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This book is about Business Analytics (BA)-an emerging area in modern business decision making. The first part provides an overview of the field of Business Intelligence (BI), which uses historical data to better understand and thereby improve business performance, as well as create new strategic opportunities for growth. Business analytics (BA) is about anticipated future trends of the key performance indicators used to automate and optimize business processes. The three major categories of business analytics-the descriptive, predictive, and prescriptive analytics along with advanced analytics tools are explained. The flow diagrams outlining the tools of each of the descriptive, predictive, and prescriptive analytics are presented. We also describe various terms related to business analytics. The second part of the book is about descriptive analytics and its applications. It discusses Data, Data Types and Descriptive Statistics, Data Visualization, Data Visualization with Big Data, Basic Analytics Tools: Describing Data Numerically-Concepts and Computer Applications. Finally, it presents an overview and a case on descriptive statistics with applications and notes on implementation. Chapter 2 discusses analytics, business intelligence (BI) and business analytics (BA) as decision-making tools in businesses today. Although these terms are used interchangeably, there are slight differences in the terms of the tools they use. The connection between BI and BA tools combined with the applications in the computer science and information technology are critical for the success of BA in a company. This chapter discusses the broad meaning of the terms-BI, BA, data analytics (DA), computer and information technology, and how they are used in business decision making. The chapter also distinguishes between BI and BA, and the specific tools used in each case. provides an overview of business analytics and why these techniques are important.

This book is about Business Analytics (BA)-an emerging area in modern business decision making. The first part provides an overview of the field of Business Intelligence (BI), which uses historical data to better understand and thereby improve business performance, as well as create new strategic opportunities for growth. Business analytics (BA) is about anticipated future trends of the key performance indicators used to automate and optimize business processes. The three major categories of business analytics-the descriptive, predictive, and prescriptive analytics along with advanced analytics tools are explained. The flow diagrams outlining the tools of each of the descriptive, predictive, and prescriptive analytics are presented. We also describe various terms related to business analytics. The second part of the book is about descriptive analytics and its applications. It discusses Data, Data Types and Descriptive Statistics, Data Visualization, Data Visualization with Big Data, Basic Analytics Tools: Describing Data Numerically-Concepts and Computer Applications. Finally, it presents an overview and a case on descriptive statistics with applications and notes on implementation. Statistics is the science and art of making decision using data. Almost every field uses data and statistics to learn about systems and their processes. In fields such as business, research, health care, and engineering, a vast amount of raw data are collected and warehoused rapidly. Data and statistical tools aid in gaining skills such as: (1) Collecting, describing, analyzing, and interpreting data for intel­ligent decision-making (2) realizing that variation is an integral part of data and almost all data show variation (3) understanding the nature and pattern of variability of a phenomenon in the data, and (4) being able to measure reliability of the population parameters from which the sample data are collected to draw valid inferences.

This book is about Business Analytics (BA)-an emerging area in modern business decision making. The first part provides an overview of the field of Business Intelligence (BI), which uses historical data to better understand and thereby improve business performance, as well as create new strategic opportunities for growth. Business analytics (BA) is about anticipated future trends of the key performance indicators used to automate and optimize business processes. The three major categories of business analytics-the descriptive, predictive, and prescriptive analytics along with advanced analytics tools are explained. The flow diagrams outlining the tools of each of the descriptive, predictive, and prescriptive analytics are presented. We also describe various terms related to business analytics. The second part of the book is about descriptive analytics and its applications. It discusses Data, Data Types and Descriptive Statistics, Data Visualization, Data Visualization with Big Data, Basic Analytics Tools: Describing Data Numerically-Concepts and Computer Applications. Finally, it presents an overview and a case on descriptive statistics with applications and notes on implementation. Data visualization involves presenting the data visually or graphically to detect patterns, trends, and correlations that are not usually apparent from the raw data. The trends and the patterns in the data cannot be recognized and they go undetected if not in the visual form. Data visualization is an integral part of business intelligence (BI). Most of the BI application software heavily emphasize on data visualiza­tion and have strong data visualization capabilities. One of the reasons for the popularity of visualization tools is that they are easier to use and comprehend and do not require extensive training as in the case of sta­tistical software.

