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Chapter 06 - Data: Business Intelligence

Chapter 06
Data: Business Intelligence

True / False Questions

1. Today's chief information officers are finding that business intelligence software is
unnecessary and a financial burden for most companies.
True False

2. Information can tell an organization how it's currently performing and help it estimate and
strategize for future plans and performance.
True False

3. Information quality refers to the extent of detail within the information (fine and detailed or
coarse and abstract).
True False

4. There are two primary traits that help you determine the value of information: timeliness and
quality.
True False

5. If a manager identifies numerous data integrity issues, she or he should consider the reports
generated from that data as invalid and not use them when making decisions.
True False

6. The core component of any system, regardless of size, is a database and a database
management system.
True False

6-1
Chapter 06 - Data: Business Intelligence

7. MMSDB creates, reads, updates, and deletes data in a database while controlling access and
security.
True False

8. A foreign key provides details about data.

True False

9. There are three primary data models for organizing information: the hierarchical, network,
and relational database models.
True False

10. The three primary data models for organizing information in a DBMS are hierarchical,
network, and metadata.
True False

11. Databases offer many security features, including passwords to provide authentication,
access levels to determine who can access the data, and access controls to determine what type
of access they have to the information.
True False

12. Relational integrity constraints enforce business rules vital to an organization's success and
often require more insight and knowledge than business critical integrity constraints.
True False

13. Data redundancy is the duplication of data, or the storage of the same data in multiple
places.
True False

6-2
Chapter 06 - Data: Business Intelligence

14. Relational databases offer many advantages over using a text document or a spreadsheet,
which include decreased flexibility and decreased scalability and performance.
True False

15. A data-driven website can help limit the amount of information displayed to customers
based on unique search requirements.
True False

16. Data-driven websites offer several advantages because it is far easier to manage content and
store large amounts of data.
True False

17. Zappos is an online shoe retailer, built its data-driven website caters to a specific niche
market: consumers who were tired of finding that their most-desired items were always out of
stock at traditional retailers.
True False

18. A data warehouse is a logical collection of information, gathered from many different
operational databases, that supports business analysis activities and decision-making tasks.
True False

19. Data warehouses struggle with combining too much standardized information.
True False

20. A data warehouse is a tool that helps in many ways, including implementing customer
profiles, hurting business operations, and many times alienating competitors.
True False

6-3
Chapter 06 - Data: Business Intelligence

21. Within the data warehouse model, the internal databases could include marketing, sales,
inventory, and billing.
True False

22. A data miner contains a subset of data warehouse information.

True False

23. ETL, within a data warehouse model, stands for exit, track, and load.
True False

24. Within the data warehouse model, the external databases could include competitor
information, industry information, and stock market analysis.
True False

25. A data mart is the process of analyzing data to extract information not offered by the raw
data alone.
True False

26. Data-mining tools use a variety of techniques to find patterns and relationships in large
volumes of information that predict future behavior and guide decision making.
True False

27. Text mining analyzes structured data to find trends and patterns in words and sentences.
True False

28. The financial industry uses business intelligence to predict hardware failures.
True False

6-4
Chapter 06 - Data: Business Intelligence

29. The banking industry uses business intelligence to understand customer credit card usage
and nonpayment rates.
True False

30. Many organizations find themselves in the position of being data rich and information poor.
Even in today's electronic world, managers struggle with the challenge of turning their business
data into business intelligence.
True False

31. Transactional information is used when performing operational tasks and repetitive
decisions such as analyzing daily sales reports and production schedules to determine how
much inventory to carry.
True False

32. Timely information must be up-to-the-second to be accurate.

True False

33. Organizational information comes at different levels and in different formats and
granularities.
True False

34. Reports for each sales person, product, and part are examples of detail or fine information
granularities.
True False

35. A foreign key is a field (or group of fields) that uniquely identifies a given entity in a table.
True False

6-5
Chapter 06 - Data: Business Intelligence

36. One of the advantages found in a relational database is increased information redundancy.
True False

37. Relational integrity constraints are rules that enforce basic and fundamental
information-based constraints.
True False

38. The primary purpose of a data warehouse is to perform transactional processes.

True False

39. Extraction, transformation, and loading is a process that extracts information from internal
databases, transforms the information using a common set of enterprise definitions, and loads
the information into an external database.
True False

40. The data warehouse is a location for all of business information.

True False

Multiple Choice Questions

41. Employees need to compare different types of information for what they commonly reveal
to make strategic decisions. Which of the following represents the three common types of
information found throughout an organization?
A. Levels, forms, granularities
B. Levels, forms, data
C. Levels, formats, granularities
D. Data, formats, granularities

6-6
Chapter 06 - Data: Business Intelligence

42. Which of the following represents the different information levels?

A. Detail, summary, aggregate
B. Document, presentation, spreadsheet, database
C. Individual, department, enterprise
D. None of these

43. Which of the following represents the different information formats?

A. Detail, summary, aggregate
B. Document, presentation, spreadsheet, database
C. Individual, department, enterprise
D. None of these

44. Which of the following represents the different information granularities?

A. Detail, summary, aggregate
B. Document, presentation, spreadsheet, database
C. Individual, department, enterprise
D. None of these

45. Which of the following is not a primary trait of information?

A. Transactional
B. Analytical
C. Timeliness
D. Quantity

46. What encompasses all of the information contained within a single business process or unit
of work where its primary purpose is to support the performing of daily operational tasks?
A. Transactional information
B. Analytical information
C. Timeliness
D. Quality

6-7
Chapter 06 - Data: Business Intelligence

47. What encompasses all organizational information where its primary purpose is to support
the performing of managerial analysis tasks?
A. Transactional information
B. Analytical information
C. Timeliness
D. Quality

48. What is immediate, up-to-date information?

A. Real-time information
B. Real-time systems
C. Information granularity
D. All of these

49. What provides real-time information in response to query requests?

A. Real-time information
B. Real-time systems
C. Information level
D. All of these

50. What is one of the biggest pitfalls associated with real-time information?
A. It is only available to high-level executives due to the expense.
B. It is only available in aggregate levels of granularity.
C. It continually changes.
D. It rarely changes.

