Competing on Analytics: The New Science of Winning: Thomas H. Davenport, Jeanne G. Harris
Editorial Reviews
Review
"…the traditional ways of seeking competitive advantage are redundant and…the future lies with the ability to analyse the very considerable volumes of data it amasses about itself." –The Financial Times, April 18, 2007
"Competing on Analytics" is hardly the last word on the matter, but it is a useful primer for a business field that seems likely only to grow in importance. –The Wall Street Journal, April 18, 2007
Intuition is useful in business. But…it isn’t enough –The Wall Street Journal, October 23, 2007
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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