Anonymous
Posted November 8, 2007
This excellent book explains exactly what competitive analytics are and what you need to know to implement them. Thomas H. Davenport and Jeanne G. Harris divide it into two sections. The first five chapters constitute a handy guide to analytics: how high performance companies use them (and why underperforming companies do not), how to become a true analytic competitor, and how to use analytics to assess external and internal company processes. The second section gives you a roadmap to analytical competition: Why analysts are crucial to your success, the ins and outs of technology, and some thoughts about the future. The authors use many examples of true analytic competitors, such as Harrah¿s Entertainment, Google, Procter & Gamble and Amazon, to illustrate their message. We find that this interesting book is written in clear language for the general reader, but is sophisticated enough to engage those with more expertise.
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WOW... I love MyDeals247 model - they create competition among the sellers real-time.
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More About This Textbook
Overview
You have more information at hand about your business environment than ever before. But are you using it to “out-think” your rivals? If not, you may be missing out on a potent competitive tool.
In Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling.
Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examples—from organizations as diverse as Amazon, Barclay’s, Capital One, Harrah’s, Procter & Gamble, Wachovia, and the Boston Red Sox—illuminate how to leverage the power of analytics.
Editorial Reviews
From the Publisher
“[the] seminal work, Competing on Analytics, helped shape the evolution of the discipline of business analytics.” — Health Data Management
“Harvard Business School Press, Davenport in particular, has produced some excellent books on competitive analytics and the like, with good case studies ” - ZD Net
Forbes
It's all about looking behind time-honored assumptions and ideas for what makes for good people and testing them instead of going on your intuition and your gut.—Thomas Davenport
The Financial Times
...the traditional ways of seeking competitive advantage are redundant and...the future lies with the ability to analyse the very considerable volumes of data it amasses about itself.The Wall Street Journal
Competing on Analytics is hardly the last word on the matter, but it is a useful primer for a business field that seems likely only to grow in importance.CFO.com
That insight [you are searching for] is probably lying inside data you already have or could easily obtain. That's the key premise of Competing on Analytics.Product Details
Related Subjects
Meet the Author
Thomas H. Davenport is the President’s Distinguished Professor of Information Technology and Management at Babson College. Jeanne G. Harris is Executive Research Fellow and Director of Research for the Accenture Institute for High Performance Business.
Table of Contents
Foreword Gary Loveman ix
Acknowledgments xiii
The Nature of Analytical Competition
The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability 3
What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies 23
Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage 41
Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications 57
Competing on Analytics with External Processes: Customer and Supplier Applications 83
Building an Analytical Capability
A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development 107
Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work 131
The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies 153
The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy 175
Notes 187
Index 199
About the Authors 217