51. Which of the following is not one of the five characteristics common to high-quality
information?
A. Accuracy
B. Completeness
C. Quantity
D. Consistency

6-8
Chapter 06 - Data: Business Intelligence

52. What is a real-time system?

A. It provides immediate, up-to-date information.
B. It provides real-time information in response to query requests.
C. It encompasses all organization information, and its primary purpose is to support the
performing of managerial analysis tasks.
D. It encompasses all of the information contained within a single business process or unit of
work, and its primary purpose is to support the performing of daily operational tasks.

53. Which of the following implies that aggregate or summary information is in agreement with
detailed information?
A. Uniqueness
B. Completeness
C. Consistency
D. Accuracy

54. Which of the following implies that information is current with respect to the business
requirement?
A. Uniqueness
B. Accuracy
C. Consistency
D. Timeliness

55. What is it called when each transaction, entity, and event is represented only once in the
information?
A. Uniqueness
B. Accuracy
C. Consistency
D. Timeliness

56. Which of the following refers to the extent of detail within the information?
A. Knowledge information
B. Information granularity
C. Chance information
D. Information analytics

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Chapter 06 - Data: Business Intelligence

57. Which of the following represent the four primary traits that help determine the value of
information?
A. Information type, information timeliness, information quality, and information governance
B. Information statistics, information tracking, information quality, and information
governance
C. Information type, information chance, information analytics, and information policy
D. Information timeliness, information quality, information quantity, and information
governance policy

58. What are the two different categories for information type?
A. Analytical and productive
B. Analytical and analysis
C. Transactional and analytical
D. Transactional and analysis

59. Which of the following encompasses all of the information contained within a single
business process or unit of work, where its primary purpose is to support daily operational
tasks?
A. Targeted information
B. Analytical information
C. Productive information
D. Transactional information

60. Which of the following encompasses all organizational information, where its primary
purpose is to support the performing of managerial analysis tasks?
A. Analytical information
B. Transactional information
C. Statistical information
D. Targeted information

6-10
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Chapter 06 - Data: Business Intelligence

61. Which of the following companies used analytical analysis to identify a correlation between
storms and the increased sale of Pop-Tarts?
A. 7-Eleven
B. Burger King
C. McDonald's
D. Walmart

62. Ben works at a top accounting firm in Salt Lake City, and his responsibilities include
writing letters, memos, and emails along with generating reports for financial analysis and
marketing materials for products. Ben's duties provide value-added to his company and would
be categorized as occurring at the different _____________.
A. Information levels
B. Information formats
C. Information granularities
D. Information focus

63. Ben works at a top accounting firm in Salt Lake City, and his responsibilities include
developing individual and departmental goals and generating financial analysis across
departments and the enterprise as a whole for the executive team to review. Ben's duties provide
value-added to his company and would be categorized as occurring at the different
_____________.
A. Information levels
B. Information formats
C. Information granularities
D. Information focus

64. Ben works at a top accounting firm in Salt Lake City, and his responsibilities include
developing reports for each salesperson, product, and part as well as departmentwide sales
reports by salesperson, product, and part. Ben's duties provide value-added to his company and
would be categorized as occurring at the different _____________.
A. Information levels
B. Information formats
C. Information granularities
D. Information focus

6-11
Chapter 06 - Data: Business Intelligence

65. Which of the following refers to immediate, up-to-date information?

A. Daily information
B. Strategic information
C. Real-time information
D. Crisis information

66. Which of the following does not represent a company that requires up-to-the-second
information?
A. 911 response units
B. Stock traders
C. Banks
D. Construction companies

67. Which of the following provides real-time information in response to requests?

A. Sales system
B. Transactional system
C. Real-time system
D. Salary system

68. Which of the following are examples of transactional information?

A. Airline ticket, sales receipts, and packing slips
B. Trends and sales statistics
C. Product sales results, grocery receipts, and growth projections
D. Airline tickets and sales growth spreadsheets

69. Which of the following are examples of analytical information?

A. Airline ticket, sales receipts, and packing slips
B. Hotel reservation, sales receipts, and packing slips
C. Future growth analysis, sales projections, and product statistics
D. Packing slips, grocery receipt, and competitor information

6-12
Chapter 06 - Data: Business Intelligence

70. Most people request real-time information without understanding that continual
__________ is one of its biggest pitfalls.
A. Improvements
B. Change
C. Clustering
D. Cleansing

71. Which of the following occurs when the same data element has different values?
A. Data modeling issue
B. Data mining issue
C. Data governance issue
D. Data inconsistency issue

72. Which of the following occurs when a system produces incorrect, inconsistent, or duplicate
data?
A. Data inconsistency issue
B. Data integrity issue
C. Data control issue
D. Data mining issue

73. Which of the following lists include all of the five characteristics common to high-quality
information?
A. Accuracy, completeness, strength, support, and positive feedback
B. Accuracy, association, referral, sales, and marketing
C. Accuracy, competition, support, customer service, and visibility
D. Accuracy, completeness, consistency, timeliness, and uniqueness

74. Which of the following would not be considered part of the complete characteristic of
high-quality information?
A. Is a value missing from the personal information?
B. Is each transaction represented only once in the information?
C. Is the address incomplete?
D. Is the area code missing for the phone information?

6-13
Chapter 06 - Data: Business Intelligence

75. Which of the following would not be considered part of the timely characteristic of
high-quality information?
A. Is the Zip code missing in the address?
B. Is the information current with respect to business needs?
C. Is the customer address current?
D. Is the information updated weekly or hourly?

76. Which of the following would not be considered part of the accurate characteristic of
high-quality information?
A. Is the name spelled correctly?
B. Is the email address invalid?
C. Do the name and the phone values have the exact same information?
D. Is aggregate information in agreement with detailed information?

77. Which of the following would not be considered part of the unique characteristic of
high-quality information?
A. Are there any duplicate orders?
B. Are there any duplicate customers?
C. Is aggregate information in agreement with detailed information?
D. Is each transaction and event represented only once in the information?

78. Which of the following would not be considered part of the consistent characteristic of
high-quality information?
A. Do all sales columns equal the total for the revenue column?
B. Is the two-digit state code missing in the information?
C. Is all summary information in agreement with detailed information?
D. Does the order number match the item and the color options available?

79. Which of the following represents a reason an organization might encounter low-quality
information?
A. Online customers intentionally enter inaccurate information to protect their privacy.
B. Different systems have different information-entry standards and formats.
C. Third-party and external information contains inaccuracies and errors.
D. All of these.

