The financial sector is under transformation. In Brazil, one area that has been growing in the recent years is the payments industry and, in particular, the market of acquirers and subacquirers. Competition is fierce in this field and, for a company, it is important to know the competitive environment (the market, customers, competitors and other stakeholders). Moreover, it is important to monitor and have objective information about all these elements. The present work developed a competitive intelligence solution for a subacquirer, creating a modern approach that involves not only the classical theories related to strategy but also uses the newer resources of the information age (BI, extensive datasets, etc.). The starting point is a strategic analysis of the company. From the strategic perspectives on competition and market, it is determined what elements should be monitored by the competitive intelligence. Thereafter, using concepts such as Business Intelligence, practical solutions are proposed for implementing the competitive intelligence system, from collecting the data to structuring it. It is also described how the author designed and implemented the parts of the solution. The problems and difficulties encountered in this process are then identified and discussed, with the proposed or implemented secondary solutions.
Il settore finanziario è in trasformazione. In Brasile, un’area che sta crescendo negli ultimi anni è quella degli strumenti di pagamento e, in particolare, il mercato degli acquirer e subacquirer. La concorrenza è intensa in questo campo e, per una azienda operante in tale settore, è importante conoscere l’ambiente concorrenziale (mercato, clienti, concorrenti ed altri attori). Inoltre, è importante monitorare e possedere delle informazioni obiettive su questi elementi. Durante il presente lavoro si è sviluppata una soluzione di competitive intelligence per una subacquirer, creandosi un approccio moderno che coinvolge non solo le classiche teorie della strategia ma utilizza anche le nuove risorse dell’era dell’informazione (BI, grandi dataset, ecc.). Il punto di partenza è stato l’analisi strategica dell’azienda. Dalle prospettive strategiche riguardanti concorrenza e mercato, sono stati determinati gli elementi da monitorare tramite la competitive intelligence. In seguito, applicando concetti come la business intelligence, sono state proposte soluzioni pratiche per l’implementazione del sistema di competitive intelligence, dalla raccolta di dati alla loro strutturazione ed elaborazione. Si descrive anche come l’autore ha pianificato e implementato le parti componenti della soluzione. I problemi e le difficoltà trovati nel corso del processo sono infine identificati e discussi, insieme alle soluzioni secondarie proposte oppure realizzate.
Development of a competitive intelligence solution for a subacquirer
HISATSUGA, TIAGO SEITI
2018/2019
Abstract
The financial sector is under transformation. In Brazil, one area that has been growing in the recent years is the payments industry and, in particular, the market of acquirers and subacquirers. Competition is fierce in this field and, for a company, it is important to know the competitive environment (the market, customers, competitors and other stakeholders). Moreover, it is important to monitor and have objective information about all these elements. The present work developed a competitive intelligence solution for a subacquirer, creating a modern approach that involves not only the classical theories related to strategy but also uses the newer resources of the information age (BI, extensive datasets, etc.). The starting point is a strategic analysis of the company. From the strategic perspectives on competition and market, it is determined what elements should be monitored by the competitive intelligence. Thereafter, using concepts such as Business Intelligence, practical solutions are proposed for implementing the competitive intelligence system, from collecting the data to structuring it. It is also described how the author designed and implemented the parts of the solution. The problems and difficulties encountered in this process are then identified and discussed, with the proposed or implemented secondary solutions.File | Dimensione | Formato | |
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https://hdl.handle.net/10589/145041