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 David M. Kroenke Randall J. Boyle

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 Resource Description Benefit Example

2027? Each chapter concludes with a Learn to anticipate Chapter 7, 2027?

discussion of how the concepts, changes in technology discusses the future of
technology, and systems described in and recognize how those ERP applications
that chapter might change by 2027. changes may affect
the future business
environment.

Active Review This review provides a set of activities After reading the Chapter 9, Active Review
for you to perform in order to chapter, use the Active
demonstrate your ability to answer the Review to check your
primary questions addressed by the comprehension. Use
chapter. for class and exam
preparation.

Using Your Knowledge These exercises ask you to take your Test your critical-thinking Chapter 4, Using Your
new knowledge one step further by skills. Knowledge
applying it to a practice problem.

Collaboration Exercises These exercises and cases ask you
to collaborate with a group of fellow
students, using collaboration tools
introduced in Chapter 2.
Practice working with
colleagues toward a
stated goal.
Collaboration Exercise 3
discusses how to tailor
a high-end resort’s
information system to fit
its competitive strategy

Case Studies Each chapter includes a case study at Apply newly acquired Case Study 6, FinQloud
the end. knowledge to real-world Forever… Well, at Least
situations. for the Required Interval

Application Exercises These exercises ask you to solve Develop your computer AE10-2 builds on
situations using spreadsheet (Excel) or skills. your knowledge from
database (Access) applications. Chapter 10 by asking you
to score the websites you
visit using WOT

International Dimension This module at the end of the text Understand the International Dimension
discusses international aspects of international implications QID-3, How Do Inter-
MIS. It includes the importance and applications of the enterprise IS Facilitate
of international IS, the localization chapters’ content. Global Supply Chain
of system components, the roles Management?
of functional and cross-functional
systems, international applications,
supply chain management, and
challenges of international systems
development.

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 T e n t h E diti o n

Using MIS
David M. Kroenke
Randall J. Boyle

330 Hudson Street, NY NY 10013

A01_KORE6996_10_SE_FM.indd 7 08/12/16 6:34 pm

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Library of Congress Cataloging-in-Publication Data

Kroenke, David M., 1948- author. | Boyle, Randall, author.
Using MIS / David M. Kroenke, Randall J. Boyle.
   Using management information systems
Tenth Edition. | Hoboken : Pearson, [2018] | Revised edition of
   the authors’ Using MIS, [2017]
LCCN 2016048315| ISBN 013460699X | ISBN 9780134606996
LCSH: Management information systems.
LCC HD30.213 .K76 2018 | DDC 658.4/038011—dc23
LC record available at https://lccn.loc.gov/2016048315

10 9 8 7 6 5 4 3 2 1

ISBN 10:    0-13-460699-X

ISBN 13: 978-0-13-460699-6

A01_KORE6996_10_SE_FM.indd 8 08/12/16 6:34 pm

 Contents ix

Brief Contents
Describes how this course teaches four key
skills for business professionals. Defines MIS,
information systems, and information.
Describes characteristics, criteria for success,
Part 1: Why MIS? 1 and the primary purposes of collaboration.
Discusses components of collaboration IS and
1 The Importance of MIS 3 describes collaboration for communication
and content sharing. Illustrates use of Google
Drive, SharePoint, and other collaboration tools.
2 Collaboration Information Systems 37 Describes reasons why organizations create
and use information systems: to gain competi-
3 Strategy and Information Systems 81 tive advantage, to solve problems, and to sup-
port decisions.
Describes the manager’s essentials of hard-
ware and software technology. Discusses open
Part 2: Information Technology 111 source, Web applications, mobile systems, and
BYOD policies.
Explores database fundamentals, applications,
4 Hardware, Software, and Mobile Systems 113 modeling, and design. Discusses the entity-
relationship model. Explains the role of Access
and enterprise DBMS products. Defines Big
5 Database Processing 159 Data and describes nonrelational and NoSQL
databases.
6 The Cloud 201 Explains why organizations are moving to the
cloud and how they can use the cloud effec-
tively. Describes basic network technology that
underlies the cloud and how the Internet works.
Part 3: Using IS for Competitive Advantage 249 Explains Web servers, SOA, and Web services
standards. Discusses how organizations, includ-
ing Falcon Security, can use the cloud securely.
7 Processes, Organizations, and Information Systems 251 Discusses workgroup, enterprise, and inter-
enterprise IS. Describes problems of informa-
tion silos and cross-organizational solutions.
8 Social Media Information Systems 293 Presents CRM, ERP, and EAI. Discusses ERP
vendors and implementation challenges.
9 Business Intelligence Systems 335 Describes components of social media IS
(SMIS) and explains how SMIS can contribute
to organizational strategy. Discusses the theory
of social capital and how revenue can be gen-
Part 4: Information Systems Management 381 erated using social media. Explains the ways
organizations can use ESN and manage the
risks of SMIS.
10 Information Systems Security 383 Describes business intelligence and knowledge
management, including reporting systems,
data mining, and social media-based knowl-
11 Information Systems Management 423
edge management systems.
Describes organizational response to informa-
12 Information Systems Development 451 tion security: security threats, policy, and safe-
guards.
The International Dimension 498 Describes the role, structure, and function of
the IS department; the role of the CIO and CTO;
Application Exercises 519 outsourcing; and related topics.
Discusses the need for BPM and the BPM pro-
Glossary 538 cess. Introduces BPMN. Differentiates between
processes and information systems. Presents
Index 555 SDLC stages. Describes agile technologies and
scrum and discusses their advantages over the
SDLC.

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 Contents

Part 1: Why MIS?

1: The Importance of MIS 3

Q1-1 Why Is Introduction to MIS the Most Important Class in the

Business School? 5
The Digital Revolution 5
Evolving Capabilities 6
Moore’s Law 6
Metcalfe’s Law 7
Other Forces Pushing Digital Change 8
This Is the Most Important Class in the School of Business 9

Q1-2 How Will MIS Affect Me? 9

How Can I Attain Job Security? 9
How Can Intro to MIS Help You Learn Nonroutine Skills? 10
What Is the Bottom Line? 14

Q1-3 What Is MIS? 14

Components of an Information System 14
Management and Use of Information Systems 15
Achieving Strategies 16

Q1-4 How Can You Use the Five-Component Model? 16

The Most Important Component—You 17
All Components Must Work 17
High-Tech Versus Low-Tech Information Systems 17
• So What? A Is for Alphabet 18
Understanding the Scope of New Information Systems 19
Components Ordered by Difficulty and Disruption 19

Q1-5 What Is Information? 19

Definitions Vary 20
Where Is Information? 20

Q1-6 What Are Necessary Data Characteristics? 21

Accurate 21
Timely 21
Relevant 22
Just Barely Sufficient 22
Worth Its Cost 22

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 Contents xi

Q1-7 2027? 22
• Ethics Guide: Ethics and Professional Responsibility 23
• Security Guide: Passwords and Password Etiquette 26
• Career Guide: Five-Component Careers 28
Case Study 1: zulily 33