This book is about Business Analytics (BA)-an emerging area in modern business decision making. The first part provides an overview of the field of Business Intelligence (BI), which uses historical data to better understand and thereby improve business performance, as well as create new strategic opportunities for growth. Business analytics (BA) is about anticipated future trends of the key performance indicators used to automate and optimize business processes. The three major categories of business analytics-the descriptive, predictive, and prescriptive analytics along with advanced analytics tools are explained. The flow diagrams outlining the tools of each of the descriptive, predictive, and prescriptive analytics are presented. We also describe various terms related to business analytics. The second part of the book is about descriptive analytics and its applications. It discusses Data, Data Types and Descriptive Statistics, Data Visualization, Data Visualization with Big Data, Basic Analytics Tools: Describing Data Numerically-Concepts and Computer Applications. Finally, it presents an overview and a case on descriptive statistics with applications and notes on implementation. The previous chapters in this book presented numerous graphical displays created from both variables and attributes data that are powerful visualization tools. One of the major objectives of data visualization is to reveal the essential characteristics of data that may not be apparent otherwise. Data visualization makes complex and large data understandable. Visualization with big data is becoming a requirement because of the increase in the volume of data being collected and stored. The term data analytics is often used with big data. It is the science of analyzing vast amount of data to draw meaningful conclusions and make better business decisions. Big data presents numerous challenges in storing, analyzing, processing, and communicating the huge amount of data.

This book is about Business Analytics (BA)-an emerging area in modern business decision making. The first part provides an overview of the field of Business Intelligence (BI), which uses historical data to better understand and thereby improve business performance, as well as create new strategic opportunities for growth. Business analytics (BA) is about anticipated future trends of the key performance indicators used to automate and optimize business processes. The three major categories of business analytics-the descriptive, predictive, and prescriptive analytics along with advanced analytics tools are explained. The flow diagrams outlining the tools of each of the descriptive, predictive, and prescriptive analytics are presented. We also describe various terms related to business analytics. The second part of the book is about descriptive analytics and its applications. It discusses Data, Data Types and Descriptive Statistics, Data Visualization, Data Visualization with Big Data, Basic Analytics Tools: Describing Data Numerically-Concepts and Computer Applications. Finally, it presents an overview and a case on descriptive statistics with applications and notes on implementation. This chapter deals with the basic statistical tools of analytics. The primary objective of this chapter is to enable you to master the techniques of describing data using numerical methods, perform analyses and use these methods to compare and draw meaningful conclusions from data. All these techniques use computer software in real world.

This book is about Business Analytics (BA)-an emerging area in modern business decision making. The first part provides an overview of the field of Business Intelligence (BI), which uses historical data to better understand and thereby improve business performance, as well as create new strategic opportunities for growth. Business analytics (BA) is about anticipated future trends of the key performance indicators used to automate and optimize business processes. The three major categories of business analytics-the descriptive, predictive, and prescriptive analytics along with advanced analytics tools are explained. The flow diagrams outlining the tools of each of the descriptive, predictive, and prescriptive analytics are presented. We also describe various terms related to business analytics. The second part of the book is about descriptive analytics and its applications. It discusses Data, Data Types and Descriptive Statistics, Data Visualization, Data Visualization with Big Data, Basic Analytics Tools: Describing Data Numerically-Concepts and Computer Applications. Finally, it presents an overview and a case on descriptive statistics with applications and notes on implementation. This chapter summarizes the preceding material, provides some insights related to implementation, and offers a brief introduction to the second volume.

