Competing on Analytics: The New Science of Winning |  | Authors: Thomas H. Davenport, Jeanne G. Harris
Publisher: Harvard Business School Press
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Rating:  69 reviews
Sales Rank: 8783
Media: Hardcover
Edition: 1
Pages: 240
Number Of Items: 1
Shipping Weight (lbs): 1.1
Dimensions (in): 9.3 x 6.4 x 0.9
ISBN: 1422103323
Dewey Decimal Number: 658.4013
EAN: 9781422103326
ASIN: 1422103323
Publication Date: March 6, 2007
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Product Description
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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Showing reviews 1-5 of 69
 Overrated November 22, 2009
Jessie Kuo (Houston, TX)
I found the content very shallow because what the authors have to say are mainly from their surveys or observations rather than any concrete know-how. The idea of the book is to illustrate how important data analysis is and how market leaders are using data to succeed. It further explains the characteristics of companies in each stage, from comapnies that are data impaired to those that are leaders in analytics, always thinking the next steps. Unfortunately, the book fails to go deeper to point out how exactly does a firm analyze the data. Instead, it only touches the idea here and there. For example, it mentions over and over again how Harrah's used data to maximize customer loyalty, but it doesn't illustrate how exactly did they perform the task. The book focus on the idea of data-driven decision making, which is really not a new idea in 2009.
The book is probably a good introdcutory to those who wants to know the trend of today's business world. However, for those who are already in a very competitive business environment, the value-add is very limited.
Analytics 101 November 17, 2009
JasonM (Seattle, WA USA)
This book is great for those who wish to grasp a better understanding of why analytics are such an important tool in today's business world. Although this book is not very long, Davenport delivers some of the most dry information into a relevant, easy-to-read format for the average student, professional, or those just seeking analytical education. This book provides an in-depth look at how the growing amount of company information can be utilized as a competitive edge. Much of the content consists of analytical theory, however Davenport backs it with real-world brand examples such as Netflix, Amazon.com, Progressive, and Capital One. You will see that not all industries are equally susceptible to using these techniques to improve business processes. Davenport shows the reader that there are many companies on the verge of competing with their analytical process and some are already at that level. You will begin to understand why so many companies perform poorly even though they collect mountains of consumer data. Some of the information is a little repetitive, mainly previews of further chapters that go into to much detail. This would not be a book for those who are familiar with current business intelligence models and trends as the information is presented to a general audience. Overall if you are looking to expand you knowledge about business intelligence and don't want a "dry" book, I would recommend Competing on Analytics!
A general manager's guide to making analytical decision-making a core competitive competence October 20, 2009
Ray Eitel-Porter (New York)
1 out of 1 found this review helpful
At one level, the premise of this book is clear to most executives: business decisions should be based on rigorous analysis of as much relevant data as possible. When I joined LEK Consulting in 1985 we were pioneers of using spreadsheets for financial modeling, rather than the ubiquitous HP12c calculator: how much more quickly we could model different scenarios and how much more accurately (because spreadsheets could be more easily checked). In many ways it has been a relentless progression along this path ever since. What Davenport and Harris show, however, is that analytics themselves have become a core area of competitive competence: "At a time when companies in many industries offer similar products and use comparable technology ... many of the previous bases for competition are no longer available. Unique geographic advantage doesn't matter in global competition, and protective regulation is largely gone. Proprietary technologies are rapidly copied, and breakthrough innovation in products or services seems increasingly difficult to achieve. What's left as a basis for competition is to execute your business with maximum efficiency and effectiveness, and to make the smartest business decisions possible. And analytical competitors wring every last drop of value from business processes and key decisions."
I would argue that many of the other bases of competition are not "gone" but can only be sustained for short periods of time in today's highly competitive world. What "Competing on Analytics - The New Science of Winning" shows, however, is that to build a true core competence in analytical decision-making takes a huge amount of investment in data collection, cleaning, analysis (techniques and technologies) and interpretation. The interpretation requires, in most cases, highly skilled people who understand both analytics and how to apply its insights. This is a competence which can take years to build and which therefore is not easy for a competitor to copy.
The results cannot be denied: the book abounds with examples of companies which have decreased costs, grown sales and increased customer satisfaction by detailed analysis of their data, and Part II provides a useful guide to "Building an Analytical Capability". "Competing on Analytics" is well written, easy to read and a value guide for executives wanting to maximize the effectiveness of their organization and build analytical decision-making as a core competence.
Not-so-new consulting speak May 23, 2009
Novathinker (Northern Virginia, USA)
In spite of its alluring title, this book is mediocre at best. The authors rehash a bunch of consulting speak that has been around the data warehousing and business intelligence space for a decade or more. After finding Davenport's Thinking for a Living: How to Get Better Performances And Results from Knowledge Workers to be pretty thought provoking, I was disappointed with this work. Unless you are brand new to data warehousing and business intelligence, don't waste your time.
The authors promote analytics as the sound way to make decisions that ultimately make a company more competitive. There is some obvious truth in that concept, I guess. However, they fail to acknowledge that first movers (those companies that usually have competitive advantage) often have to make decisions without the benefit of clean, historical data. In fact, the authors go so far as to say that clean data is a prerequisite to good analysis which is in turn a prerequisite to good decision making which, only then, leads to competitiveness.
As a two-decade veteran of the business intelligence space, I do agree with much of what the authors have suggested. The formula they propose works well for established companies with large, historical data stores to draw upon. The trouble is, they imply that analysis-driven decision making is the secret to competitiveness. Making good decisions, especially when you don't have all (or very much) of the data -- a very typical scenario in first-mover environments -- is the real secret to competitiveness.
 Competing, perhaps... but not competitive edge April 22, 2009
Goran Matic (Montreal, Canada)
This book is well written, structured and thought out. All combined, this book is easy to follow. There are some good examples of companies leveraging analytics to compete in the market. Furthermore, the prescient reader will find some interesting areas for analytic investigation to pursue in his own organization.
On the negative side, the notions of data warehouses and data marts are only superficially explored. No practical architectural analysis is provided. After reading this book, Im not convinced that data warehouses or data marts are anything more than glorified databases.
It is true that customer/supplier/market data is becoming widely available, the challenge being in making sense of this data. However, I dont believe a company can find its competitive edge solely by crunching data and making intelligent forecasts. The better (read accurate) the forecast, the more bridle the model. How can it ever respond to non-linear events? What will happen to companies which invested heavily in analytics - like the authors suggest - when a paradigm shift inevitably occurs in the market? What good will all those forecast models be then? But thats a decision the reader should make for himself.
Overall, the book relatively short and worth the read.
Showing reviews 1-5 of 69
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