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Competing on Analytics: The New Science of Winning
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.
Customer Reviews:
Analytics for beginners
By Peter Lorenzi - June 8, 2007This is the glib, anecdotal book built around a basic, almost stereotypic Harvard Business Review five-level model, this one focusing on various levels of use of analytical methods, systems and processes. At the lowest level, there is almost nothing going on in terms of analytics and, at the highest level, analytics are systematic, widespread and strategic. You can figure the middle three levels. In my experience, there would be some use in providing a zero-level or even negative-level use of analytics, those firms operating in the "data free" zone. They would provide some humor and color, not just useful references.
As to the subtitle, "The new science of winning," to be clear, "competing" and "winning" are not synonymous or even necessarily linked. Competing is not necessarily about winning and winning isn't as important as remaining competitive in the long run. Winning isn't everything and it is not the only thing.
The anecdotes tend towards Harrah's, the... read more
"Analytics" with flawed logic (2.5 stars)
By A. J. Sutter - July 12, 2007This book is, for the most part, a disappointing mix of fallacy, circularity, inconsistency, banality and utopian promises. If you've read books such as N. Taleb's "Fooled by Randomness", P. Rosenzweig's "The Halo Effect", or, for the classically educated, D. Fischer's comprehensive "Historians' Fallacies" (1970), you can easily while away a few lazy hours spotting the bad reasoning throughout this book. I'll give a few examples in a minute or two.
The effect is more disappointing than infuriating because, unlike many other business authors, the authors aren't claiming to have some unique insights or to have discovered some new principle of strategy; their aims are refreshingly modest. About the best I can say for it is (a) if you never read the January 23, 2006 Business Week cover story "Math Will Rock Your World" (which, as of this writing, was available for free online) you can learn that sophisticated mathematical tools are being used in business, and that the market... read more
Competing on Analytics: The New Science of Winning
By Prasenjit Chaudhuri "ARTHOUSE & WORLD FILMS C... - May 12, 2007DECISI0N ANALYTICS is a fast-rising competency in many large companies that deal with retail customers. Being a hot-subject also makes the term vulnerable to abuse by lesser-skilled folks looking for a short-cut.
The book was a disappointment partly on account of the expectations the book-title raised. One would have expected to see how major corporations used data-based analytics to "out-think" the competition and gain market share profitably.
Sadly, the book ended up as a random assortment of shallow descriptions of companies that use analytics as a competitive advantage, presumably drawing on newspaper and internet articles (perhaps a few interviews) as the key source. I saw very little analysis of what steps the companies took to achieve this capability and the practical problems faced. There is a lot of information available out there in the public-domain for free that provide better insights in to how Harrah's Casino or Netflix or Amazon succeeded... read more
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