In the venture capital (VC) industry, firms often co-invest with other peers in syndicated deals. This process is a form of investment alliance that generates networks of VC firms and start-up companies. Despite the prominent role played by syndicates, our understanding of the circumstances under which syndicates can improve a venture's performance remains limited. This book intends to fill this gap and explore the performance dynamics surrounding networks in the venture­capital industry. It also introduces interested readers to network studies and methods. Chapter 1 investigates the effect of the portfolio companies' network on the performance of the start-up. It distinguishes between connections in the same or different industries, it examines how different ties lead the focal investee company to better performance, namely, the achievement of an IPO or an M&A event. This chapter contributes to the VC literature by showing that other network attributes beyond network centrality should be considered for explaining the performance benefits of certain networks.

In the venture capital (VC) industry, firms often co-invest with other peers in syndicated deals. This process is a form of investment alliance that generates networks of VC firms and start-up companies. Despite the prominent role played by syndicates, our understanding of the circumstances under which syndicates can improve a venture's performance remains limited. This book intends to fill this gap and explore the performance dynamics surrounding networks in the venture­capital industry. It also introduces interested readers to network studies and methods. Chapter 2 studies the impact of the focal VC firms' network structure on the performance of the VC investor. Different syndicates lead to different network structures that, in turn, offer different performance benefits to the focal investor.

In the venture capital (VC) industry, firms often co-invest with other peers in syndicated deals. This process is a form of investment alliance that generates networks of VC firms and start-up companies. Despite the prominent role played by syndicates, our understanding of the circumstances under which syndicates can improve a venture's performance remains limited. This book intends to fill this gap and explore the performance dynamics surrounding networks in the venture­capital industry. It also introduces interested readers to network studies and methods. Chapter 3 examines the impact of investment syndicates' composition on the performance of the syndicates. It provides a holistic picture of conditions under which syndicates are advantageous to the focal actor.

In the venture capital (VC) industry, firms often co-invest with other peers in syndicated deals. This process is a form of investment alliance that generates networks of VC firms and start-up companies. Despite the prominent role played by syndicates, our understanding of the circumstances under which syndicates can improve a venture's performance remains limited. This book intends to fill this gap and explore the performance dynamics surrounding networks in the venture­capital industry. It also introduces interested readers to network studies and methods. The Conclusion summarizes the remainder of the book. It highlights contributions to the alliance, entrepreneurship, and network literatures, and it offers guidance to practitioners. In particular, it suggests that firms should choose partners carefully because these partners influence network structures and the investment alliances established. From the start-up's perspective, although VC is an important source of financing, VC-backed start-ups often fail or lack the traction necessary to achieve an exit. Start-ups should thus approach prospective investors considering not only their capital, status, and potential to add value but also considering the network that these investors can offer.

Business owners and managers are told that anyone who cannot see the benefits of social media marketing is unfit for their positions, stupid, or incompetent. As organizations, brands, and products fill the social media landscape with boring content that wastes resources and alienates customers, a small voice can be heard exclaiming; "who told you that was a good idea?" In this book, Hans Christian Andersen's cautionary anecdote of the Emperor's New Clothes provides the backdrop to a review of the use of social media platforms in the marketing of an organization, brand, or product. Chapter one provides the reader with a background to social media. This starts with its history and adoption in the digital age before identifying the key elements that make up digital social media, namely, social networks, online communities, social sharing, user-generated content, and blogging.

Business owners and managers are told that anyone who cannot see the benefits of social media marketing is unfit for their positions, stupid, or incompetent. As organizations, brands, and products fill the social media landscape with boring content that wastes resources and alienates customers, a small voice can be heard exclaiming; "who told you that was a good idea?" In this book, Hans Christian Andersen's cautionary anecdote of the Emperor's New Clothes provides the backdrop to a review of the use of social media platforms in the marketing of an organization, brand, or product. In chapter two, the public's use of social media is examined along with the digital platforms on which it is conducted. The chapter concludes by considering why the public might interact with organizations, brands, or products on social media.

Business owners and managers are told that anyone who cannot see the benefits of social media marketing is unfit for their positions, stupid, or incompetent. As organizations, brands, and products fill the social media landscape with boring content that wastes resources and alienates customers, a small voice can be heard exclaiming; "who told you that was a good idea?" In this book, Hans Christian Andersen's cautionary anecdote of the Emperor's New Clothes provides the backdrop to a review of the use of social media platforms in the marketing of an organization, brand, or product. Chapter three analyzes what social media marketing consists and what it does not. Details of the key models associated with social media marketing are also included.

