Abstract
Defines the different types of intelligence, information and knowledge; acknowledging the blurred nature of the boundaries. Presents practical examples of business intelligence within financial services and explains why business intelligence skills are becoming essential to business survival. Focuses on what makes a good intelligence analyst and the issues of whether computer software can really produce intelligence by computerizing information. Illustrates the discussion with a case study based on the change from information to intelligence gathering at Midland Bank, UK. Stresses the vital role of acquisitions in company growth, the five principal categories of acquisitions and the important role played by business intelligence.
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