6-14
Chapter 06 - Data: Business Intelligence

80. Nestlé is one of the companies shown as an example of low-quality information causing
problems for the company. Which of the following are some of the errors they found in the data
or information?
A. They had 550,000 actual vendors, yet the information reports showed more than 9 million
due to duplication and abbreviation inaccuracies.
B. Some of the vendor names were abbreviated, whereas others were not.
C. They had too many inaccuracies and duplications to be able to identify customer profitability.
D. All of these

81. Some of the serious business consequences that occur due to using low-quality information
to make decisions include all of the following except:
A. Inability to accurately track customers
B. Inability to identify selling opportunities
C. Success of the organization depends on appreciating and leveraging the low-quality
information
D. Lost revenue opportunities from marketing to nonexistent customers

82. What is the overall management of the availability, usability, integrity, and security of
company data?
A. Data intelligence
B. Data governance
C. Data forbearance
D. Data forecasting

83. What maintains information about various types of objects, events, people, and places?
A. Database
B. Data model
C. Data mining
D. Data intelligence

6-15
Exploring the Variety of Random
Documents with Different Content
“Shannon’s” second and third broadsides, after the “Chesapeake”
ceased firing. The “Chesapeake’s” bowsprit received no injury, and
not a spar of any kind was shot away. The “Shannon” carried her
prize into Halifax with all its masts standing, and without anxiety for
its safety.
The news of Broke’s victory was received in England and by the
British navy with an outburst of pleasure that proved the smart of the
wound inflicted by Hull, Decatur, and Bainbridge. The two official
expressions of Broke’s naval and civil superiors probably reflected
the unexaggerated emotion of the service.

418
“At this critical moment,” wrote Admiral Warren by a
curious coincidence the day before his own somewhat less
creditable defeat at Craney Island, “you could not have restored
to the British naval service the pre-eminence it has always
preserved, or contradicted in a more forcible manner the foul
aspersions and calumnies of a conceited, boasting enemy, than
by the brilliant act you have performed.”

419
A few days later he wrote again: —

“The relation of such an event restores the history of ancient

times, and will do more good to the service than it is possible to
conceive.”

420
In Parliament, July 8, John Wilson Croker said:

“The action which he [Broke] fought with the ‘Chesapeake’

was in every respect unexampled. It was not—and he knew it
was a bold assertion which he made—to be surpassed by any
engagement which graced the naval annals of Great Britain.”

The Government made Broke a baronet, but gave him few other
rewards, and his wound was too serious to permit future hard
service. Lawrence died June 5, before the ships reached Halifax. His
first lieutenant, Ludlow, also died. Their bodies were brought to New
York and buried September 16, with formal services at Trinity
Church.
By the Americans the defeat was received at first with incredulity
and boundless anxiety, followed by extreme discouragement. The
news came at a dark moment, when every hope had been
disappointed and the outlook was gloomy beyond all that had been
thought possible.

“I remember,” wrote Richard Rush in later life,—“what

American does not!—the first rumor of it. I remember the
startling sensation. I remember at first the universal incredulity. I
remember how the post-offices were thronged for successive
days by anxious thousands; how collections of citizens rode out
for miles on the highway, accosting the mail to catch something
by anticipation. At last, when the certainty was known, I
remember the public gloom; funeral orations and badges of
mourning bespoke it. ‘Don’t give up the ship!’—the dying words
of Lawrence—were on every tongue.”

Six weeks afterward another American naval captain lost

another American vessel-of-war by reason of the same over-
confidence which caused Lawrence’s mistakes, and in a manner
equally discreditable to the crew. The “Argus” was a small brig, built
in 1803, rating sixteen guns. In the summer of 1813 she was
commanded by Captain W. H. Allen, of Rhode Island, who had been
third officer to Barron when he was attacked in the “Chesapeake” by
the “Leopard.” Allen was the officer who snatched a coal from the
galley and discharged the only gun that was fired that day. On
leaving the “Chesapeake,” Allen was promoted to be first officer in
the “United States.” To his exertions in training the men to the guns,
Decatur attributed his superiority in gunnery over the “Macedonian.”
To him fell one of the most distinguished honors that ever came to
the share of an American naval officer,—that of successfully bringing
the “Macedonian” to port. Promoted to the rank of captain, he was
put in command of the “Argus,” and ordered to take William Henry
Crawford to his post as Minister to France.
On that errand the “Argus” sailed, June 18, and after safely
landing Crawford, July 11, at Lorient in Brittany, Captain Allen put to
sea again, three days afterward, and in pursuance of his instructions
cruised off the mouth of the British Channel. During an entire month
he remained between the coast of Brittany and the coast of Ireland,
destroying a score of vessels and creating a panic among the ship-
owners and underwriters of London. Allen performed his task with as
much forbearance as the duty permitted, making no attempt to save
his prizes for the sake of prize-money, and permitting all passengers
to take what they claimed as their own without inspection or restraint.
The English whose property he destroyed spoke of him without
personal ill-feeling.
The anxiety and labor of such a service falling on a brig of three
hundred tons and a crew of a hundred men, and the impunity with
which he defied danger, seemed to make Allen reckless. On the
night of August 13 he captured a brig laden with wine from Oporto.
Within sight of the Welsh coast and within easy reach of Milford
Haven, he burned his prize, not before part of his crew got drunk on
the wine. The British brig “Pelican,” then cruising in search of the
“Argus,” guided by the light of the burning prize, at five o’clock on the
morning of August 14 came down on the American brig; and Captain
Allen, who had often declared that he would run from no two-masted
vessel, waited for his enemy.
According to British measurements, the “Argus” was ninety-five
and one-half feet long; the “Pelican,” one hundred. The “Argus” was
twenty-seven feet, seven and five-eighths inches in extreme breadth;
the “Pelican” was thirty feet, nine inches. The “Argus” carried
eighteen twenty-four-pound carronades, and two long twelve-
pounders; the “Pelican” carried sixteen thirty-two-pound carronades,
four long six-pounders, and a twelve-pound carronade. The number
of the “Argus’s” crew was disputed. According to British authority, it
421
was one hundred and twenty-seven, while the “Pelican” carried
422
one hundred and sixteen men and boys.
 At six o’clock in the morning, according to American
423
reckoning, —at half-past five according to the British report,—the
“Argus” wore, and fired a broadside within grape-distance, which
was returned with cannon and musketry. Within five minutes Captain
Allen was struck by a shot which carried away his left leg, mortally
wounding him; and five minutes afterward the first lieutenant was
wounded on the head by a grape-shot. Although the second
lieutenant fought the brig well, the guns were surprisingly inefficient.
During the first fifteen minutes the “Argus” had the advantage of
position, and at eighteen minutes after six raked the “Pelican” at
close range, but inflicted no great injury on the enemy’s hull or
rigging, and killed at the utmost but one man, wounding only five.
424
According to an English account, “the ‘Argus’ fought well while
the cannonading continued, but her guns were not levelled with
precision, and many shots passed through the ‘Pelican’s’ royals.”
The “Pelican,” at the end of twenty-five minutes, succeeded in
cutting up her opponent’s rigging so that the “Argus” lay helpless
under her guns. The “Pelican” then took a position on her enemy’s
starboard quarter, and raked her with eight thirty-two-pound
carronades for nearly twenty minutes at close range, without
receiving a shot in return except from musketry. According to the
report of the British captain, the action “was kept up with great spirit
on both sides forty-three minutes, when we lay her alongside, and
425
were in the act of boarding when she struck her colors.”
The “Argus” repeated the story of the “Chesapeake,” except that
the action lasted three quarters of an hour instead of fifteen minutes.
During that time, the “Pelican” should have fired all her broadside
eight or ten times into the “Argus” at a range so close that no shot
should have missed. Sixty thirty-two-pound shot fired into a small
brig less than one hundred feet long should have shivered it to
atoms. Nine thirty-two-pound shot from the “Hornet” seemed to
reduce the “Peacock” to a sinking condition in fifteen minutes; yet the
“Argus” was neither sunk nor dismasted. The British account of her
condition after the battle showed no more injury than was suffered by
the “Peacock,” even in killed and wounded, by one or at the utmost
two broadsides of the “Hornet.”