2: Collaboration Information Systems 37

Q2-1 What Are the Two Key Characteristics of

Collaboration? 39
Importance of Constructive Criticism 40
Guidelines for Giving and Receiving Constructive Criticism 40
Warning! 41

Q2-2 What Are Three Criteria for Successful Collaboration? 42

Successful Outcome 42
Growth in Team Capability 43
Meaningful and Satisfying Experience 43

Q2-3 What Are the Four Primary Purposes of Collaboration? 43

Becoming Informed 44
Making Decisions 44
Solving Problems 46
Managing Projects 46

Q2-4 What Are the Requirements for a Collaboration Information

System? 48
The Five Components of an IS for Collaboration 48
Primary Functions: Communication and Content Sharing 49

Q2-5 How Can You Use Collaboration Tools to Improve Team

Communication? 49

Q2-6 How Can You Use Collaboration Tools to Manage Shared

Content? 53
Shared Content with No Control 55
Shared Content with Version Management on Google Drive 55
Shared Content with Version Control 58
• Ethics Guide: Big Brother Wearables 60

Q2-7 How Can You Use Collaboration Tools to Manage

Tasks? 62
Sharing a Task List on Google Drive 62
Sharing a Task List Using Microsoft SharePoint 62
• So What? Augmented Collaboration 63

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 xii Contents

Q2-8 Which Collaboration IS Is Right for Your Team? 65

Three Sets of Collaboration Tools 66
Choosing the Set for Your Team 67
Don’t Forget Procedures and People! 68

Q2-9 2027? 69
• Security Guide: Evolving Security 70
• Career Guide: Software Product Manager 72
Case Study 2: Eating Our Own Dog Food 75

3: Strategy and Information Systems 81

Q3-1 How Does Organizational Strategy Determine Information

Systems Structure? 83

Q3-2 What Five Forces Determine Industry Structure? 84

Q3-3 How Does Analysis of Industry Structure Determine

Competitive Strategy? 85
• Ethics Guide: The Lure of Love Bots 86

Q3-4 How Does Competitive Strategy Determine Value Chain

Structure? 88
Primary Activities in the Value Chain 88
Support Activities in the Value Chain 89
Value Chain Linkages 89

Q3-5 How Do Business Processes Generate Value? 90

Q3-6 How Does Competitive Strategy Determine Business

Processes and the Structure of Information Systems? 92

Q3-7 How Do Information Systems Provide Competitive

Advantages? 93
Competitive Advantage via Products 93
• So What? The Autonomous Race 94
Competitive Advantage via Business Processes 95
How Does an Actual Company Use IS to Create Competitive Advantages? 96
How Does This System Create a Competitive Advantage? 97

Q3-8 2027? 99
• Security Guide: Hacking Smart Things 100
• Career Guide: Director of Architecture 103
Case Study 3: The Amazon of Innovation 106

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 Contents xiii

Part 2: Information Technology

4: Hardware, Software, and Mobile Systems 113

Q4-1 What Do Business Professionals Need to Know About

Computer Hardware? 115
Hardware Components 115
Types of Hardware 116
Computer Data 117

Q4-2 How Can New Hardware Affect Competitive

Strategies? 119
Internet of Things 119
Digital Reality Devices 121
Self-driving Cars 122
3D Printing 125

Q4-3 What Do Business Professionals Need to Know About

Software? 126
What Are the Major Operating Systems? 127
Virtualization 129
Own Versus License 131
What Types of Applications Exist, and How Do Organizations Obtain Them? 131
What Is Firmware? 132

Q4-4 Is Open Source Software a Viable Alternative? 133

Why Do Programmers Volunteer Their Services? 133
• So What? New from CES 2016 134
How Does Open Source Work? 135
So, Is Open Source Viable? 136

Q4-5 What Are the Differences Between Native and Web

Applications? 136
Developing Native Applications 136
Developing Web Applications 137
Which Is Better? 139

Q4-6 Why Are Mobile Systems Increasingly Important? 139

Hardware 140
Software 141
Data 141
• Ethics Guide: Free Apps For Data 142
Procedures 144
People 144

Q4-7 What Are the Challenges of Personal Mobile Devices

at Work? 145
Advantages and Disadvantages of Employee Use of Mobile Systems at Work 145
Survey of Organizational BYOD Policy 146

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 xiv Contents

Q4-8 2027? 147

• Security Guide: Poisoned App-les 148
• Career Guide: Technical Account Manager 150
Case Study 4: The Apple of Your i 155

5: Database Processing 159

Q5-1 What Is the Purpose of a Database? 161

Q5-2 What Is a Database? 163

Relationships Among Rows 164
Metadata 165
• Ethics Guide: Querying Inequality? 166

Q5-3 What Is a Database Management System (DBMS)? 168

Creating the Database and Its Structures 168
Processing the Database 169
Administering the Database 169
• So What? Slick Analytics 170

Q5-4 How Do Database Applications Make Databases More

Useful? 172
Traditional Forms, Queries, Reports, and Applications 172
Browser Forms, Reports, Queries, and Applications 174
Multi-user Processing 175

Q5-5 How Are Data Models Used for Database Development? 176
What Is the Entity-Relationship Data Model? 177

Q5-6 How Is a Data Model Transformed into a Database Design? 180

Normalization 181
Representing Relationships 182
Users’ Role in the Development of Databases 184

Q5-7 How Can Falcon Security Benefit from a Database

System? 186

Q5-8 2027? 187

• Security Guide: Big Data . . . Losses 188
• Career Guide: Database Engineer 190
Case Study 5: Searching for Pianos . . . 194

6: The Cloud 201

Q6-1 Why Are Organizations Moving to the Cloud? 203

Cloud Computing 204
Why Do Organizations Prefer the Cloud? 205
When Does the Cloud Not Make Sense? 206

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 Contents xv

Q6-2 How Do Organizations Use the Cloud? 207

Resource Elasticity 207
Pooling Resources 208
Over the Internet 209
Cloud Services from Cloud Vendors 209
Content Delivery Networks 212
Using Web Services Internally 213

Q6-3 What Network Technology Supports the Cloud? 214

What Are the Components of a LAN? 215
• Ethics Guide: Cloudy Profit? 216
Connecting Your LAN to the Internet 218

Q6-4 How Does the Internet Work? 220

The Internet and the U.S. Postal System 220
Step 1: Assemble Package (Packets) 221
Step 2: Put Name on Package (Domain Names) 221
Step 3: Look Up Address (IP Address) 221
Step 4: Put Address on Package (IP Address on Packet) 222
Step 5: Put Registered Mail Sticker on Package (TCP) 222
Step 6: Ship Package (Packets Transported by Carriers) 223

