Competing on Analytics: The New Science of Winning

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Harvard Business Press, 2007 - Business & Economics - 218 pages
19 Reviews
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.

InCompeting 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.
 

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LibraryThing Review

User Review  - jasonwhurley - LibraryThing

I absolutely loved this book. I would have liked more examples of how to apply the knowledge they described, but there were still so many great success stories of companies who have applied data analytics. I recently got into this field and this book was very motivational and exciting! Read full review

LibraryThing Review

User Review  - jamet123 - LibraryThing

Tom and Jeanne have written an excellent new book (building on a paper they wrote some time ago) about what they call "analytic competitors", that is to say companies that use their analytic prowess ... Read full review

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Contents

The Nature of Analytical Competition
3
What Makes an Analytical Competitor?
23
Analytics and Business Performance
41
Competing on Analytics with Internal Processes
57
Competing on Analytics with External Processes
83
Building an Analytic Capability
105
A Road Map to Enhanced Analytical Capabilities
107
Managing Analytical People
131
The Architecture of Business Intelligence
153
The Future of Analytical Competition
175
Notes
187
Index
199
About the Authors
217
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About the author (2007)

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.

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