“The ‘Argus’ was tolerably cut up in her hull. Both her lower
masts were wounded, although not badly, and her fore-shrouds
on one side nearly all destroyed; but like the ‘Chesapeake,’ the
‘Argus’ had no spar shot away. Of her carronades several were
disabled. She lost in the action six seamen killed; her
commander, two midshipmen, the carpenter, and three seamen
mortally, her first lieutenant and five seamen severely, and eight
others slightly wounded,—total twenty-four; chiefly, if not wholly
426
by the cannon-shot of the ‘Pelican.’”

The “Pelican” lost seven men killed or wounded, chiefly by

musketry. On both sides the battle showed little skill with the guns;
but perhaps the “Pelican,” considering her undisputed superiority
during half the combat, showed even less than the “Argus.” As in the
“Chesapeake’s” battle, the discredit of the defeated ship lay in
surrender to boarders.
Two such defeats were calculated to shake confidence in the
American navy. That Allen should have been beaten in gunnery was
the more strange, because his training with the guns gave him his
chief credit with Decatur. Watson, the second lieutenant of the
“Argus,” attributed the defeat to the fatigue of his crew. Whatever
was the immediate cause, no one could doubt that both the
“Chesapeake” and “Argus” were sacrificed to the over-confidence of
their commanders.
 CHAPTER XIII.
The people of the Atlantic coast felt the loss of the “Chesapeake”
none too keenly. Other nations had a history to support them in
moments of mortification, or had learned by centuries of experience
to accept turns of fortune as the fate of war. The American of the
sea-coast was not only sensitive and anxious, but he also saw with
singular clearness the bearing of every disaster, and did not see with
equal distinctness the general drift of success. The loss of the
“Chesapeake” was a terrible disaster, not merely because it
announced the quick recovery of England’s pride and power from a
momentary shock, but also because it threatened to take away the
single object of American enthusiasm which redeemed shortcomings
elsewhere. After the loss of the “Chesapeake,” no American frigate
was allowed the opportunity to fight with an equal enemy. The British
frigates, ordered to cruise in company, gave the Americans no
chance to renew their triumphs of 1812.
Indeed, the experience of 1813 tended to show that the frigate
was no longer the class of vessel best suited to American wants.
Excessively expensive compared with their efficiency, the
“Constitution,” “President,” and “United States” could only with
difficulty obtain crews; and when after much delay they were ready
for sea, they could not easily evade a blockading squadron. The
original cost of a frigate varied from two hundred thousand dollars to
three hundred thousand; that of a sloop-of-war, like the “Hornet,”
“Wasp,” or “Argus,” varied between forty and fifty thousand dollars.
The frigate required a crew of about four hundred men; the sloop
carried about one hundred and fifty. The annual expense of a frigate
in active service was about one hundred and thirty-four thousand
dollars; that of the brig was sixty thousand. The frigate required
much time and heavy timber in her construction; the sloop could be
built quickly and of ordinary material. The loss of a frigate was a
severe national disaster; the loss of a sloop was not a serious event.
For defensive purposes neither the frigate nor the brig counted
heavily against a nation which employed ships-of-the-line by dozens;
but even for offensive objects the frigate was hardly so useful as the
sloop-of-war. The record of the frigates for 1813 showed no results
equivalent to their cost. Their cruises were soon told. The
“President,” leaving Boston April 30, ran across to the Azores,
thence to the North Sea, and during June and July haunted the
shores of Norway, Scotland, and Ireland, returning to Newport
September 27, having taken thirteen prizes. The “Congress,” which
left Boston with the “President,” cruised nearly eight months in the
Atlantic, and returned to Boston December 14, having captured but
four merchantmen. The “Chesapeake,” which sailed from Boston
Dec. 13, 1812, cruised four months in the track of British commerce,
past Madeira and Cape de Verde, across the equator, and round
through the West Indies, returning to Boston April 9, having taken six
prizes; at the beginning of her next cruise, June 1, the “Chesapeake”
was herself captured. The adventures of the “Essex” in the Pacific
were such as might have been equally well performed by a sloop-of-
war, and belonged rather to the comparative freedom with which the
frigates moved in 1812 than to the difficult situation that followed. No
other frigates succeeded in getting to sea till December 4, when the
“President” sailed again. The injury inflicted by the frigates on the
Atlantic was therefore the capture of twenty-three merchantmen in a
year. At the close of 1813, the “President” and the “Essex” were the
only frigates at sea; the “Constitution” sailed from Boston only Jan. 1,
1814; the “United States” and “Macedonian” were blockaded at New
London; the “Constellation” was still at Norfolk; the “Adams” was at
Washington, and the “Congress” at Boston.
When this record was compared with that of the sloops-of-war
the frigates were seen to be luxuries. The sloop-of-war was a single-
decked vessel, rigged sometimes as a ship, sometimes as a brig, but
never as a sloop, measuring about one hundred and ten feet in
length by thirty in breadth, and carrying usually eighteen thirty-two-
pound carronades and two long twelve-pounders. Of this class the
American navy possessed in 1812 only four examples,—the
“Hornet,” the “Wasp,” the “Argus,” and the “Syren.” The “Wasp” was
lost Oct. 18, 1812, after capturing the “Frolic.” The “Syren” remained
at New Orleans during the first year of the war, and then came to
Boston, but saw no ocean service of importance during 1813. The
“Hornet” made three prizes, including the sloop-of-war “Peacock,”
and was then blockaded with the “United States” and “Macedonian;”
but the smaller vessel could do what the frigates could not, and in
November the “Hornet” slipped out of New London and made her
way to New York, where she waited an opportunity to escape to sea.
The story will show her success. Finally, the “Argus” cruised for a
month in the British Channel, and made twenty-one prizes before
she was captured by the “Pelican.”
The three frigates, “President,” “Congress,” and “Chesapeake,”