Q6-5 How Do Web Servers Support the Cloud? 224

Three-Tier Architecture 225
Watch the Three Tiers in Action! 225
Service-Oriented Architecture (SOA) 226
A SOA Analogy 226
SOA for Three-Tier Architecture 228
Internet Protocols 229
TCP/IP Protocol Architecture 229

Q6-6 How Can Falcon Security Use the Cloud? 231

SaaS Services at Falcon Security 231
PaaS Services at Falcon Security 232
IaaS Services at Falcon Security 232

Q6-7 How Can Organizations Use Cloud Services

Securely? 232
Virtual Private Networks (VPNs) 233
Using a Private Cloud 233
Using a Virtual Private Cloud 235
• So What? Quantum Learning 236

Q6-8 2027? 237

• Security Guide: From Anthem to Anathema 238
• Career Guide: Senior Network Manager 241
Case Study 6: FinQloud Forever . . . Well, at Least for the Required
Interval . . . 245

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 xvi Contents

Part 3: Using IS for

Competitive Advantage
7: Processes, Organizations, and Information Systems 251

Q7-1 What Are the Basic Types of Processes? 253

How Do Structured Processes Differ from Dynamic Processes? 254
How Do Processes Vary by Organizational Scope? 255

Q7-2 How Can Information Systems Improve Process Quality? 257

How Can Processes Be Improved? 258
How Can Information Systems Improve Process Quality? 258

Q7-3 How Do Information Systems Eliminate the Problems of

Information Silos? 259
What Are the Problems of Information Silos? 260
How Do Organizations Solve the Problems of Information Silos? 261
An Enterprise System for Patient Discharge 262

Q7-4 How Do CRM, ERP, and EAI Support Enterprise Processes? 262
The Need for Business Process Engineering 263
Emergence of Enterprise Application Solutions 263
Customer Relationship Management (CRM) 264
Enterprise Resource Planning (ERP) 265
• So What? Workflow Problems 266
• Ethics Guide: Paid Deletion 268
Enterprise Application Integration (EAI) 270

Q7-5 What Are the Elements of an ERP System? 272

Hardware 272
ERP Application Programs 273
ERP Databases 273
Business Process Procedures 273
Training and Consulting 274
Industry-Specific Solutions 275
Which Companies Are the Major ERP Vendors? 276

Q7-6 What Are the Challenges of Implementing and Upgrading

Enterprise Information Systems? 276
Collaborative Management 276
Requirements Gaps 276
Transition Problems 277
Employee Resistance 277
New Technology 277

Q7-7 How Do Inter-enterprise IS Solve the Problems of Enterprise

Silos? 278

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 Contents xvii

Q7-8 2027? 279

• Security Guide: It’s Not Me . . . It’s You 280
• Career Guide: IT Technical Manager 282
Case Study 7: A Tale of Two Interorganizational IS 288

8: Social Media Information Systems 293

Q8-1 What Is a Social Media Information System (SMIS)? 295

Three SMIS Roles 295
SMIS Components 298

Q8-2 How Do SMIS Advance Organizational Strategy? 300

Social Media and the Sales and Marketing Activity 300
Social Media and Customer Service 301
Social Media and Inbound and Outbound Logistics 302
Social Media and Manufacturing and Operations 302
Social Media and Human Resources 303

Q8-3 How Do SMIS Increase Social Capital? 303

What Is the Value of Social Capital? 304
How Do Social Networks Add Value to Businesses? 304
Using Social Networking to Increase the Number of Relationships 305
• So What? Enhanced Golf Fan 306
Using Social Networks to Increase the Strength of Relationships 307
Using Social Networks to Connect to Those with More Resources 308

Q8-4 How Do (Some) Companies Earn Revenue from Social

Media? 309
You Are the Product 309
Revenue Models for Social Media 309
Does Mobility Reduce Online Ad Revenue? 310
• Ethics Guide: Synthetic Friends 312

Q8-5 How Do Organizations Develop an Effective SMIS? 313

Step 1: Define Your Goals 314
Step 2: Identify Success Metrics 314
Step 3: Identify the Target Audience 315
Step 4: Define Your Value 315
Step 5: Make Personal Connections 316
Step 6: Gather and Analyze Data 316

Q8-6 What Is an Enterprise Social Network (ESN)? 317

Enterprise 2.0 317
Changing Communication 318
Deploying Successful Enterprise Social Networks 318

Q8-7 How Can Organizations Address SMIS Security

Concerns? 319
Managing the Risk of Employee Communication 319
Managing the Risk of Inappropriate Content 320

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 xviii Contents

Q8-8 2027? 322

• Security Guide: Digital is Forever 325
• Career Guide: International Content Director 327
Case Study 8: Sedona Social 330

9: Business Intelligence Systems 335

Q9-1 How Do Organizations Use Business Intelligence (BI)

Systems? 338
How Do Organizations Use BI? 339
What Are Typical BI Applications? 339

Q9-2 What Are the Three Primary Activities in the BI Process? 341
Using Business Intelligence to Find Candidate Parts 341

Q9-3 How Do Organizations Use Data Warehouses and Data

Marts to Acquire Data? 346
Problems with Operational Data 348
Data Warehouses Versus Data Marts 349
• Ethics Guide: MIS-diagnosis 350

Q9-4 How Do Organizations Use Reporting Applications? 352

Basic Reporting Operations 352
RFM Analysis 352
Online Analytical Processing (OLAP) 353

Q9-5 How Do Organizations Use Data Mining Applications? 355

Intelligent Machines 356
Unsupervised Data Mining 357
Supervised Data Mining 357
Market-Basket Analysis 358
Decision Trees 359

Q9-6 How Do Organizations Use Big Data Applications? 361

MapReduce 361
• So What? BI for Securities Trading? 362
Hadoop 363

Q9-7 What Is the Role of Knowledge Management Systems? 364

What Are Expert Systems? 364
What Are Content Management Systems? 366
What Are the Challenges of Content Management? 366
What Are Content Management Application Alternatives? 367
How Do Hyper-Social Organizations Manage Knowledge? 367
Hyper-Social KM Alternative Media 368
Resistance to Knowledge Sharing 368

Q9-8 What Are the Alternatives for Publishing BI? 369

Characteristics of BI Publishing Alternatives 369
What Are the Two Functions of a BI Server? 370

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 Contents xix

Q9-9 2027? 371

• Security Guide: Semantic Security 372
• Career Guide: Manager, Data and Analytics 374
Case Study 9: Hadoop the Cookie Cutter 378

Part 4: Information Systems

Management
10: Information Systems Security 383

Q10-1 What Is the Goal of Information Systems

Security? 386
The IS Security Threat/Loss Scenario 386
What Are the Sources of Threats? 387
What Types of Security Loss Exist? 388
Goal of Information Systems Security 390

