Bermúdez Vega, Humberto Andrés. Business counterintelligence. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2003. Consultoría Biomundi / IDICT. Havana Cuba.
Carro Suárez, Juan R (SPEAKER) and Lourdes Vilaragut Llanes. Information technologies: support of corporate intelligence. The case of the Internet. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2000. Consultoría Biomundi / IDICT. Havana Cuba.
Carro Suárez, Juan; Alfredo Batista; Emilio J. Macías. The technological platform for a Business Intelligence service. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2003. Consultoría Biomundi / IDICT. Havana Cuba.
Castellanos, Oscar. Benchmarking as an instrument of Business Intelligence. Faculty of Engineering, National University of Colombia. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2003. Havana, Cuba.
Cubillo, Julio. Business Intelligence in small and medium-sized companies in Latin America. Brasilia DF: Brazilian Institute of Information in Science and Technology (IBICT), 2004.
CUETO Leiva, Katia; Luis Marín Llanes. Information analysis for Business Intelligence. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2001. Consultoría Biomundi / IDICT. Havana Cuba.
Marketing direction. Analysis, planning, management and control.
MENGUZATTU; Renau. The strategic direction of the company.
Chun Wei Choo. The smart organization. The use of information to give meaning, create knowledge and make decisions. (Document: PDF).
Simeon, Rosa Elena. Speech by the Minister of Sciences, Technology and Environment, Dr. Rosa Elena Simeón at the opening of IntEmpres'2002 on October 17, 2002. 6 p.
External team of consultants. Preliminary results of the flow study of the Havanatur Tour and Travel optionals division. International Center of Havana, 2003.
Escorsa Pere and Ramon Maspons. From technological surveillance to competitive intelligence. PEARSON EDUCACIÓN, first edition in Spanish, Madrid ISBN 84-205-3057-3.
ESCORSA, Pere and RODRÍGUEZ, Marisela (2000), Technological Intelligence in business organization: instrument for decision making, Journal of the School of Economics and Business, Year II / No 4, April. National University of General San Martín, San Martín, Province of Buenos Aires, Argentina.
Faúndez, Ulises. Information analysis: Characteristics, methodologies and projections: Information analysis. Selection of readings (provisional material). Department of Library Science and Information Science. Faculty of Communication. University of Havana.
Fleitas Ravelo, Irma and Eduardo Orozco Silva. Corporate profiles and business directories as tools for Competitive Intelligence. BIOMUNDI Consulting,, available at: http: //www.biomundi.pco.cu, Internet, consulted on July 15, 2004.
Gener, Salvador; et al. Sociology Dictionary. Ed. Alianza, 1998, 895 p.
González Rodríguez, Yordanka. Convergence between the study of needs and the identification of information resources as an alternative. Thesis. University of Havana, 109 p.
Group of Consultants. Economic Consulting BISE, Department of Management Consulting. Interview. April 10, 2005.
Hernández Sampieri, Luis. Investigation methodology.
Hobsbawm Eric. History of the 20th century. Grijalbo Moncloni SA Volumes 1 and 2, 321 p.
Business intelligence for tourism. Focus 8/2000, 12 p.
Lazcano, Carlos. Department of Informatics and Statistics, Knowledge Management section, Faculty of Economics, University of Havana, Cuba. Interview. July 16, 2004.
Linares C., Radamés. Information science and its theoretical matrices: contribution to its history. Doctoral thesis University of Havana, 2003, 105 p.
Maister Yans, Pedro. Dictionary of Knowledge Management and Informatics. Ed. Fundación Dintel, Madrid, 2000, 683 p.
Marín Llanes, Luis A.; Juan C. Carro. Data mining as tools in the Competitive Intelligence process. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2000. Consultoría Biomundi / IDICT. Havana Cuba.
Marrero Antonez, Ivette. Information management and knowledge management in the 21st century organizational environment. Thesis. University of Havana, 2001, 171 p.
Martínez Rodríguez, Ailin; Marcelo A. Torres. Knowledge management, a requiem for information management? Graduate thesis, University of Havana, 2001, 131 p.
Microsoft Corporation. Microsoft Encarta Encyclopedia. 2002.
Mill, Michael. The input of information on society. Ed. Bowker - Saur, 1997.
Ministry of Culture. Illustrated Dictionary of the Spanish Language, Aristos. La Habana: Editorial Científico-Técnica, 1985.
Murdik, Robert G. Computer-based information systems for modern administrations. Ed. Diana, Mexico, 1977, 683 p.
Núñez Paula, Israel. Theoretical - methodological approach for the dynamic determination of the measures that the information systems in organizations or communities should attend to. Doctoral thesis University of Havana. 2002.