captured twenty-three prizes in the course of the year, and lost the
“Chesapeake.” The two sloops, the “Hornet” and “Argus,” captured
twenty-four prizes, including the sloop-of-war “Peacock,” and lost the
“Argus.”
The government at the beginning of the war owned four smaller
vessels,—the “Nautilus” and “Vixen” of fourteen guns, and the
“Enterprise” and “Viper” of twelve. Another brig, the “Rattlesnake,”
sixteen, was bought. Experience seemed to prove that these were of
little use. The “Nautilus” fell into the hands of Broke’s squadron July
16, 1812, within a month after the declaration of war. The “Vixen”
was captured Nov. 22, 1812, by Sir James Yeo. The “Viper,” Jan. 17,
1813, became prize to Captain Lumley in the British frigate
“Narcissus.” The “Enterprise” distinguished itself by capturing the
“Boxer,” and was regarded as a lucky vessel, but was never a good
427
or fast one. The “Rattlesnake,” though fast, was at last caught on
a lee shore by the frigate “Leander,” July 11, 1814, and carried into
428
Halifax.
In the enthusiasm over the frigates in 1812, Congress voted that
six forty-fours should be built, besides four ships-of-the-line. The Act
was approved Jan. 2, 1813. Not until March 3 did Congress pass an
Act for building six new sloops-of-war. The loss of two months was
not the only misfortune in this legislation. Had the sloops been begun
in January, they might have gone to sea by the close of the year. The
six sloops were all launched within eleven months from the passage
of the bill, and the first of them, the “Frolic,” got to sea within that
time, while none of the frigates or line-of-battle ships could get to sea
within two years of the passage of the law. A more remarkable
oversight was the building of only six sloops, when an equal number
of forty-fours and four seventy-fours were ordered. Had Congress
voted twenty-four sloops, the proportion would not have been
improper; but perhaps the best policy would have been to build fifty
such sloops, and to prohibit privateering. The reasons for such a
course were best seen in the experiences of the privateers.
The history of the privateers was never satisfactorily written.
Neither their number, their measurements, their force, their captures,
nor their losses were accurately known. Little ground could be given
for an opinion in regard to their economy. Only with grave doubt
could any judgment be reached even in regard to their relative
efficiency compared with government vessels of the same class. Yet
their experience was valuable, and their services were very great.
In the summer of 1812 any craft that could keep the sea in fine
weather set out as a privateer to intercept vessels approaching the
coast. The typical privateer of the first few months was the pilot-boat,
armed with one or two long-nine or twelve-pound guns. Of twenty-six
privateers sent from New York in the first four months of war, fifteen
carried crews of eighty men or less. These small vessels especially
infested the West Indies, where fine weather and light breezes suited
their qualities. After the seas had been cleared of such prey as these
petty marauders could manage, they were found to be unprofitable,
—too small to fight and too light to escape. The typical privateer of
1813 was a larger vessel,—a brig or schooner of two or three
hundred tons, armed with one long pivot-gun, and six or eight lighter
guns in broadside; carrying crews which varied in number from one
hundred and twenty to one hundred and sixty men; swift enough to
escape under most circumstances even a frigate, and strong enough
to capture any armed merchantman.
 After the war was fairly begun, the British mercantile shipping
always sailed either under convoy or as armed “running ships” that
did not wait for the slow and comparatively rare opportunities of
convoy, but trusted to their guns for defence. The new American
privateer was adapted to meet both chances. Two or three such craft
hanging about a convoy could commonly cut off some merchantman,
no matter how careful the convoying man-of-war might be. By night
they could run directly into the fleet and cut out vessels without even
giving an alarm, and by day they could pick up any craft that lagged
behind or happened to stray too far away. Yet the “running ships”
were the chief objects of their search, for these were the richest
prizes; and the capture of a single such vessel, if it reached an
American port in safety, insured success to the cruise. The loss of
these vessels caused peculiar annoyance to the British, for they
sometimes carried considerable amounts of specie, and usually
were charged with a mail which was always sunk and lost in case of
capture.
As the war continued, experience taught the owners of
privateers the same lesson that was taught to the government. The
most efficient vessel of war corresponded in size with the “Hornet” or
the new sloops-of-war building in 1813. Tonnage was so arbitrary a
mode of measurement that little could be learned from the
dimensions of five hundred tons commonly given for these vessels;
but in a general way they might be regarded as about one hundred
and fifteen or one hundred and twenty feet long on the spar-deck
and thirty-one feet in extreme breadth. Unless such vessels were
swift sailers, particularly handy in working to windward, they were
worse than useless; and for that reason the utmost effort was made
both by the public and private constructors to obtain speed. At the
close of the war the most efficient vessel afloat was probably the
American sloop-of-war, or privateer, of four or five hundred tons,
rigged as a ship or brig, and carrying one hundred and fifty or sixty
men, with a battery varying according to the ideas of the captain and
owners, but in the case of privateers almost invariably including one
“long Tom,” or pivot-gun.
 Yet for privateering purposes the smaller craft competed closely
with the larger. For ordinary service no vessel could do more
effective work in a more economical way than was done by Joshua
Barney’s “Rossie” of Baltimore, or Boyle’s “Comet” of the same port,
or Champlin’s “General Armstrong” of New York,—schooners or
brigs of two or three hundred tons, uncomfortable to their officers
and crews, but most dangerous enemies to merchantmen. Vessels
of this class came into favor long before the war, because of their
speed, quickness in handling, and economy during the experience of
twenty years in blockade-running and evasion of cruisers. Such
schooners could be built in any Northern sea-port in six weeks or two
months at half the cost of a government cruiser.