Q10-2 How Big Is the Computer Security Problem? 390

Q10-3 How Should You Respond to Security Threats? 392

Q10-4 How Should Organizations Respond to Security

Threats? 394
• So What? New from Black Hat 2015 395

Q10-5 How Can Technical Safeguards Protect Against Security

Threats? 396
Identification and Authentication 396
Single Sign-on for Multiple Systems 397
Encryption 397
• Ethics Guide: Securing Privacy 398
Firewalls 401
Malware Protection 402
Design for Secure Applications 403

Q10-6 How Can Data Safeguards Protect Against Security

Threats? 404

Q10-7 How Can Human Safeguards Protect Against Security

Threats? 405
Human Safeguards for Employees 405
Human Safeguards for Nonemployee Personnel 407
Account Administration 407
Systems Procedures 409
Security Monitoring 409

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 xx Contents

Q10-8 How Should Organizations Respond to Security

Incidents? 410

Q10-9 2027? 411

• Security Guide: Exhaustive Cheating 412
• Career Guide: Senior Consultant 414
Case Study 10: Hitting the Target 418

11: Information Systems Management 423

Q11-1 What Are the Functions and Organization of the IS

Department? 425
How Is the IS Department Organized? 426
Security Officers 427
What IS-Related Job Positions Exist? 427

Q11-2 How Do Organizations Plan the Use of IS? 429

Align Information Systems with Organizational Strategy 429
• So What? Managing the IS Department 430
Communicate IS Issues to the Executive Group 431
Develop Priorities and Enforce Them Within the IS Department 431
Sponsor the Steering Committee 431

Q11-3 What Are the Advantages and Disadvantages of

Outsourcing? 431
• Ethics Guide: Training Your Replacement 432
Outsourcing Information Systems 433
International Outsourcing 435
What Are the Outsourcing Alternatives? 436
What Are the Risks of Outsourcing? 437

Q11-4 What Are Your User Rights and Responsibilities? 439

Your User Rights 439
Your User Responsibilities 440

Q11-5 2027? 441

• Security Guide: Watching the Watchers 442
• Career Guide: Senior Data Analyst 444
Case Study 11: Automating Labor 447

12: Information Systems Development 451

Q12-1 How Are Business Processes, IS, and Applications

Developed? 453
How Do Business Processes, Information Systems, and Applications Differ and
Relate? 454
Which Development Processes Are Used for Which? 455

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 Contents xxi

Q12-2 How Do Organizations Use Business Process Management

(BPM)? 457
Why Do Processes Need Management? 457
What Are BPM Activities? 458

Q12-3 How Is Business Process Modeling Notation (BPMN) Used

to Model Processes? 460
Need for Standard for Business Processing Notation 460
Documenting the As-Is Business Order Process 460

Q12-4 What Are the Phases in the Systems Development Life Cycle
(SDLC)? 463
Define the System 465
• Ethics Guide: Estimation Ethics 466
Determine Requirements 468
Design System Components 470
System Implementation 471
Maintain System 472

Q12-5 What Are the Keys for Successful SDLC Projects? 473
Create a Work Breakdown Structure 473
Estimate Time and Costs 474
Create a Project Plan 475
Adjust Plan via Trade-offs 476
Manage Development Challenges 478

Q12-6 How Can Scrum Overcome the Problems of the SDLC? 479
• So What? Banking on IoT 480
What Are the Principles of Agile Development Methodologies? 481
What Is the Scrum Process? 482
How Do Requirements Drive the Scrum Process? 484

Q12-7 2027? 486

Fetch! 486
User-Driven Systems 487
Industry Will Push Change 487
• Security Guide: Psst. There’s another Way, You Know… 488
• Career Guide: Developing Your Personal Brand 490
Case Study 12: When Will We Learn? 495

The International Dimension 498

Application Exercises 519
Glossary 538
Index 555

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 Preface

In Chapter 1, we claim that MIS is the most important class in the business curriculum. That’s a bold
statement, and every year we ask whether it remains true. Is there any discipline having a greater
impact on contemporary business and government than IS? We continue to doubt there is. Every
year brings important new technology to organizations, and many of these organizations respond by
creating innovative applications that increase productivity and help them accomplish their strategies.
Over the past year, we’ve seen long-discussed innovations take big leaps forward. Digital
reality (sometimes called virtual reality) really took off. Microsoft (HoloLens), Meta (Meta 2), and
Facebook (Oculus Rift) released their digital reality devices in early 2016. The reviews for these
devices from early adopters were glowing. These devices will create entirely new types of compa-
nies and could change the way people live, work, shop, and entertain themselves.
Internet of Things (IoT) smart devices once again dominated the Consumer Electronics Show
(CES), which is the industry’s annual display of the latest innovative products. Smart refrigera-
tors, smart beds, and smart sensors of every kind were a hit. But it isn’t just consumers who are
excited for IoT devices; businesses see their potential value, too. More importantly, these busi-
nesses recognize the need to collect, store, and analyze the data these devices will generate. As a
result, jobs in analytics, business intelligence, and Big Data are all in high demand right now.
In addition to changing the ways we live and gather data, recent innovations are changing
the way companies work, too. For example, over the past year Amazon experienced tremendous
success using Kiva robots in its fulfillment centers. It expanded their use to 13 warehouses around
the world. These 30,000 Kiva robots have reduced operating costs by 20 percent ($22 million per
warehouse); they have also reduced click-to-ship times from 60 minutes to just 15 minutes.1 If
Amazon rolls out these robots to all of its 110 warehouses, it could save billions. Technology—in
this case, an automated workforce—is fundamentally changing the way organizations operate.
It’s enabling them to be more productive, innovative, and adaptable.
Another technological advancement that made huge strides over the past year was self-
driving cars. Tesla Motors turned a regular car into a self-driving car by simply pushing out a
software update. In 6 months the nearly autonomous vehicles logged more than 100 million miles
on autopilot (with a few traffic incidents). Google, Mercedes-Benz, and nearly all other automobile
manufacturers are running full tilt to turn their traditional cars into fully autonomous smart
cars. The implications for autonomous vehicles go beyond consumers, too. Consider what would
happen if Amazon started using self-driving trucks. It could reduce shipping costs by 80 percent!
Of course, not all of this year’s technology news has been good. Large-scale data breaches
continue to be a major problem. LinkedIn (117 million), Ashley Madison (30 million), Tumblr (65
million), and MySpace (360 million) all suffered enormous data losses. And these are just a frac-
tion of the total number of organizations affected this year. Organizations saw a jump in the num-
ber of attacks from highly organized international hacking groups; they also saw the proliferation
of cryptographic ransomware.
This edition of the text has been updated for these developments as well as normal revisions
that address emergent technologies like cloud-based services, artificial intelligence, machine
learning, and so on.
All of these changes highlight the fact that more sophisticated and demanding users push
organizations into a rapidly changing future—one that requires continual adjustments in busi-
ness planning. In order to participate in this business environment, our graduates need to know

xxii

A01_KORE6996_10_SE_FM.indd 22 08/12/16 6:34 pm

Another random document with
no related content on Scribd:
 Madidu Elaui Agola Badjehun Karikari
(present Chief) (dead) (dead)

Assalm El Musa Mursa Djamarata Imuhadjil 1 son (?)

i Mekki

ALIMSAR

Durrata Azuhur Fihirun 3 other sons (?)

