Description
Davenport (information technology and management, Babson College) and researcher/consultant Harris show that a firm's techniques and standards of analytics can create and maintain the competitive edge in their descriptions of what makes an analytical competitor and how analytics relate to business performance. They show how to compete with internal and external processes and how to build an analytical capacity by establishing a road map to enhanced analytical capabilities, managing analytical people, building an architecture of business intelligence, and predicting the future of analytical competition. Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)
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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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