Business owners and managers are told that anyone who cannot see the benefits of social media marketing is unfit for their positions, stupid, or incompetent. As organizations, brands, and products fill the social media landscape with boring content that wastes resources and alienates customers, a small voice can be heard exclaiming; "who told you that was a good idea?" In this book, Hans Christian Andersen's cautionary anecdote of the Emperor's New Clothes provides the backdrop to a review of the use of social media platforms in the marketing of an organization, brand, or product. In chapter four, an organization's strategic expectations of marketing on social media are addressed, as are how its success or failure can be measured and issues related to any potential return on investment. The chapter concludes with an evaluation of the role that the culture of any organization, brand, or product plays in effective social media marketing.

Business owners and managers are told that anyone who cannot see the benefits of social media marketing is unfit for their positions, stupid, or incompetent. As organizations, brands, and products fill the social media landscape with boring content that wastes resources and alienates customers, a small voice can be heard exclaiming; "who told you that was a good idea?" In this book, Hans Christian Andersen's cautionary anecdote of the Emperor's New Clothes provides the backdrop to a review of the use of social media platforms in the marketing of an organization, brand, or product. Chapter five deliberates the operational aspects of marketing on social media from its management through which employees do what, and when they do it. Also reflected upon is the use of third party platforms by social media marketers.

Business owners and managers are told that anyone who cannot see the benefits of social media marketing is unfit for their positions, stupid, or incompetent. As organizations, brands, and products fill the social media landscape with boring content that wastes resources and alienates customers, a small voice can be heard exclaiming; "who told you that was a good idea?" In this book, Hans Christian Andersen's cautionary anecdote of the Emperor's New Clothes provides the backdrop to a review of the use of social media platforms in the marketing of an organization, brand, or product. Chapter six analyzes examples of social media marketing in practice from entertainment, politics, and business, to help readers conclude what works, what does not, and why.

Business owners and managers are told that anyone who cannot see the benefits of social media marketing is unfit for their positions, stupid, or incompetent. As organizations, brands, and products fill the social media landscape with boring content that wastes resources and alienates customers, a small voice can be heard exclaiming; "who told you that was a good idea?" In this book, Hans Christian Andersen's cautionary anecdote of the Emperor's New Clothes provides the backdrop to a review of the use of social media platforms in the marketing of an organization, brand, or product. Chapter seven brings together the issues raised in previous chapters, throws in a few new ideas, and encourages readers to draw their own conclusion on whether marketing on social media is a marketing panacea or the Emperor's New Digital Clothes. It identifies various components of the social media marketing mix and suggests that the goal of social media marketing is engagement.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 1, Beard and Weiss identify several causes for leadership failures, focusing on executives who have been recently promoted into their role. These failures include the inability of leaders to move into strategic-thinking roles, identify priorities, move from working in the business to working on it, relinquish control of some tasks, and engage colleagues. At the end of the chapter, the authors provide four tips for avoiding leadership implosion, which include migrating to leadership, changing your vision, changing your focus, and making the relational leap.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 2, the authors highlight the importance of understanding your business's strategy to guaranteeing its success. They identify three business issues that leaders should understand in order to most effectively lead their organizations: understanding a company's business model, translating strategy into tactics, and measuring success. They go in-depth on each business issue, outlining cases that illustrate the issues and behaviors/practices that leaders can use to show that they understand them.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 3, the authors describe a leader's responsibility to set goals for their organization and guide it to achieve them. They outline different leadership responses to this challenging role in the form of the timid leader, the overbearing leader, and the goldilocks leader. They write that effective leaders are able to harness several keys to successful vision development: managing feelings, collaborating, setting agendas, working on the strategy, and managing outcomes. They then describe effective leaders as acting as periscopes for their organizations, constantly surveying markets and other external factors. They continue to describe specific ways to set a corporate vision and communicate this vision to both internal and external stakeholders.