(dead)

Aneirum. 2 other 2 sons 1 son

sons (?) (?)

Here too is a list of the tribes making up the Awellimiden

Confederation, with the names of their present chiefs.

THE NOBLE OR IHAGGAREN TRIBES.

Kel Kumeden—Chief Madidu.
Kel Ahara—Chief El Yasan.
Kel Tedjiuane—Chief Arreian.
Iderragagen.
Tarkaitamut.
Tahabanat.
Ibehauen—Chief Sar’adu.
Ifoghas—Chief Waruziga.
Ihegaren—Chief El Auedech.
Kel Tekeniuen—Chief Burhan.
Kel Takabut—Chief Aluania.
Teradabeben—Chief Sidauat.
Tenguereguedeche—Chief Warigoru.
Tademeket—Chief Yunès.
Idalbabu—Chief Ihuar.
Ahianallan.

SERFS OR IMRADS.
Kel Gossi—Chief Ur illies. Tar’ahil—Chief Ekerech.
Irreganaten—Chief Ur orda. Ikairiraen—Chief Ezemek.
Iueraruarar’en—Chief Mahamud. Erkaten—Chief Elanusi.
Imideddar’en—Chief Huberzan. Ikawellaten—Chief Ibunafan.
Ibongitan—Chief Allabi. Ihaiauen—Chief Abba.
 Tafagagat—Chief Karrabau. Kel R’ezafan—Chief Amachecha.

To these tribes making up the actual Confederation must be

added the following, who were brought into it by force, and have long
since submitted with a good grace to be under the protection of the
Awellimiden:
Wadalen—Chief Niugi. Eratafan—Chief Yoba.
Cheibatan—Chief Rafiek. Ibendasan.
Logomaten—Chief Bokar Wandieïdu. Ahiananurde—Chief Amadida.
Tabotan—Chief Muley.