The government sloop-of-war was not built for privateering
purposes. Every government vessel was intended chiefly to fight,
and required strength in every part and solidity throughout. The
frame needed to be heavy to support the heavier structure; the
quarters needed to be thick to protect the men at the guns from
grape and musketry; the armament was as weighty as the frame
would bear. So strong were the sides of American frigates that even
thirty-two-pound shot fired at forty or fifty feet distance sometimes
failed to penetrate, and the British complained as a grievance that
the sides of an American forty-four were thicker than those of a
429
British seventy-four. The American ship-builders spared no pains
to make all their vessels in every respect—in size, strength, and
speed—superior to the vessels with which they were to compete; but
the government ship-carpenter had a harder task than the private
ship-builder, for he was obliged to obtain greater speed at the same
time that he used heavier material than the British constructors. As
far as the navy carpenters succeeded in their double object, they did
so by improving the model and increasing the proportions of the
spars.
The privateer was built for no such object. The last purpose of a
privateer was to fight at close range, and owners much preferred that
their vessels, being built to make money, should not fight at all
unless much money could be made. The private armed vessel was
built rather to fly than to fight, and its value depended far more on its
ability to escape than on its capacity to attack. If the privateer could
sail close to the wind, and wear or tack in the twinkling of an eye; if
she could spread an immense amount of canvas and run off as fast
as a frigate before the wind; if she had sweeps to use in a calm, and
one long-range gun pivoted amidships, with plenty of men in case
boarding became necessary,—she was perfect. To obtain these
results the builders and sailors ran excessive risks. Too lightly built
and too heavily sparred, the privateer was never a comfortable or a
safe vessel. Beautiful beyond anything then known in naval
construction, such vessels roused boundless admiration, but defied
imitators. British constructors could not build them, even when they
had the models; British captains could not sail them; and when
British admirals, fascinated by their beauty and tempted by the
marvellous qualities of their model, ordered such a prize to be taken
into the service, the first act of the carpenters in the British navy-
yards was to reduce to their own standard the long masts, and to
strengthen the hull and sides till the vessel should be safe in a battle
or a gale. Perhaps an American navy-carpenter must have done the
same; but though not a line in the model might be altered, she never
sailed again as she sailed before. She could not bear conventional
restraints.
Americans were proud of their privateers, as they well might be;
for this was the first time when in competition with the world, on an
element open to all, they proved their capacity to excel, and
produced a creation as beautiful as it was practical. The British navy
took a new tone in regard to these vessels. Deeply as the American
frigates and sloops-of-war had wounded the pride of the British navy,
they never had reduced that fine service to admitted inferiority.
Under one pretext or another, every defeat was excused. Even the
superiority of American gunnery was met by the proud explanation
that the British navy, since Trafalgar, had enjoyed no opportunity to
use their guns. Nothing could convince a British admiral that
Americans were better fighters than Englishmen; but when he looked
at the American schooner he frankly said that England could show
no such models, and could not sail them if she had them. In truth,
the schooner was a wonderful invention. Not her battles, but her
escapes won for her the open-mouthed admiration of the British
captains, who saw their prize double like a hare and slip through
their fingers at the moment when capture was sure. Under any
ordinary condition of wind and weather, with an open sea, the
schooner, if only she could get to windward, laughed at a frigate.
As the sailing rather than the fighting qualities of the privateer
were the chief object of her construction, those were the points best
worth recording; but the newspapers of the time were so much
absorbed in proving that Americans could fight, as to cause almost
total neglect of the more important question whether Americans
could sail better than their rivals. All great nations had fought, and at
one time or another every great nation in Europe had been victorious
over every other; but no people, in the course of a thousand years of
rivalry on the ocean, had invented or had known how to sail a
Yankee schooner. Whether ship, brig, schooner, or sloop, the
American vessel was believed to outsail any other craft on the
ocean, and the proof of this superiority was incumbent on the
Americans to furnish. They neglected to do so. No clear evidence
was ever recorded of the precise capacities of their favorite vessels.
Neither the lines of the hull, the dimensions of the spars, the rates of
sailing by the log in different weather, the points of sailing,—nothing
precise was ever set down.
Of the superiority no doubts could be entertained. The best proof
of the American claim was the British admission. Hardly an English
writer on marine affairs—whether in newspapers, histories, or novels
—failed to make some allusion to the beauty and speed of American
vessels. The naval literature of Great Britain from 1812 to 1860 was
full of such material. The praise of the invention was still commonly
accompanied by some expression of dislike for the inventor, but
even in that respect a marked change followed the experiences of
1812–1814. Among the Englishmen living on the island of Jamaica,
and familiar with the course of events in the West Indies from 1806
to 1817, was one Michael Scott, born in Glasgow in 1789, and in the
prime of his youth at the time of the American war. In the year 1829,
at the age of forty, he began the publication in “Blackwood’s
Magazine” of a series of sketches which rapidly became popular as
“Tom Cringle’s Log.” Scott was the best narrator and probably the
best informed man who wrote on the West Indies at that period; and
his frequent allusions to the United States and the war threw more
light on the social side of history than could be obtained from all
official sources ever printed.