Orozco Eduardo, Silva; José A. Granadillo Cruz. The use of very diverse sources of information for the solution of a problem of a Business problem Through Corporate Intelligence techniques. (Word file: online) Intempres 2000, accessed October 16. 2004.
Orozco Silva, Eduardo. The role of technological foresight in business intelligence, situation in Cuba. Paper presented at the IV Ibero-American Forum on Technological Prospective, Havana, Jan. 31-Feb. 2000. BIOMUNDI Consulting, available at: http: //www.biomundi.pco.cu, Internet, accessed July 15, 2004.
Orozco Silva, Eduardo. The profile of the Business Intelligence professional. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2002. Biomundi / IDICT Consulting. Havana Cuba..
OROZCO Silva, Eduardo. Business intelligence as a service or as an internal system. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, INTEMPRES 2001. Consultoría Biomundi / IDICT.
Orozco Silva, Eduardo. Questions and answers about Business Intelligence, Paper presented at the International Workshop on Business Intelligence and Knowledge Management in Business, INTEMPRES 2001. Biomundi / IDICT Consulting.
Orozco, Eduardo. The place of Business Intelligence in the conceptual environment of knowledge management. Evolution in Cuba: The information professional., July - August, v.10, no. 7-8, 2001, p. 14-22.
Pérez Rodríguez, Judit. Knowledge management: a new approach in business management. Thesis. University of Havana. Faculty of Communication, Havana, 2000.
Ponjuán D. Gloria. Information management in organizations: principles, concepts and applications. Series: Information management. Printed at the graphic company Haydée Santamaría, Palma Soriano, 222 p.
Ponjuán D. Gloria; et al. Information systems: Principles and applications. Gloria P. Dante and others. Havana. Ed. Félix Varela, 2004, 163 p.
Ponjuán Dante, Gloria. Information management applications in organizations. The information professional and mastery of the techniques and tools of information management. Doctoral thesis University of Havana, 2000.
Puente Humberto. BISE Economic Consulting. IT Department. IT Manager. Interview. April 1, 2005.
Reyes S., Karina. Consulting Delfos, Consultant. Interview, March 30, 2005.
Rojas B. José Luis; Dolores Delgado Torres. Users of the information. Selection of readings. Ed. Félix Varela, Havana, 2003, 159 p.
Sánchez Sánchez, Mercedes Business intelligence as a tool for evaluating research - development projects. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2003. Consultoría Biomundi / IDICT. Havana Cuba.
Santos, Gustavo. BISE Economic Consulting, Management Consulting Department. Interview. April 1, 2005.
Suárez Carro, Juan R.; Lourdes Vilaragut Llanes. Information technologies: support of corporate intelligence. The case of the Internet. Paper presented at the International Seminar on the Impact of the Internet in Developing Countries at the VII Convention and International Fair INFORMATICA 2000, Havana, from May 22 to 27, 2000.
Ticty, Noel. Revolutionize your business. Ed. CEPAL - CIADES, Santiago de Chile, Barcelona, 1996.
Torres Pombert, Ania. The information professional in Organizational Intelligence. BIOMUNDI Consulting, available at: http: //www.biomundi.pco.cu, Internet, accessed July 15, 2004. 6 p.
Vilaragut Llanes, Lourdes (Speaker) and Juan R. Carro Suárez. Internet as a source for Corporate Intelligence. Paper presented at the International Workshop on Business Intelligence and Knowledge Management in the Company, Intempres 2000. Consultoría Biomundi / IDICT.
Vilaragut Llanes, Lourdes and Juan R. Carro. Internet as a source for Corporate Intelligence. Possibilities and limitations. BIOMUNDI Consulting, available at: http: //www.biomundi.pco.cu, Internet, accessed July 15, 2004.
Vizcaya A., Dolores. Fundamentals of the organization of information. Selection of readings. Collective of authors. Compiler: Dolores Vizcaya Alonso, 281 p.
Vizcaya A., Dolores. Information: Content processing. Dolores Vizcaya Alonso. Ed. Félix Varela, Havana, 2003, 187 p.
Bell, Daniel. Cited by: Gener, Salvador and others, Dictionary of Sociology, p.698
Gener, Salvador and others, Dictionary of Sociology, p.699.
Ponjuán, Gloria. Information management in organizations. p. 6.
Humberto Puente. IT Manager. BISE Economic Consulting.
Gazitúa Interview, 1997 Cited by: Eduardo Orozco in How is a business intelligence specialist?
M. Ec. Lic. Jesús Mesa Oramas jmesaarrobacimex.com.cu Standards and Procedures Specialist, Sociedad HAVANATUR SA, CIMEX Corporation Lic. Maria Josefa Peña León Business Intelligence Specialist, Sociedad Havanatur SA, [email protected] Yahadih Martínez Rodríguez Degree in Information Sciences