Subject to each of these last-named tribes are imrads, but I only

know the name of one of their tribes, that of the Ekono, vassals of
the Wadalen.
In addition to their predatory excursions the Tuaregs on the right
and left bank of the Niger make two annual migrations, the time of
which is generally the same.
During the dry season, from December to May, the higher districts
are sterile and dry, the ponds and wells empty of water. Then the
Tuaregs move down to the river-banks and their flocks and herds
graze on the coarse weeds which line them. To avoid the sickness
amongst the camels which results from eating damp food, and to
which I alluded in speaking of Timbuktu, they generally leave them a
little further inland. It is at this time that the negroes pay their tribute
of maize and tobacco, and it is also during this same season that
warlike expeditions are generally undertaken.
For the rest of the year the rain pours down in torrents in the
riverside districts, and although its fall is not so constant or so heavy
in the higher lands, they too are fertilized by the filling up of the
ponds and the wells, many of which even overflow.
Then the nomad tribes go back again to their old haunts, and
settle down for the winter in their camps about the wâdies,
resembling those of Algeria, which begin near Gao.
These wâdies are such very characteristic features of Central
Africa, that a description of one of them may be useful. The word
wâdy means the channel of a watercourse which is dry except in the
rainy season, but there is water in the upper portion of that of Gao in
every season. Its source is far away in the north, and it seems to be
identical with the Igharghar of the south, alluded to by Duveyrier, the
Astapus of the ancients, which comes down from the Atakor or
Ahaggar.
This would confirm Barth’s suggestion, that the marshy
depressions which debouch on the Ngiti Sokoto do not extend
beyond the district of Air.
My own opinion is that the Gao Wâdy, before it became choked
up with sand, was a tributary of the Niger when the course of that
river was far more rapid than it is now.
An examination of its banks does in fact lead to the conclusion,
that nearly if not quite all along them a line of cliffs, eroded by the
action of water, marks what was once the bed of part of the old
Niger. In their annual migration the Awellimiden go up as far as the
districts near Air, where they come in contact with their enemies the
Kel Gheres. Probably competition for the ownership of the
pasturages yielding food in the dry season, was the original cause of
the feud between the two races, which dates from centuries ago.
The tribes from the left bank of the Niger also move into the kind
of islet formed by the bend of the river, advancing to near Dori,
where they find a series of ponds and lakes known as Oursi Beli,
etc., an idea of which I have tried to give in the map accompanying
this volume, but I do not know how far I have succeeded.
There are many very curious and interesting hydrographical
problems connected with this bend of the Niger reserved for the
future explorer to solve.
Well, what do my readers think of the Tuaregs after the picture I
have endeavoured to give of them? I certainly have not represented
them as saints, living in a kind of Utopia, where all is well, where the
men have no vices and the women no faults.
You will perhaps, however, agree with me that they have very
decided characters, and many fine qualities, if also many defects.
Their intelligence is certainly great, making it well worth while to try
and win them to a better mode of life, and one more conducive to the
comfort of their neighbours.
I do not of course fail to recognize what hard work it is to row
against the current or to contend against pre-conceived ideas. It is
always difficult, and sometimes dangerous.
In 1859 a young Frenchman, not more than twenty years old at
the most, disembarked at Constantine. He spent three years
travelling about the Algerian Sahara, and under the powerful
protection of the Emir Ikhenukhen, chief of the Azguers, he lived for
more than a year amongst the Tuaregs.
After his return an expedition was sent out by the Governor of
Algeria, and the treaty of Rhadamès was signed.
Then, in accordance with the traditional French policy in matters
colonial, instead of profiting by the results already acquired,
absolutely nothing further was done. Duveyrier described the
Tuaregs as he had found them, just as I have tried to do; he spoke
quite frankly of their faults as well as of their virtues, and insisted on
the possibility of treating with them on favourable terms. He might
well do so, for he had already succeeded in that direction himself.
When twenty years later Flatters was assassinated, Duveyrier
was accused of mendacious optimism, and every one was ready to
cast a stone at him.
As a matter of fact, however, Flatters was killed by the Hoggars,
and Duveyrier had mentioned that they were living in a state of
anarchy, which seemed likely to get worse and worse rather than to
improve. Flatters insisted on going through their territory, although
the Amrar had told him he could not protect him. Now Duveyrier had
made a special point of never going into any district without first
securing an efficacious safe-conduct, yet in spite of all this he is
made responsible for the disaster.
A fitting epilogue ensued, for Duveyrier, disquieted at the
accusations brought against him, weakened by fever contracted in
his journey, and cut to the heart by the ingratitude of his fellow-
countrymen, committed suicide by shooting himself with his revolver,
in the hope perchance of finding the justice denied him here in
another world, if there be indeed such a thing as justice anywhere.
The English would have made him
a peer, and put up statues in his
honour; the ignorance of the French, I
will not use a harsher word, drove him
to commit suicide.
The example is certainly not
encouraging to us later explorers.
I should have been more likely to
win applause if I had pictured the
TUAREGS.
Tuaregs as irreclaimable savages,
relating a thousand entanglements
with them, such as imaginary conflicts with their armed bands, where
my own presence of mind and the courage of my party saved the
expedition from massacre.
I have preferred in the interests of my country to tell the truth, the
whole truth, and nothing but the truth.
Even as I write these words, I hear of the death of two young
officers and their men, who were killed near Timbuktu in a fight with
a Hoggar razzi. The Hoggars again!
This does but confirm what I insisted on when I was at Timbuktu,
that we shall never succeed in getting en rapport with the nomad
tribes except with the aid of those tribes themselves.
We must first subjugate certain tribes, and then form from
amongst them auxiliary levies, or, as the natives call them, maghzen,
which will aid us, at a minimum cost to ourselves, to establish French
influence over the Tuaregs.
Amongst the tribes who would best lend themselves to this
purpose, I place the Awellimiden in the very first rank, and they are
the hereditary enemies of the Hoggars. Or perhaps I should rather
have said, if we wish to bring about a complete pacification of the
country, and at the same time win the friendship of the Awellimiden
chief, we ought to strengthen his hands.
 With this idea in my mind I make the following suggestions. We
should arm the Awellimiden with a hundred or a couple of hundreds
of percussion rifles, with very large nipples, which would only admit
of the use of special caps turned out in French manufactories.
With one hundred such guns the Awellimiden would be invincible,
and could soon butcher all their enemies, whether Kel Gheres or
Hoggars.
The absolute necessity of having French percussion caps would
place them entirely in our hands, and by doling out the ammunition
needed little by little, we should force them to submit to and serve
us. We should, moreover, have it in our power to break up their
strength directly they showed any reluctance to fall in with our
wishes.
In return for a service such as this supply of fire-arms, the
Amenokal would protect our traders; he has already in fact promised
to do so, not only by word of mouth but in writing.
These traders must, however, act with prudence and
circumspection. I am quite convinced that I and my companions
might fearlessly return to the Awellimiden because they know us
now. I have suggested to our Government that we should return, but
I have not been more successful in that direction than I have in
getting the rifles I asked for.
Strangers must not attempt with a light heart to penetrate into the
Tuareg districts, without having secured the formal protection of the
chief.
What would you have? When a Grand Duke announces his
intention of visiting the wine-shops of the outlying boulevards, don’t
we always take care to send an habitué of those boulevards with him
to look after him? A Jaume or a Rossignol[8] is always in attendance.
And if a protector is useful in Paris, can we not well understand that
one would be indispensable in the Sahara?
When Madidu has once said to a traveller “Yes, come,” or “You
can go,” I am convinced that no danger would be run in the districts
subject to him.
 With the Awellimiden on our side we could conquer the Sahara,
and the Tuaregs would help us to push on towards Lake Tchad, Air,
Tunis and Algeria. He would find it to his own advantage to do so,
and the conditions of his existence would be manifestly ameliorated.
Do you imagine that these Tuaregs are stupid enough to miss a
chance of getting stuffs for clothes, coverlids, glass beads, and all
the things they covet? If the men were sufficiently blind to their own
interests, I’ll warrant you their wives would not be.
The Tuareg race will be tamed at last, their faults, all the result of
the fierce struggle for existence, will disappear, and modern
civilization will have conquered a new district in Africa!
One afterthought does, however, occur to me. Will the change be
a good thing for the Tuaregs themselves?
When I think of their wandering life, free from all restraint, when I
remember their courage, which to them is the highest of virtues,
when I consider how truly equal all those worthy of equality are, I ask
myself whether after all they are not happier than we Europeans?
Their life is a hard one, and their habits are frugal, but has not
custom made this life natural to them, and are they really sensible of
its privations?
Good fortune with them is the reward of the brave who know how
to win the victory, and it is in razzis that the victory is gained. To spoil
the vanquished is also to wash out the stain of an hereditary injury,
for the vendetta is not confined to Italy, but often makes friendship
impossible between certain tribes in Africa. The goods of him who
perishes by the sword are the property of the wielder of that sword,
and the death of the vanquished avenges some pillaged or
massacred ancestor, as well as enriches the conqueror.
A rough rendering is given below of the Song of R’Otman, quoted
by Duveyrier, who justly calls it the Tuareg Marseillaise, which is
chanted in defiance of the Chambas by the Azgueurs, who are their
hereditary enemies.
 Death to thy mother! Ma’atalla the devil is in thee!
Call’st thou the Tuaregs traitors, the men of the plain?
Ha! but they know how to travel, to fight in the battle,
Sally at morn and return in the evening again!
Aye, and they know how to fall on the enemy sleeping—
Sleeping at ease in the tent with his flocks at his side,
Lapped in his fine woollen garments, his curtains and carpets
Spreading full length in the shade of the canopy wide.
What though with milk newly-drawn from the udders of camels,
What though with meat and with butter his paunch he has filled,
Straight as a nail to the ground pins the lance of the victor,
Out with a shriek and a yell flies the soul of the killed!
Sunk in despair lies the heart-broken wife of the victim,
Scattered and vanished their goods like as water o’erspilled!

Wild manners truly do these lines describe, but they also express
proud and heroic sentiments. What will the Tuaregs gain by their
transformation into civilized people?
In a few centuries, where the tents of the Amezzar are pitched
there will be permanent towns. The descendants of the Ihaggaren of
the present day will be citizens. There will be nothing about them to
remind their contemporaries of the wild knights of the desert.
No more will they go to war; no more will they lead razzis to
ravage the camps of their neighbours, for they will have given up
pillage altogether; but perhaps in a bank, which will take the place of
the tent of their Amenokal, they will try to float rotten companies, and
mines which exist nowhere but in the imagination of their chiefs.
What will they be then? Not pillagers but thieves!
Truth to tell, I think I prefer my marauders, who fall on their prey
like the lion Ahar!
AN AFRICAN CAMEL.
AN ISOLATED TREE AT FAFA.
 CHAPTER VI

FROM FAFA TO SAY

Our dread of the passage of the river at Fafa may have seemed
almost childish, and we have since had experience of many another
like it, but for a first attempt it must be admitted it was rather a
teaser.
Narrow and much encumbered, made more difficult by a violent
current, such is the pass of Fafa.
We took as guide the son of the chief of the village, who was later
to pay us a visit at Say. Thanks to him and with the help of his men
we crossed the first rapids without too much difficulty; but, alas! the
rope which was used to transmit to the rudder the movements of the
helm broke just as we emerged from them. Had this happened thirty
seconds sooner the Davoust could not have answered to her helm,
and would have been flung upon the rocks. The damage repaired,
we steered once more into the current, wending our way cautiously
amongst the numerous islands, skirting the course of the reef, our
good star bringing us safely into a quiet reach extending as far as
Wataguna, where we again came to flints lining the bed of the
stream.
In the evening we reached Karu, the Aube having struck once by
the way, but without sustaining much damage; still all these shocks
did not add to her waterproof qualities, and as she shipped more and
more water our anxiety and fatigue became greater and greater. We
had constantly to empty the hold, which did not conduce to the
repose of the passengers, who were often woke up by the noise we
made with our buckets.
 FAFA.

