Competing on Analytics: The New Science of Winningby Thomas H. Davenport, Jeanne G. Harris
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/i>
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 examplesfrom organizations as diverse as Amazon, Barclay’s, Capital One, Harrah’s, Procter&Gamble, Wachovia, and the Boston Red Soxilluminate how to leverage the power of analytics.
“Harvard Business School Press, Davenport in particular, has produced some excellent books on competitive analytics and the like, with good case studies
” - ZD Net
- Harvard Business Review Press
- Publication date:
- Sold by:
- Barnes & Noble
- NOOK Book
- Sales rank:
- File size:
- 871 KB
Meet the Author
Thomas H. Davenport is the President’s Distinguished Chair at Babson College and a research fellow at the MIT Center for Digital Business. Jeanne G. Harris is Executive Research Fellow and Director of Research for the Accenture Institute for High Performance Business.
Most Helpful Customer Reviews
See all customer reviews
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.