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Competing on Analytics: The New Science of Winning (Hardcover)
by Thomas H. Davenport, Jeanne G. Harris
| Category:
Competition, Strategy, Winning strategy, Game plan |
| Market price: ¥ 290.00
MSL price:
¥ 248.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A well thought out, clearly communicated and detailed analysis of how companies will really compete in the future. |
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Author: Thomas H. Davenport, Jeanne G. Harris
Publisher: Harvard Business School Press
Pub. in: March, 2007
ISBN: 1422103323
Pages: 240
Measurements: 9.4 x 6.1 x 1 inches
Origin of product: USA
Order code: BA01446
Other information: ISBN-13: 978-1422103326
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- Awards & Credential -
One of the bestsellers on Amazon.com in the category of Social Sciences/Methodology. |
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- MSL Picks -
This excellent book explains exactly what competitive analytics are and what you need to know to implement them. Thomas H. Davenport and Jeanne G. Harris divide it into two sections. The first five chapters constitute a handy guide to analytics: how high performance companies use them (and why underperforming companies do not), how to become a true analytic competitor, and how to use analytics to assess external and internal company processes. The second section gives you a roadmap to analytical competition: Why analysts are crucial to your success, the ins and outs of technology, and some thoughts about the future. The authors use many examples of true analytic competitors, such as Harrah's Entertainment, Google, Progressive Insurance and Amazon, to illustrate their message. We find that this interesting book is written in clear language for the general reader, but is sophisticated enough to engage those with more expertise.
(From quoting Rolf Dobelli, USA)
Target readers:
Executives, business leaders, managers, management consultants, academics and MBAs.
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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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From Publisher
You have more information at hand about your business environment than ever before. But are you 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.
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| View all 5 comments |
The Financial Times, USA
<2008-07-25 00:00>
... 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 Wall Street Journal, USA
<2008-07-25 00:00>
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, USA
<2008-07-25 00:00>
Intuition is useful in business. But... it isn't enough. |
James Taylor (MSL quote) , USA
<2008-07-25 00:00>
Tom and Jeanne have written an excellent new book (building on a paper they wrote some time ago) about what they call "analytic competitors", that is to say companies that use their analytic prowess not just to enhance their operations but as their lead competitive differentiator. The book discusses a number of these analytic competitors and gives an overview of how analytics can be used in different areas of the business and how you can move up the analytic sophistication scale.
The book has two parts - one on the nature of analytical competition and one on building an analytic competency. The first describes an analytical competitor and how this approach can be used in both internal and external processes. The second lays out a roadmap for becoming an analytical competitor, how to manage analytical people, a quick overview of a business intelligence architecture and some predictions for the future.
They define an analytical competitor as an organization that uses analytics extensively and systematically to outthink and outexecute the competition. The analytics are in support of a strategic distinctive competency and they argue, persuasively, that without a distinctive capability you cannot be an analytic competitor.
The book outlines what they call four pillars of analytical competition- a distinctiive capability, enterprise-wide analytics, senior management commitment and large scale ambition. They lay out 5 stages of analytic competition from "analytically impaired" to "analytic competitor". The importance of experimentation is made clear and the book repeatedly emphasizes the need for companies and executives to be willing to run the business "by the numbers".
The book is full of stories about how companies compete analytically and this is one of the book's strengths. It also has a great list of questions to ask about a new initiative and outlines a number of ways to get a competitive advantage from your data. Regardless of the competitive approach, the need for analytical executives to be willing to act on the results of analyses is made clear. The book ends with a great list of changes coming.
This is a very interesting book both for those interested in competing on analytics and those interested simply in making more use of their data. |
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