Karu is a pretty little village with thatched huts, amongst which

were many of the barns of a bee-hive shape used for storing millet
alluded to by Barth. We had noticed a good number during the last
few days. The inhabitants of this village are Rimaïbes or serfs of the
Fulahs and Bellates or slaves of the Tuaregs.
The chief of the latter told us how glad he was to see some white
men before he died. He added that he would like to give us some
sheep, but he understood that we never ate anything except the
flesh of black animals, and he had none of that colour.
I said that the colour of the wool did not trouble us at all; all we
cared for was the quality of the flesh, and he went and fetched us a
fine ram. It was the marabouts, who, to add to the probability of their
report that we were sorcerers, had made this assertion about black
animals. There is a custom in the Sudan that animals given as
presents should be as white as possible, as a sign of peace between
donor and receiver. We were now told that Bokar Wandieïdu, chief of
the Logomaten, had assembled a column of troops and was about to
attack us.
 At Karu the mountains were
pointed out to us which line the
famous rapid of Labezenga, which we
expected to reach the next day. A
guide was given to us who was said to
be wonderfully clever, but we saw no
particular sign of his intelligence.
It was on March 14 that we first
saw the terrible Labezenga rapid, and
KARU WITH MILLET I am very sure that we shall none of
GRANARIES. us ever forget it.
Our guide began the day by
performing a number of mummeries, the aim of which appears to
have been to make various evil genii propitious to us. From a leather
bag he took out a lot of flat and shaly flints which had been picked up
in the rapid. He wrapped each one of these flints in a separate piece
of cloth, spat upon them, and arranged them here and there all over
the boat.
The current rapidly swept us into a part of the river pretty free
from obstruction, and every now and then I tried to distract our
guide’s attention from his spells and to get him to give me a little
information, but he merely replied without looking at me that there
was no danger, and that he would stop us at the right time.
 THE LABEZENGA RAPIDS.