“I don’t like Americans,” Scott said; “I never did and never

shall like them. I have seldom met an American gentleman in the
large and complete sense of the term. I have no wish to eat with
them, drink with them, deal with or consort with them in any way;
but let me tell the whole truth,—nor fight with them, were it not
for the laurels to be acquired by overcoming an enemy so brave,
determined, and alert, and every way so worthy of one’s steel as
they have always proved.”

The Americans did not fight the War of 1812 in order to make
themselves loved. According to Scott’s testimony they gained the
object for which they did fight. “In gunnery and small-arm practice we
were as thoroughly weathered on by the Americans during the war
as we overtopped them in the bull-dog courage with which our
boarders handled those genuine English weapons,—the cutlass and
the pike.” Superiority in the intellectual branches of warfare was
conceded to the Americans; but even in regard to physical qualities,
the British were not inclined to boast.

“In the field,” said Scott, “or grappling in mortal combat on

the blood-slippery quarter-deck of an enemy’s vessel, a British
soldier or sailor is the bravest of the brave. No soldier or sailor of
any other country, saving and excepting those damned Yankees,
can stand against them.”

Had English society known so much of Americans in 1807, war

would have been unnecessary.
Yet neither equality in physical courage nor superiority in the
higher branches of gunnery and small-arms was the chief success of
Americans in the war. Beyond question the schooner was the most
conclusive triumph. Readers of Michael Scott could not forget the
best of his sketches,—the escape of the little American schooner
“Wave” from two British cruisers, by running to windward under the
broadside of a man-of-war. With keen appreciation Scott detailed
every motion of the vessels, and dwelt with peculiar emphasis on the
apparent desperation of the attempt. Again and again the thirty-two-
pound shot, as he described the scene, tore through the slight vessel
as the two crafts raced through the heavy seas within musket-shot of
one another, until at last the firing from the corvette ceased. “The
breeze had taken off, and the ‘Wave,’ resuming her superiority in
light winds, had escaped.” Yet this was not the most significant part
of “Tom Cringle’s” experience. The “Wave,” being afterward captured
at anchor, was taken into the royal service and fitted as a ship-of-
war. Cringle was ordered by the vice-admiral to command her, and
as she came to report he took a look at her:—

“When I had last seen her she was a most beautiful little
craft, both in hull and rigging, as ever delighted the eye of a
sailor; but the dock-yard riggers and carpenters had fairly
bedevilled her, at least so far as appearances went. First they
had replaced the light rail on her gunwale by heavy solid
bulwarks four feet high, surmounted by hammock nettings at
least another foot; so that the symmetrical little vessel that
formerly floated on the foam light as a sea-gull now looked like a
clumsy, dish-shaped Dutch dogger. Her long, slender wands of
masts which used to swing about as if there were neither
shrouds nor stays to support them were now as taut and stiff as
church-steeples, with four heavy shrouds of a side, and stays
and back-stays, and the Devil knows what all.”

