- Reading level: 15+ years
- Hardcover: 240 pages
- Publisher: Harvard Business Review Press; First edition (2 January 2007)
- Language: English
- ISBN-10: 1422103323
- ISBN-13: 978-1422103326
- Product Dimensions: 16.5 x 2.5 x 24.1 cm
- Average Customer Review: 7 customer reviews
- Amazon Bestsellers Rank: #1,16,112 in Books (See Top 100 in Books)
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Competing on Analytics: The New Science of Winning Hardcover – 6 Mar 2007
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"[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
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.See all Product description
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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.
This book is basically written for data miners and analytical people as well as for decision makers who are interested in analytics to drive their business. While Analytics at Work (I picked that as well along with this book) concerns any company interested in analytics, Competing on Analytics is written for companies which really focus (compete) on analytics to succeed. Among the most famous are Google, Ebay, Amazon, Netflix, etc.
The book is divided in two parts. The first one explains the analytical competition. The second one shows how to build an analytical-based company. The only issue I had regarding this book is that it is already a little old. For example, genetic algorithms and expert systems are described emerging technologies. In summary, what you will get in this book: Explanation of what analytics is about, Stages in which an analytical company can be, several examples of analytics in big companies, a guide on how to bring analytics to your company and list of possible application of analytics in a company (this was the high point for me in the book).
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.
This book is a good guide for any person serious about applying analytics to a company. It’s a well written story of possible applications of analytics. After reading this book, I would advise Analytics at Work which really explains concrete methods to bring all these notions to work.
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