Often from behind some little jutting out point which intercepted
our view I heard a peculiar noise, a sort of dull but vague roar. The
rate of the current too increased rapidly, and we rushed along at a
rate of five miles an hour at the least. We listened eagerly, but all of a
sudden we saw that the stream was barred from side to side, a
distance of something like a thousand yards, by a positive wall of
rocks against which the water was dashing up in foam.
Our idiot of a guide looked up at last and saw the danger. He
motioned to us to steer for the bank, but rushing along as we were
with the tremendous current, to attempt to do so would have been
merely to drift helplessly on to the line of rocks, so we continued to
dash on with a speed which almost made me giddy, and presently, to
my intense relief, I saw a place on the right where there was less
foam. Yes, it was the pass, it was the gate of safety, we must make
for it, but was there any hope of our reaching it?
Our coolies bent to their oars and rowed so hard that they were in
danger of breaking them, whilst the sweat poured down their shining
black skins. I had just time to hoist the signal “Do as we do!” which
most fortunately Baudry and the captain of the Dantec understood.
They were just behind us. Now up with the oars and trust to our luck!
The speed increases yet more, the stream sweeps the boat towards
the pass, where it flings itself into the lower reach: we feel ourselves
falling, we shudder, we realize the fatal attraction drawing us in the
direction of the whirlpool; then like an arrow we shoot safely through
the opening. All is well with us at least. Our next anxiety is for our
comrades; we look behind, and a cry of terror bursts from our lips.
The Dantec, which is the next to attempt the pass, has stopped
suddenly; her mast is swept asunder, and has been flung across the
bow by the violence of the shock. All the men were thrown at the
same moment to the bottom of the boat, for the unlucky barge, which
had tried to pass about three feet on one side of the place where we
had got safely through, had struck against a rock which was hidden
by the whirling foam. She received a tremendous blow, but
fortunately did not sink.
But where was the Aube? That was our care now. She was
approaching rapidly, borne on by the current, but the whole pass was
blocked before her. She would crash into the Dantec, and both
vessels must inevitably be wrecked.
But no! Clouds of spray dash up over bow and stern alike; Baudry
has flung out the anchor and the grappling-iron: oh that they may
grip properly!
Thank God! They have. The Aube stops short some three
hundred yards at least from the Dantec at the brink of the rapid.
But what in the world is up now? The Aube is tilted at an angle of
some 45 degrees! The force of the current is such that it has taken
her in the rear and forced her into this extraordinary position, whilst
the grappling-chains and those of the anchor are strained to the
uttermost, producing the terrifying result described.
I now moored the Davoust to the bank, for we must try to save our
other boats.
 With regard to the Dantec it was a simple affair enough, for she is
a wonderful little craft, answering readily to the helm, and so buoyant
that we got off with no worse damage than the bursting asunder of a
couple of planks of her bottom. I sent Digui to help the men on board
of her, and she got safely through.
The rescue of the Aube was a more difficult matter, especially as
her rudder had got broken in the struggle. The anchor was raised all
right, but when it came to the grappling-iron we could not make it
budge; it had probably got jammed between two rocks, and all our
efforts to move it were in vain, indeed they only seemed to fix it more
firmly.
Driven on by the wind and whirled round by the strong eddies of
the current, the unfortunate barge began to describe semicircles
round her own grappling-iron. Of course when we once cut the chain
there would be no time to steer her, and we must therefore manage
to divide it exactly at the moment when she was opposite to the
opening she had to pass through. One second too soon or too late
and she would be lost.
I had climbed to the top of a little ridge, and with fast beating heart
I watched Baudry making his dispositions for the manœuvre he had
to attempt. A Tuareg chose this moment of awful suspense to tap me
on the shoulder and greet me with the formal salutation, Salam
radicum mahindia, and you can imagine how much notice I took of
him.
Without being at all put out by my silence, however, he went on—
“I see that you are in trouble. I have watched all that has been
going on from my camp behind the hills, and ever since early
morning I have felt sure that you were all lost. But God has saved
you and your people. I have forbidden my tribe to come and bother
you, for you know that we always beg of every one. Well, I am going
now, but if you have need of us, Tuaregs and negroes alike are
ready to help you, you have only to send me a messenger. Our
Amenokal has ordered us to meet your wishes.”
 As he finished his speech, I saw Digui deal a great blow to the
chain of the grappling-iron. The Aube fell into the rapid, but she
could not avoid the rock on which the Dantec had struck already.
She strikes, and the whole of her starboard side is completely
immersed. Is she staved in? No, her speed is such that she rushes
on as if nothing had happened. She is saved. A moment later she is
moored beside the Davoust.
“Not so much as a hole in her, Baudry!” I cried.
“No, I don’t think there is,” he replied, “but we had a narrow
escape.” We overhauled her, and there was not a leak anywhere. In
fact, Baudry declared that her planks were really more watertight
than ever.
Then my Tuareg, who had not gone away after all, but whom I
had completely forgotten, spoke to me again: “Enhi!” he said, which
means simply “look!” but his great wild black eyes shone with
pleasure from out of his veil as if some piece of good luck had
happened to himself.
Now are these Tuaregs brutes? are they men who can only be
swayed by interested motives? What nonsense to say they are!
Where did the interested motives come in here? Would it not have
been better for him if our boats had all been sucked down in the
rapids? We ourselves and all our goods would then have been his
lawful prey.
May Providence only grant that I never find any of my fellow-
countrymen worse than the Tuaregs.
You may be sure the brave fellow got his parcel of goods and
many other things as well. With his long swinging step he went off to
his people again, shouting to us by way of adieu, “Ikfak iallah el
Kheir” (“may God give thee all good things!”)
This was, however, but the first of the Labezenga rapids, and that
the easiest. We had scarcely gone a hundred yards further when we
came to a regular cataract some two feet high, barring our passage.
On one side rose lofty heights, on the left the stream was broken into
several arms by islands. In fact, there did not seem to be any
opening on either side, and we were all but in despair of getting
through this time.
Baudry spent the whole afternoon with our guide from Karu,
seeking a practicable pass, but everywhere the scene before him
was most forbidding, one cataract succeeding another and
alternating with boiling whirlpools, whilst the current rushed on at a
rate of seven or eight miles at the least. The river simply seems to
writhe in its course, and here and there it dashes backwards and
forwards from one side to the other of its bed as if in a state of
frenzy. There must be a difference of something like seven feet in the
height of the water.
The least impracticable place seemed to be on the left of our
anchorage between two islands, but I never should have believed
that any boat could pass through even that. We had, however, to
make the venture, and any delay would only render it more difficult,
for the water was falling rapidly.
On the morning of Sunday the 15th
Father Hacquart celebrated mass and
we then prepared for the passage.
The crew of our two big barges was
not strong enough to navigate both at
once, so we decided to send each
vessel separately past the dangerous
THE ‘AUBE’ IN THE RAPIDS. spots, supplementing one crew from
the other, and later we always
adopted this plan, which worked well on emergencies.
Digui was the only one of our captains who could manage such
tours de force, for really there is no other word for the work he had to
perform. Idris, the quarter-master of the Aube, rather loses his head
amongst the rapids, and is absolutely no good as a leader. Of course
all that can be done is to give a general indication of the course to be
pursued, and when the manœuvre has once begun everything must
be left to the intelligence of the pilot, and Digui alone of all my men
was really worthy to be trusted at the helm.
 We fortified ourselves with a good cup of coffee, feeling that it
might be our last, and the Davoust started, Baudry following us in a
canoe.
The scene before us was very much what it had been the day
before—a narrow pass, a diabolical current producing an impression
of unfathomable depth, which made our hearts sink and our breath
come in gasps. On either side the water whirled and surged and
roared unceasingly as it dashed over the huge rocks. Suddenly there
was a tremendous shock, and the boat seemed to slide away from
under our feet. It was the Davoust’s turn to-day. A hidden rock had
battered a hole in her bow in my cabin. Through the gap, some 20
inches big, the water came in in floods, and in less than ten seconds
it was a couple of feet deep.
But it was written in the book of fate that we were to go down to
the sea in the Davoust, and in spite of all our misfortunes, in spite of
everything being against us, in spite of reason, in spite of logic,
something always turned up to save us even at what seemed the
very last moment. The expected miracle always happened, and it is
no exaggeration to say that we experienced dozens of such
miracles.
We were going at such a rate when we struck the rock that for
one instant the barge remained as it were suspended on it, but the
next it was over it and in deep water again.
It so happened, as good luck would have it, that my servant
Mamé was in my cabin when the boat struck, and the water rushed
in at his very feet.
For the brave fellow to tear off his burnous, roll it into a ball and
shove it into the gap in the planks was the work of a few seconds;
that is to say, of just the time during which the rock held us fixed,
preventing us from settling down. We were saved once more. The
miracle had been performed. Only do not fail to notice what a
combination of circumstances was required to bring about the result:
the immense speed with which we were going making us actually
mount the rock, with the presence of Mamé in my cabin all ready to
stop up the hole!
 The Dantec passed through with us without difficulty, and it was
now the turn of the Aube. Digui attempted a manœuvre with her of
positively extraordinary audacity. Knowing all too well that the rock
which had been nearly fatal to us could not possibly be evaded, he
simply flung the boat upon the grass-covered bank, and she climbed
up, driven on by the great speed of the current. Then he let her slide
down again backwards, or, to use the strictly nautical term, to fall
astern.
For all this, however, we every one of us had to pay toll in one
way or another at this infernal Labezenga. The Aube grated on the
point of a hidden rock just as she was about to join us again in quiet
water.
It was now two o’clock in the afternoon, and we had been eight
hours getting over a little more than half a mile in a straight line. We
were famished with hunger, and our craving for food became almost
unbearable. I constituted myself cook, and drawing upon our
reserves of tinned meats and preserved vegetables, which we all felt
we were justified in doing under the circumstances, I seized what
came first, and tumbled everything helter-skelter into a saucepan.
We all devoured the result, which I called tripes à la Labezenga,
without in the least knowing what we were eating. I will give the
recipe to all who wish to emulate Vatel: tripes à la mode de Caen,
truffles, esculent boletus, haricots verts, with plenty of pepper and
spice, served hot. In N. Lat. 14° 57′ 30″, after just escaping from
drowning or from death in the jaws of a crocodile, nothing could be
more delicious, but somehow I have never ventured to try my olla
podrida again in France.
After a little rest, which was indeed well earned, Baudry went with
Digui to the village of Labezenga to try and get guides. He came
back in a state of terror at what he had seen.
For more than a month we had to lead a life such as I have just
described. What I have said will give an idea of all we went through. I
don’t want to dwell too much on our sufferings now that they are
over. Once embarked on such an enterprise as this there is nothing
for it but to go straight ahead, and by degrees one gets accustomed