Competing on Analytics: The New Science of Winning

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Harvard Business Press, 2007 - Business & Economics - 218 pages
16 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.

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.
 

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A routing book on saying why Analytics is important in todays world. A very shallow narration with generic explanation on how some companies did a turn around

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I found the content very shallow because what the authors have to say are mainly from their surveys or observations rather than any concrete know-how. The idea of the book is to illustrate how important data analysis is and how market leaders are using data to succeed. It further explains the characteristics of companies in each stage, from comapnies that are data impaired to those that are leaders in analytics, always thinking the next steps. Unfortunately, the book fails to go deeper to point out how exactly does a firm analyze the data. Instead, it only touches the idea here and there. For example, it mentions over and over again how Harrah's used data to maximize customer loyalty, but it doesn't illustrate how exactly did they perform the task. The book focus on the idea of data-driven decision making, which is really not a new idea in 2009.
The book is probably a good introdcutory to those who wants to know the trend of today's business world. However, for those who are already in a very competitive business environment, the value-add is very limited.
 

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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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