Competing on Analytics: The New Science of Winning

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9781422103326: Competing on Analytics: The New Science of Winning
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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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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.

InCompeting 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 Analyticspromises to rewrite the rules of competition.

About the Author:

Thomas H. Davenport is the President s Distinguished Professor of Information Technology and Management at Babson College. Jeanne G. Harris is Executive Research Fellow and Director of Research for the Accenture Institute for High Performance Business.

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Thomas H. Davenport, Jeanne G. Harris (Authors) & Gary Loveman (Frwd)
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Book Description Harvard Business School Publishing India Pvt. Ltd., 2007. Hardcover. Condition: New. You have more information about your business environment than ever before. But are you using it to outthink your rivals? If not you`re failing to exploit a potent competitive tool. In a world where the 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 processes. In Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for 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 he gained through sophisticated use of analytic. Davenport and Harris show how exemplars - organizations as diverse as the Boston Red Sox, Netflix, , 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.Table Of Contents Foreword by Gary Loveman Acknowledgments Part One: The Nature of Analytical Competition 1The Nature of Analytical Competition Using Analytic, to Build a Distinctive Capability 2 What Makes an Analytical Competitor? Defining the Common Key Attributes of Such Companies 3 Analytics arid Business Performance Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage 4 Competing on Analytics with Internal Processes Financial, Manufacturing, RKD, and Human Resource Applications 5 Competing on Analytics with External Processes Customer and Supplier Applications Part Two: Building an Analytical Capability 6 A Road Map to Enhanced Analytical Capabilities Progressing Through the Five Stages of Development 7 Managing Analytical People Cultivating the Scarce Ingredient That Makes Analytics Work 8 The Architecture of Business Intelligence Aligning a Robust Technical Environment with Business Strategies 9 The Future of Analytical Competition Approaches Driven by Technology, Human Factors, and Business Strategy Notes Index Printed Pages: 224. Seller Inventory # 73104

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