“If them heave-‘emtaughts at the yard have not taken the speed
out of the little beauty I am a Dutchman” was the natural comment,—
as obvious as it was sound.
The reports of privateer captains to their owners were rarely
published, and the logs were never printed or deposited in any public
office. Occasionally, in the case of a battle or the loss of guns or
spars or cargo in a close pursuit, the privateer captain described the
causes of his loss in a letter which found its way into print; and from
such letters some idea could be drawn of the qualities held in highest
regard, both in their vessels and in themselves. The first and
commonest remark was that privateers of any merit never seemed to
feel anxious for their own safety so long as they could get to
windward a couple of gunshots from their enemy. They would risk a
broadside in the process without very great anxiety. They chiefly
feared lest they might be obliged to run before the wind in heavy
weather. The little craft which could turn on itself like a flash and dart
away under a frigate’s guns into the wind’s eye long before the
heavy ship could come about, had little to fear on that point of
sailing; but when she was obliged to run to leeward, the chances
were more nearly equal. Sometimes, especially in light breezes or in
a stronger wind, by throwing guns and weighty articles overboard
privateers could escape; but in heavy weather the ship-of-war could
commonly outcarry them, and more often could drive them on a
coast or into the clutches of some other man-of-war.
Of being forced to fly to leeward almost every privateer could tell
interesting stories. A fair example of such tales was an adventure of
Captain George Coggeshall, who afterward compiled, chiefly from
newspapers, an account of the privateers, among which he
430
preserved a few stories that would otherwise have been lost.
Coggeshall commanded a two-hundred-ton schooner, the “David
Porter,” in which he made the run to France with a cargo and a letter-
of-marque. The schooner was at Bordeaux in March, 1814, when
Wellington’s army approached. Afraid of seizure by the British if he
remained at Bordeaux, Coggeshall sailed from Bordeaux for La
Rochelle with a light wind from the eastward, when at daylight March
15, 1814, he found a large ship about two miles to windward.
Coggeshall tried to draw his enemy down to leeward, but only lost
ground until the ship was not more than two gunshots away. The
schooner could then not run to windward without taking the enemy’s
fire within pistol-shot, and dared not return to Bordeaux. Nothing
remained but to run before the wind. Coggeshall got out his square-
sail and studding-sails ready to set, and when everything was
prepared he changed his course and bore off suddenly, gaining a
mile in the six or eight minutes lost by the ship in spreading her
studding-sails. He then started his water-casks, threw out ballast,
and drew away from his pursuer, till in a few hours the ship became
a speck on the horizon.
Apparently a similar but narrower escape was made by Captain
Champlin of the “Warrior,” a famous privateer-brig of four hundred
and thirty tons, mounting twenty-one guns and carrying one hundred
431
and fifty men. Standing for the harbor of Fayal, Dec. 15, 1814, he
was seen by a British man-of-war lying there at anchor. The enemy
slipped her cables and made sail in chase. The weather was very
fresh and squally, and at eight o’clock in the evening the ship was
only three miles distant. After a run of about sixty miles, the man-of-
war came within grape-shot distance and opened fire from her two
bow-guns. Champlin luffed a little, got his long pivot-gun to bear, and
ran out his starboard guns as though to fight, which caused the ship
to shorten sail for battle. Then Champlin at two o’clock in the
morning threw overboard eleven guns, and escaped. The British ship
was in sight the next morning, but did not pursue farther.
Often the privateers were obliged to throw everything overboard
at the risk of capsizing, or escaped capture only by means of their
sweeps. In 1813 Champlin commanded the “General Armstrong,” a
brig of two hundred and forty-six tons and one hundred and forty
men. Off Surinam, March 11, 1813, he fell in with the British sloop-of-
war “Coquette,” which he mistook for a letter-of-marque, and
approached with the intention of boarding. Having come within pistol-
shot and fired his broadsides, he discovered his error. The wind was
light, the two vessels had no headway, and for three quarters of an
hour, if Champlin’s account could be believed, he lay within pistol-
shot of the man-of-war. He was struck by a musket-ball in the left
shoulder; six of his crew were killed and fourteen wounded; his
rigging was cut to pieces; his foremast and bowsprit injured, and
several shots entered the brig between wind and water, causing her
to leak; but at last he succeeded in making sail forward, and with the
aid of his sweeps crept out of range. The sloop-of-war was unable to
432
cripple or follow him.
Sometimes the very perfection of the privateer led to dangers as
great as though perfection were a fault. Captain Shaler of the
“Governor Tompkins,” a schooner, companion to the “General
Armstrong,” chased three sail Dec. 25, 1812, and on near approach
found them to be two ships and a brig. The larger ship had the
appearance of a government transport; she had boarding-nettings
almost up to her tops, but her ports appeared to be painted, and she
seemed prepared for running away as she fought. Shaler drew
nearer, and came to the conclusion that the ship was too heavy for
him; but while his first officer went forward with the glass to take
another look, a sudden squall struck the schooner without reaching
the ship, and in a moment, before the light sails could be taken in,
“and almost before I could turn round, I was under the guns, not of a
transport, but of a large frigate, and not more than a quarter of a mile
from her.” With impudence that warranted punishment, Shaler fired
his little broadside of nine or twelve pounders into the enemy, who
replied with a broadside of twenty-four-pounders, killing three men,
wounding five, and causing an explosion on deck that threw
confusion into the crew; but the broadside did no serious injury to the
rigging. The schooner was then just abaft the ship’s beam, a quarter
of a mile away, holding the same course and to windward. She could
not tack without exposing her stern to a raking fire, and any failure to
come about would have been certain destruction. Shaler stood on,
taking the ship’s fire, on the chance of outsailing his enemy before a
shot could disable the schooner. Side by side the two vessels raced
for half an hour, while twenty-four-pound shot fell in foam about the
schooner, but never struck her, and at last she drew ahead beyond
range. Even then her dangers were not at an end. A calm followed;
the ship put out boats; and only by throwing deck-lumber and shot
overboard, and putting all hands at the sweeps, did Shaler “get clear
433
of one of the most quarrelsome companions that I ever met with.”
The capacities of the American privateer could to some extent
be inferred from its mishaps. Notwithstanding speed, skill, and
caution, the privateer was frequently and perhaps usually captured in
the end. The modes of capture were numerous. April 3, 1813,
Admiral Warren’s squadron in the Chesapeake captured by boats,
after a sharp action, the privateer “Dolphin” of Baltimore, which had
taken refuge in the Rappahannock River. April 27 the “Tom” of
Baltimore, a schooner of nearly three hundred tons, carrying
fourteen guns, was captured by his Majesty’s ships “Surveillante”
and “Lyra” after a smart chase. Captain Collier of the “Surveillante”
reported: “She is a remarkably fine vessel of her class, and from her
superior sailing has already escaped from eighteen of his Majesty’s
cruisers.” May 11, the “Holkar” of New York was driven ashore off
Rhode Island and destroyed by the “Orpheus” frigate. May 19,
Captain Gordon of the British man-of-war “Ratler,” in company with
the schooner “Bream,” drove ashore and captured the “Alexander” of
Salem, off Kennebunk, “considered the fastest sailing privateer out
434
of the United States,” according to Captain Gordon’s report. May
21, Captain Hyde Parker of the frigate “Tenedos,” in company with
the brig “Curlew,” captured the “Enterprise” of Salem, pierced for
eighteen guns. May 23, the “Paul Jones,” of sixteen guns and one
hundred and twenty men, fell in with a frigate in a thick fog off the
coast of Ireland, and being crippled by her fire surrendered. July 13,
Admiral Cockburn captured by boats at Ocracoke Inlet the fine
privateer-brig “Anaconda” of New York, with a smaller letter-of-
marque. July 17, at sea, three British men-of-war, after a chase of
four hours, captured the “Yorktown” of twenty guns and one hundred
and forty men. The schooner “Orders in Council” of New York,
carrying sixteen guns and one hundred and twenty men, was
captured during the summer, after a long chase of five days, by three
British cutters that drove her under the guns of a frigate. The
“Matilda,” privateer of eleven guns and one hundred and four men,
was captured off San Salvador by attempting to board the British
letter-of-marque “Lyon” under the impression that she was the
weaker ship.
In these ten instances of large privateers captured or destroyed
in 1813, the mode of capture happened to be recorded; and in none
of them was the privateer declared to have been outsailed and
caught by any single British vessel on the open seas. Modes of
disaster were many, and doubtless among the rest a privateer might
occasionally be fairly beaten in speed, but few such cases were
recorded, although British naval officers were quick to mention these
unusual victories. Unless the weather gave to the heavier British
vessel-of-war the advantage of carrying more sail in a rough sea, the
privateer was rarely outsailed.
The number of privateers at sea in 1813 was not recorded. The
list of all private armed vessels during the entire war included
435
somewhat more than five hundred names. Most of these were
small craft, withdrawn after a single cruise. Not two hundred were so
large as to carry crews of fifty men. Nearly two hundred and fifty, or
nearly half the whole number of privateers, fell into British hands.
Probably at no single moment were more than fifty seagoing vessels
on the ocean as privateers, and the number was usually very much
less; while the large privateer-brigs or ships that rivalled sloops-of-
war in size were hardly more numerous than the sloops themselves.
The total number of prizes captured from the British in 1813
exceeded four hundred, four fifths of which were probably captured
by privateers, national cruisers taking only seventy-nine. If the
privateers succeeded in taking three hundred and fifty prizes, the
whole number of privateers could scarcely have exceeded one
hundred. The government cruisers “President,” “Congress,”
“Chesapeake,” “Hornet,” and “Argus” averaged nearly ten prizes
apiece. Privateers averaged much less; but they were ten times as
numerous as the government cruisers, and inflicted four times as
much injury.
Such an addition to the naval force of the United States was very
important. Doubtless the privateers contributed more than the
regular navy to bring about a disposition for peace in the British
classes most responsible for the war. The colonial and shipping
interests, whose influence produced the Orders in Council, suffered
the chief penalty. The West India colonies were kept in constant
discomfort and starvation by swarms of semi-piratical craft darting in
and out of every channel among their islands; but the people of