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Competing on Analytics: The New Science of Winning Hardcover – March 6, 2007
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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
From the Back Cover
In a world where traditional bases of competitive advantage have largely evaporated, how do you separate your company's performance from the pack? Use analytics to make better decisions and extract maximum value from your business process.
In Competing on Analytics: the New Science of Winning,Thomas H. Davenport and Jeanne G. Harris argue that the frontier of using data has shifted dramatically. Leading companies are doing more than just collecting and storing information in large quantities. They’re now building their competitive strategies around data-driven insights that are, in turn, generating impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling supported by data-savvy senior leaders and powerful information technology.
Why compete on analytics? At a time when companies in many industries offer similar products and use similar technology, distinctive business processes count among the last remaining points of differentiation. Many previous bases for competition—such as geographical advantage or protective regulation—have been eroded by globalization. Proprietary technologies are rapidly copied, and breakthrough innovations in products or services are increasingly difficult to achieve.
That leaves three things as the basis for competition: efficient and effective execution, smart decision making, and the ability to wring every last drop of value from business processes—all of which can be gained through sophisticated use of analytics.
Davenport and Harris show how exemplars—organizations as diverse as the Boston Red Sox, Netflix, Amazon.com, CEMEX, Capital One, Harrah’s Entertainment, Procter & Gamble, and Best Buy—are using new tools to trump rivals. Through analytics, these companies identify their most profitable customers, accelerate product innovation, optimize supply chains and pricing, and leverage the true drivers of financial performance.
A timely, much needed resource, Competing on Analytics promises to rewrite the rules of competition.
- ASIN : 1422103323
- Publisher : Harvard Business Review Press; 1st edition (March 6, 2007)
- Language : English
- Hardcover : 240 pages
- ISBN-10 : 9781422103326
- ISBN-13 : 978-1422103326
- Item Weight : 15.5 ounces
- Dimensions : 6.5 x 1 x 9.5 inches
- Best Sellers Rank: #582,720 in Books (See Top 100 in Books)
- Customer Reviews:
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Top reviews from the United States
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Since the Oakland A's adopted this style several other teams (all of them by now?) engage in some form of analytics to remain competitive. In big business more primitive forms have been using spreadsheets and Access to understand differentiation and segmentation.
I picked up this book to gain a high level understanding which it successfully provides. As I read the examples of Yield Management by American Airlines to optimize pricing I started to understand how this could be applied to any industry.
Of course companies like Amazon and Ebay utilize analytics to send e-mails to a customer that trigger an interest or compliments a past purchase.
The chapter on competing on analytics with internal processes has a good list of Typical Analytical Applications for Internal Processes which will point many in the right direction. The book will not tell you how to set up your analytics, but will give some pointers on what tools to use and know about to compete on analytics.
In the same chapter the use of Financial Analytics is helpful as they provide some insight on what to include for a scorecard. Some items would be 1) Selecting profitable new markets to enter 2) Attracting and selecting the right customers 3) Driving pricing in accordance to risk and 4) Reducing the severity of claims (warranties or returns).
Similar to the Typical Analytical Applications for internal processes, they include a list for marketing as well along with supply chains.
Overall the book will be helpful for people who work with folks who do the analytics and to have more insight when working a process. Use this book with some others to become more educated about the growing use of analytics in every industry, especially as private and non-profit industries continue to be more global.
Top reviews from other countries
The problem is the case study references are too high level to be of practical use and the models and stages of development stuff are great theory but again don't add much value in practice.
For people already using data, there simply isn't enough added value here, the book simply restates well trod paths e.g. we already know senior level sponsorship and backing is important.
For new starters on the journey, congratulations, you've already passed the stage where this book adds much value. There are better reads out there that will help more e.g. try Sean Kelly, Avinash Kaushik or Jim Sterne