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; accelerate product innovation; optimize supply chains; and 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.
Foreword by Gary Loveman
Acknowledgements
PART ONE : THE NATURE OF ANALYTICAL COMPETITION
Chapter 1 : The Nature of Analytical Competition
Chapter 2 : What Makes an Analytical Competitor?
Chapter 3 : Analytics and Business Performance
Chapter 4 : Competing on Analytics with Internal Processes
Chapter 5 : Competing on Analytics with External Processes
PART TWO : BUILDING AN ANALYTICAL CAPABILITY
Chapter 6 : A Road Map to Enhanced Analytical Capabilities
Chapter 7 : Managing Analytical People
Chapter 8 : The Architecture of Business Intelligence
Chapter 9 : The Future of Analytical Competition
Notes
Index
About the Authors
